Gap aanalysis final presentation

Advanced Data Concepts, LLC
State of Wisconsin
Procurement Analysis Project
Desired Future Situation &
Detailed Recommendations
January 2001

© 2000 Advanced Data Concepts, LLC State of Wisconsin 2
CONTENTS
 INTRODUCTION
 RECOMMENDATIONS
– GAP ANALYSIS
– IMPERATIVES
– SYSTEM OPTIONS
 ORGANIZATIONAL & POLITICAL
CONSIDERATIONS
 IMPLEMENTATION GAME PLAN
 BEST PRACTICES PROCESS MAPS
 APPENDICES
– GLOSSARY
– CASE STUDIES
– E-PROCUREMENT VENDOR LISTING
– SUPPORTING CHARTS
– Data Warehouse Project - Development & Implementation

PROJECT OBJECTIVES, DEFINED BY THE INTERAGENCY GROUP, DROVE
INTENSIVE SET OF INTERVIEWS AND ANALYSES
INTRODUCTION
OBJECTIVESOBJECTIVES
DESIGN GUIDELINES
PHILOSOPHY
• Identify and realize efficiencies from
common business needs
• Reengineer procurement/purchasing
processes and implement performance
metrics
• Define and understand successful
procurements
• Make purchasing a strategic asset
• Provide quality goods and services for the
best possible price
• Encourage participation of other units of
government and vendors
• Identify and accommodate different
business requirements and needs
• Make it easy and timely
• Provide timely and accurate information
to all participants
• Leverage the State’s scale and scope
• Use technology effectively throughout the
procurement cycle

ADVANCED DATA CONCEPTS COMPLETED AN INTENSIVE TEN WEEK EFFORT TO
ANALYZE THE STATE’S PROCUREMENT OPERATIONS
INTRODUCTION
State of Wisconsin Management Team
Current Situation Analysis
Desired Future Situation
Model
Detailed/Global Recommend.
State Agencies and UW Campuses
• Data Collection
• Interviews (10 agencies)
• Surveys (all others)
• Document
•Process
•Systems
• Validate
• Best Practices
• Reengineered
Business Processes
• Performance
Metrics
• Data Model
• Vendor Analysis
• Detailed
Requirements
• Data Schema
• Vendor
Management
• Impact
• Cost
• Implementation
time
• Politics
A
D
C
S
E
R
V
I
C
E
S
A
D
C
S
E
R
V
I
C
E
S

 In November 2000, ADC provided
SBOP with a picture of the current
procurement situation in the State
of Wisconsin
 This document now answers the
questions:
– What is the Desired Future
State?
– How do we get there?
RECOMMENDATIONS TO FACILITATE WISCONSIN MOVING FROM ITS CURRENT
STATE TO A DESIRED FUTURE STATE HAVE BEEN DEVELOPED
INTRODUCTION

Buyer/Supplier ManagementPurchasing as a Strategic Asset
EMBRACING THE FOLLOWING STRATEGIC FRAMEWORK WILL DRIVE
PROCUREMENT & OPERATIONAL EXCELLENCE
Strategic Planning
• Continuous Learning &
Innovation
• Review Buying and
Supplier Behavior
• Strategic Sourcing
• Key Performance
Indicators
Technology Architecture
• Enterprise Application
Solution
• E-Procurement
• Data Warehousing
• N-Tier / Client-Server
Architecture
Business Process Re-
Engineering
• Best Practices
• Imperatives
• Organization Impact
• Commodity Code
Standardization
• Human Capital
Development
Vendor Management
• VendorNet
• E-Procurement
• Supplier Performance
Measurement
INTRODUCTION

THIS PROJECT RESULTED IN SEVERAL MAJOR RECOMMENDATIONS
 THE FOLLOWING IMPERATIVES MUST BE ADDRESSED TO REALIZE
IMPROVEMENT OPPORTUNITIES IN THE PROCUREMENT CYCLE.
INTRODUCTION
– Leverage Large Volume Purchases - achieve maximum
vendor discount
– Expand Use of Cross-Functional Teams - develop
sourcing strategies for high volume and complex purchases
– Approval Process - decrease approvals to one per
transaction (requisition and purchase order)
– Commodity Coding - standardize on UN/SPSC naming
convention
– Purchasing Card Reporting and Management - report on
P-Card purchases by commodity and dollar amount
– Purchasing as a Strategic Asset – establish purchasing as
an integral part of the strategic planning process

 KEY IMPERATIVES CONTINUED …
INTRODUCTION
– Expand Training Program - provide a continuous
improvement program for SBOP and agency procurement
staff
– Standardization and Consolidation - institute a
standardization program to achieve cost savings
– VendorNet Official State Bidders List - eliminate all bidders
list but VendorNet
– Vendor Data Rationalization - WISMART the only vendor
table for State
– Key Performance Indicators - for Staff, Vendors and
Customer Satisfaction
– Develop Data Warehouse - for the analysis of statewide
purchasing activity and spend data

 SYSTEMS SOLUTIONS
– Near-Term, Immediate:
 Begin development of Data Warehouse to capture data for the analysis of
statewide purchasing activity and spend data [Also listed as an Imperative]
 Conduct detailed feasibility study to determine best approach for dedicated
statewide procurement solution that automates the requisition to payment
process
 Enhance in-house purchasing system (e.g., PurchasePlus)
 Purchase procurement software package (e.g. PurchasingNet, Compusearch
Software – Prism, Dynamic Software, MRO Software, …)
– Medium-Term:
 Utilize E-Procurement – use reverse auctions and/or strategic sourcing for
new purchases where feasible
 Chief Information Officer – centralize technology initiatives under leadership
statewide executive
– Long-Term:
 Adopt the implementation of an Enterprise Application System (EAS); also
referred to as an Enterprise Resource Planning (ERP) System
 Includes consideration of upgrading WisMART (AMS Advantage 3.0 Software) and
migrating all agencies to WisMART in conjunction with retaining newly deployed
statewide procurement system
INTRODUCTION

WE HAVE TRIED TO ENSURE THAT RECOMMENDATIONS ARE
CONSISTENT WITH THE INTERAGENCY GOALS
 Please reference exhibit on the following
page.
INTRODUCTION

RECOMMENDATIONS
GAP ANALYSIS

GAP ANALYSIS
 ADC created 85 process maps
that outline the current situation
in ten agencies, including the
University of Wisconsin
 Gap analysis charts, on the
following pages, identify
changes required to migrate
current processes to best
practices
GAP ANALYSIS

AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
SB
O
P
U
W
System
Expand Use of P-Card
Extend to All Small Dollar Purchases
Expand Use to Statewide Contracts
Add Language in Bids Accepting P-Card
Payments
Add Requirement for Bidders to Identify
Reporting Level
Negotiate With Statewide Vedors to Provide
Level Three Reporting
Negotiate With Visa to Obtain Level Three
Reporting
Reconcile Level Two Information With
Commodity Codes for Reporting
GAP ANALYSIS – P. CARD
GAP ANALYSIS

GAP ANALYSIS – SIMPLIFIED BID
GAP ANALYSIS
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
Automate
Obtain Quote Before Requisition Entered
Automated Validation of Account Codes
Online, Real Time Requisition Approval
Reduce Number of Approvals
Eliminate Evaluation Committee
System Generates Purchase Order (PO)
On-Line PO Approval
Electronically Transmit PO to Vendor

GAP ANALYSIS – SEALED BID
GAP ANALYSIS
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
Automate
Requisition Entered by End-User
1
Online, Real Time Requisition Approval
System Calculates Lowest Bidder
On-Line Purchase Order Approval
1. UW's PeopleSoft software will allow full automation, including end user requisitioning, automated account validation and online PO
approval when the system-wide implementation is completed.

GAP ANALYSIS – DIRECT CHARGE
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
Continue Current Process
Eliminate Requisition
Reduce Use of Direct Charge
GAP ANALYSIS

GAP ANALYSIS – REQUEST FOR PROPOSAL (RFP)
AGENCY
RECOMMENDED ACTION D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
Maximize Automated Processes
GAP ANALYSIS

GAP ANALYSIS – STATEWIDE RELEASE
GAP ANALYSIS
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
Continue Current Practice
Automate
Eliminate Pre-Approval
End-User Enters Requisition
1
On-Line Requistion Approval
On-Line Purchase Order Approval
1. UW's PeopleSoft software will allow full automation, including end user requisitioning, automated account validation and online PO
approval when the system-wide implementation is completed.

GAP ANALYSIS – ACCOUNTS PAYABLE
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
U
W
System
On-line Receiving & Invoicing
Automated 2/3 Way Match
Implement Enterprise Procurement
GAP ANALYSIS

GAP ANALYIS – REQUEST FOR BID (SBOP)
AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
SB
O
P
U
W
System
Leverage Large Volume With Accurate
Spend Data
Use Standards Committee(s)
Develop Sourcing Strategy
Develop Performance Standards for
All Contracts
Inititate E-Procurement Solutions
GAP ANALYSIS

AGENCY
RECOMMENDED ACTION
D
O
T
D
O
C
D
W
D
D
H
&
FS
D
N
R
D
A
TC
P
C
om
m
erce
D
O
A
SB
O
P
U
W
System
No Registration Fee
Registration Required to Bid
Vendors With Current Contracts
Required to Register With VenorNet
Develop Performance Standards for All
Contracts
Charge Fees for Automated Services
Capability to Accept Online Payment
Enhance Search Engine
GAP ANALYSIS - VENDOR NET (STATE BIDDRS LIST)
GAP ANALYSIS

RECOMMENDATIONS
IMPERATIVES

IMPERATIVES REPRESENT FOUNDATIONAL RECOMMENDATIONS THAT MUST BE
ADDRESSED BY THE STATE TO ENSURE SUCCESS
– Leverage Large Volume
Purchases
– Cross-Functional Teams
– Approval Process
– Commodity Coding
– Purchasing Card
Reporting and
Management
– Purchasing as a Strategic
Asset
– Expand Training Program
– Standardization and
Consolidation
– VendorNet State Bidders
List
– Vendor Data
Rationalization
– Key performance
Indicators
 Imperatives have been identified in the
following areas:
IMPERATIVES

LEVERAGING LARGE VOLUME PURCHASES
Desired Future State
 Leverage large volume purchases to
achieve maximum vendor discount
Business Case for Action
 Currently not all agencies consistently
utilize statewide contracts therefore
lessening volumes
– Usage on statewide office supply
contract $4 to $5 million
– UW utilizes different office supply
contract; year to date expenditures
approximately $5 million
– DWD did not utilize statewide office
supply vendor for a three year period.
 Combination of this volume would result in
the state leveraging lower costs from the
office supply vendor and insuring states
customer service requirements would be
met
 State has no official purchasing
classification system and spend data
cannot be aggregated for evaluation
IMPERATIVES

LEVERAGING LARGE VOLUME PURCHASES …
Recommendation(s)
 SBOP must identify and manage
classification system that would allow the
aggregation of purchasing spend data by
commodity
 Aggregated commodity spend data must
be used to identify the largest volume
commodities
 Items within the largest volume
commodities must be standardized so that
number of items is reduced while item
volume is increased
 SBOP must obtain data from
municipalities and school districts that
utilize their contract. This information
must be included in quantity and spend
estimates provided to vendors in
solicitation
 Solicitations methods must require vendor
to offer maximum cost saving and
customer services
Approach
 A standard commodity code must be
adopted
 Baseline spend data must be gathered on
all commodities purchased statewide
 Standards committees must be formed to
consolidate items in commodities with
multiple items purchased in large
quantities
 As new leveraging opportunities are
uncovered, SBOP must determine the
procurement method that will result in the
highest savings. For example:
– Strategic Sourcing solicitations
– Reverse auctions
– Discounts based on quantity
thresholds
– Rebates based on quantity
thresholds
– Discounts in return for contract
extensions
IMPERATIVES

USING STANDARDS COMMITTEES/ CROSS-FUNCTIONAL TEAMS
 Standards Committees are used to
leverage large volume purchases and to
develop a sourcing strategy
 According to Purchasing Online, a supply
chain magazine, the use of cross-
functional teams is the best of the best
practices in supply management
 In his book, Balanced Sourcing, Timothy
Laseter indicates that using multi-
functional teams is a winning sourcing
strategy
 Wisconsin currently uses standard
committees to develop RFB/RFPs
 Standards committees are not used
consistently by agencies or SBOP staff
members

USING STANDARDS COMMITTEES/ CROSS-FUNCTIONAL TEAMS
Recommendation(s)
 SBOP should increase the use standards
committees to develop RFB/RFPs
 SBOP should use cross-functional teams
to develop sourcing strategies on all high-
volume state-wide commodities. The
strategy may include:
– Standardization
– E-commerce opportunities
– Strategic vendor partnering
opportunities
– Volume discount sourcing
 These teams should set client goals and
objectives and be held responsible for the
success and/or failure of the initiative.
Approach
 Identify staff in agencies to participate in
cross-functional teams
 To ensure team success, they will need
– Organizational resource availability
– Supplier participation and
involvement
– High level of internal and external
decision-making authority
– Effective team leadership
– Performance evaluation and rewards

APPROVAL PROCESS
 Approvals done on-line via automated
workflow:
– Requisition would be entered on-line
by program end-users
– One approval for requisitions
– Purchase Orders would be created
by copying information from
requisition
– One approval for purchase orders
– One approval for releases against a
master ageement
 Five of the nine agencies reviewed have
manual requisitioning and purchase order
processes
 Many departments require multiple
approvals (manual or online) of
requisitions and purchase orders
 Manual budget checking in non-
automated agencies add to required
approvals and slows processing
 Routing paper requisitions and/or rekeying
information into multiple systems
– increases processing time
– reduces customer satisfaction
IMPERATIVES

APPROVAL PROCESS …
Recommendation(s)
 Implement an automated purchasing
system with online budget verification
 The automated purchasing system should
accommodate decentralization to the end
user level
 The system should maintain an online
vendor file, accessible to all users
 System should have automated workflow
Approach
 Non-automated agencies should
streamline paper process
 Non-automated agencies should
implement an automated purchasing
system
– Automated requisitions include:
• commodity codes
• commodity description
• accounting string(s) - pre-
encumbrance
– System creates purchase orders by
copying requisition information,
releasing pre-encumbrance and
performing an encumbrance against
accounting string(s)
IMPERATIVES

COMMODITY CODING …
 Create a standardized naming
convention that:
– Allows the standardized coding
of purchases
– Allows the compilation of
aggregate purchase information
in a unified framework permitting
search and analysis
– Integrates procurement card
statement categories with all
purchase transactional data
 State Bureau of Procurement
(SBOP) is required by statute to
report on Purchases throughout the
state
 No Statewide naming convention
exists for purchasing data
 Base line spend data by purchase is
necessary for:
– Standardization
– Workload management
– Performance measure development
– Strategic sourcing
– E-Procurement
– Negotiating better pricing agreements
with vendors
 Currently base line spend data
cannot be produced on a timely and
accurate basis
IMPERATIVES

COMMODITY CODING …
Recommendation(s)
 Select UN/SPSC classification system as
State’s commodity coding system
– Code maintains good hierarchical
groupings
– Allows reporting on a contractible
group
– Identifies all buyable products and
services and places them into a
logical hierarchical classification
– Has a pilot commodity coding project
with Visa
 Set SBOP staff as the state-wide mangers
of the code
– Will determine code classifications
– Make decisions about adding new
code
– Liaison to code management
company for developing new code
when required
 Approach
 SBOP should:
– Work with IT to determine most
efficient way to disseminate code
throughout enterprise
– Develop procedures for code
application and maintenance
– Develop a cross functional groups to
facilitate code implementation
through all agencies
– Provide all changes to code
– Determine how items should be
classified in response to agency
question
– Develop a continuous training
program on use and value of
commodity code
 End user to add commodity code
description to system requisition
IMPERATIVES

PURCHASING CARD REPORTING AND MANAGEMENT
 Report on P-Card purchases by
commodity and dollar amount
 Maximize the utilization of P-Cards
throughout state agencies
 Utilize P-Cards for ordering on
statewide contracts
 Utilization of P-Cards for low dollar
hi-volume purchases is a best
practice
 According to the study on corporate
procurement practices conducted by
the Hackett Group:
– P-Cards, when used with other best
practices, can reduce the cost of a
transaction from $9.50 to $1.87.
– P-Cards can reduce the cost of
making a payment by 85%.
 The state is expected to expend
$50+million dollars using P-Cards
this fiscal year however individual
purchases cannot be identified or
aggregated by commodity
IMPERATIVES

PURCHASING CARD REPORTING AND MANAGEMENT …
 Vendors that accept Visa report purchases
using Merchant Category Codes (MCCs)
– codes are tiered
– merchants that are coded at level two
provide data on dollars spent via a
general classification code
– merchants coded at level three can
provide more itemized expenditure
information and a commodity code
can be added to each record
– Currently Visa has a pilot program
with Dun & Bradstreet to utilize its
UN/SPSC commodity code
 Identification of P-Card purchases will
allow:
– Required oversight and reporting of
state purchases
– Identification of commodities where
volume discounts are likely
– Identification of commodities for E-
Procurement initiatives
Recommendation(s)
 Require current bank/Visa to provide level
3 reporting for companies that currently
have it
 Include level 3 reporting as a requirement
in all supply bids where the volume is
expected to exceed $1million
 Request that all current suppliers on high
volume contracts, with 2 years or more left
on their contract become level three
vendors
 Cross reference current level 2 reporting
to commodity codes and develop reports
IMPERATIVES

Approach
 SBOP obtain level 3 reports from bank for
all level 3 vendors
 Require P-Card acceptance and level 3
reporting on large volume procurements
expected to exceed $1 million
 Since only 1000 vendors provide level
three information this information will not
be available from most vendors. To
capture some purchasing detail SBOP
should:
– Use ProCard (reporting software) to
develop a report that will cross
reference level 2MCCs to commodity
codes by department
– Report information monthly to
agencies
 It is noted that some level 2 MCC
information will not correspond to an
individual commodity code group
 MCC Code 5200 Home Supply
Warehouse as an example is used for
companies like Home Depot and Menards
that supply a wide variety of items
– Given the variety of items sold by
these companies level three reporting
is not likely to yield the required detail
– Spend data from these vendors
should be given a special category.
– Items bought here cannot be
captured for inclusion in aggregated
spend data
– Dollars in this category should be
used to negotiate discounts at Home
Supply Warehouse stores such as
Menards and Home Depot
PURCHASING CARD REPORTING AND MANAGEMENT …
IMPERATIVES

PURCHASING AS A STRATEGIC ASSET
 Purchasing is a strategic asset to the
State of Wisconsin and an integral
part of the strategic planning process
 SBOP is statutorily charged with
reporting the state purchasing
activities
 Accurate spend data enhances the
ability of SBOP to develop
commodity management strategies,
leverage purchasing volumes and
improve sourcing
 Strategic sourcing and E-
Procurement could save the State
$90 million dollars (10% of $900
million) over the first two years based
on research conducted by research
organizations such as the Gartner
Group
 Strategic sourcing and E-
Procurement can improve the quality
of goods and services
IMPERATIVES

PURCHASING AS A STRATEGIC ASSET …
Recommendation(s)
 Identify a commodity for immediate
strategic sourcing initiative, such as
telecommunications including cell
telephones and pagers
 Conduct a pilot E-Procurement initiative
 Identify a commodity such as food and
food service and identify contracting
improvement opportunities
 Utilize cross-functional teams comprised
of end-users, buyers, SBOP staff and
management for:
– continuous improvement in
commodity and supplier strategies
and relationships
– E-Procurement opportunities
– strategic sourcing
– standardization's and consolidations
analysis of services across agencies
 Develop on-going training for SBOP and
agency procurement staff
Approach
 Purchasing can be established as a Strategic Asset
through a set of specific pathways designed to
achieve incremental and significant cost savings by
improving procurement - Buy for Less, Buy Better
and Consume Better
– Buy for Less where savings are 5 to 15%:
• Volume consolidation
• Supply base optimization
• Enhanced negotiation and contracting skills
• Leverage State clout
– Buy Better typically results in savings of 5-15%:
• Improved coordination/forecasting accuracy
• Streamlined bidding processes
• Longer-term commitments to suppliers
– Consume Better savings are expected to exceed 5%:
• Optimize lifecycle costs
• Outsource non-core activities
• Increase use of cross-functional teams
• Reduce complexity/simplified specifications
• Increase standardization
• Rationalize requirements
 Identify staff in agencies to participate in cross-
functional teams
 Implement a data warehouse
 Benchmark current pricing
 Develop an effective communication program
– workshops
– email
– intranet
IMPERATIVES

PURCHASING AS A STRATEGIC ASSET …
Management's View of Purchasing:
A Historical Perspective
View Organizational Position Performance Measures
1970s &
earlier
Clerical
Function
Low on org. chart, often a subset
of accounting or operations
Focused on the past, quantitative efficiency
and control of expenditures
1980s Commercial
Activity
Reports to Management Focused on present, qualitative effectiveness,
measures such as cost savings/cost reduction
1990s &
beyond
Strategic
Business
Function
Integral part of the strategic
planning process
Focused on proficiency, gaining present and
future competitive advantage through
integrated resource management & reduction
of purchase and ownership costs
© 1994 Solutions Consulting Group
IMPERATIVES

EXPAND TRAINING PROGRAM
 State provides a continuous improvement
program for procurement staff providing
40-80 hours of training for SBOP staff and
20-40 hours of training for agency staff on
an annual basis
 Best-in-Breed organizations provide
continuous improvement training for its
procurement staff
 SBOP conducts in-house training directed
primarily at agency procurement personal
 New SBOP procurement staff receive
entry-level training
 Staff not required to attend refresher
courses
 Long term staff may not have received any
training within the last ten years
IMPERATIVES

EXPAND TRAINING PROGRAM …
Recommendation(s)
 SBOP should continue with its in-house
training of new staff for entry level
knowledge
 Develop “brown bag lunches” once a
month at various agencies
 Develop web-based training for self-paced
learning of all State staff involved in
Purchasing
 SBOP should provide outside training
– National Association of Purchasing
Managers (NAPM)
– National Institute of Governmental
Purchasers (NIGP)
– Pool of training consultants
 SBOP should encourage its staff to
become certified as a C.P.M., or a CPPO,
or CPPB
Approach
 SBOP should update training to include
initiatives implemented by this assessment,
develop and disseminate a schedule to all
agencies
 Develop the “brown bag lunches” series given
once a month at various agencies. Recruit
agency staff to lead the discussion on trends
and best practices in the purchasing field as it
relates to their agency
 Identify resources to develop web-based
training, such as:
– University
– NAPM
– Outside Consultants
 SBOP should identify classes given either by
NAPM or NIGP for:
– Mid-Level Purchasing and Supply Training
– Senior-Level Purchasing and Strategic
Supply Training.
 These classes can be taught off or on-site.
 SBOP should develop a RFP for procurement
training services and identify a pool of
consultants that can provide purchasing
training
IMPERATIVES

STANDARDIZATION AND CONSOLIDATION
 Institute a standardization program (tool to
achieve cost savings)
 Neither state nor agencies limit the type of
items purchased to increase the volume of
a selected item or commodity
 Examples of state contracts providing too
much variety:
– copier contract 15 types of copiers , 6
to 8 brands per type
– printer contracts 25 types of printers,
4 to 12 brands per type
– hand & electric tool contract offers
access to all items on eight vendor
catalogs
 Standards committees have no cost
savings goals and are encouraged to
develop requirements for many of items
rather than consolidation to as few
different types as possible
 Agencies provide no guidelines for staff
regarding types of supplies which they are
allowed to purchase therefore staff may
use several varieties of the same item.
IMPERATIVES

STANDARDIZATION AND CONSOLIDATION …
Recommendation(s)
 Set cost saving goals for specific
commodities
 Develop multi-agency standards
committee with goals of reducing number
of items in commodity
 Rebid expiring contracts within targeted
commodities using reduced items listing
and include requirements for analyzing
cost savings.
Approach
 SBOP should work with agencies to
develop statewide, internal support for
cost reduction/cost savings programs.
 SBOP should obtain baseline spend data
on statewide purchases
– Until this data can be obtained from
internal reporting vendors should be
asked to provide usage
– Evaluate commodities to determine
where standardization is warranted
– Develop cross function, multi-agency
team to work on standardizing
designated statewide contracts
 Agencies should also develop agency
wide teams to target standardization and
consolidation opportunities within the
agency
IMPERATIVES

VENDORNET STATE BIDDERS LIST
 VendorNet the only State Bidders List
 PRO C 35 has established VendorNet as
the State’s bidders list
 VendorNet is a real-time, interactive, bid
posting Internet application
 VendorNet is a precursor of E-
Procurement initiatives
 Currently, VendorNet has a base of
1,600+ vendors
 Many of the State agencies continue to
maintain their own bidder lists
 It is a common practice for agencies to
send copies of bids and RFPs to non-
VendorNet vendors
IMPERATIVES

VENDORNET STATE BIDDERS LIST …
Recommendation(s)
 Allow all vendors to register on-line with
VendorNet
 Registration required for bid to be responsive
 All vendors that have a current contract must
be on VendorNet
 Do not charge vendors to register with
VendorNet
 Charge fee for automated services, such as
receiving bid notification electronically or
downloading bid documents
 Fee structure is based on:
– number of commodity classes
– in-state vs. out-of-state vendor
 Change legal notice requirement from
newspaper advertisement to electronic
notification
 Enhance VendorNet ability to accept online
payment
 Enhance VendorNet to calculate bid
tabulation
 Enhance search engine capabilities
Approach
 Change Wis.Stats. 16.004;
16.701>Wis.Adm.Code Chapter Adm 9 to
indicate that vendors must register with
VendorNet to bid with the State and/or
receive contracts. Vendors must pay a fee to
be notified automatically of all agency
requests for bids/proposals over $25,000.
 SBOP should work with agencies to ensure
all current agency vendors are on VendorNet
 SBOP should develop a two-year strategic
plan to ready all its vendors for E-
Procurement
– At the end of 2-years, change Wis.
Stats. 16.75 to identify legal notice as
electronic notification
 SBOP should implement enhancements to
VendorNet application/environment to
include:
– on-line payment
– calculate bid tabulation
– increased search engine capabilities
IMPERATIVES

VENDOR DATA RATIONALIZATION …
 WISMART the only vendor table for State
 Vendor List cleansed and rationalized
within WISMART.
Recommendation(s)
 Standardize Vendor Information.
Business Case For Action
 Multiple Vendor lists, files and databases
across the State inhibits the State’s ability
to effectively manage Vendors and
monitor their performance.
 No coding standards for Vendor
Information (e.g., identification, address
standardization, multiple locations, etc.)
Approach
 Define rules and standards for Vendor
identification and coding.
 Combine, cleanse, and rationalize multiple
Vendor lists in use across State.
IMPERATIVES

KEY PERFORMANCE INDICATORS - VENDORS
 RFPs and contracts resulting from RFPs
should contain clear vendor performance
standards
 SBOP should monitor vendor performance
on statewide contracts
 Central purchasing staff within agencies
should monitor performance on agency
initiated contracts
 Failure of vendors to meet performance
criteria means
– agency is paying for a quality level
that will not be achieved
– terms and conditions which are key
to cost savings may not be honored
 Customer (end-user) satisfaction will be
low
 Performance criteria that is not
quantifiable or unclear leads to differences
in the expectations of the vendor and the
end user and results in disputes
IMPERATIVES

KEY PERFORMANCE INDICATORS – VENDORS …
Recommendation(s)
 All RFPs and contracts resulting from
them should contain measurable
performance standards
 Performance standards at a minimum
should identify:
– the specific service (s) that must be
performed
– expected outcomes or deliverables
– provide quantifiable test methods by
which outcomes or deliverables will
be judged
– quality measures that must be met
– time frame of delivery requirements
– any performance/cost reduction
relationships
– minimum vendor capabilities
Approach
 Contract value and complexity should
dictate the contract monitoring frequency
for SBOP and agency staff
 On Statewide contracts SBOP should
work in tandem with lead agencies to
identify vendor performance standards
 At contract start up, purchasing staff and
vendor should review performance
requirements included in contract
 Procurement staff should be assigned
specific contract administration duties that
include:
– determining vendor compliance with
contract terms and conditions
– determining the level of customer
satisfaction with vendor services
– working with Accounts Payable to
insure that invoices reflect contract
terms and conditions
IMPERATIVES

KEY PERFORMANCE INDICATORS - STAFF
 SBOP and Agency purchasing staff will
have clear goals and objectives for
performance
 Goals, objectives and performance
standards will reflect purchasing as a
strategic asset
 Staff goals and objectives will be tied to
the overall goals and objectives of the their
department
 Staff will be given performance standards
that identify a satisfactory level of
performance that are specific and
measurable
 Currently criteria for doing a good job is
defined by evaluating transaction data
(how many bids or RFPs handled, timely
renewal of expiring contracts, attendance,
on time arrival, etc.)
 To achieve an overall goal of purchasing
as a strategic asset, goals, objectives and
performance standards must be based on
activities that add value to the
procurement process
– Samples of typical performance
appraisal questions for transactional
purchasing and performance
indicators of purchasing as a
strategic asset are listed on the next
slide
IMPERATIVES

Recommendation(s)
 SBOP and agencies should identify goals
and objectives that enhance the
purchasing performance as a strategic
asset ( goals related to cost savings
require accurate baseline spend data)
 Staff should be apprised of organizational
goals and objectives and (in tandem with
supervisors) set goals for performance
that support agency goals.
 Specific and measurable performance
standards should be gleaned from goals
and objectives that clearly identify
satisfactory performance
 Incentives should be developed that will
reward successful completion of employee
goals and objectives
Approach
 SBOP Management and Human
Resources department must identify
incentives (over and above standard
increases) that can be offered to
employees that successfully complete
goals and objectives.
 SBOP and agency management must
develop a strategic plan for department
procurement that identifies departmental
goals and objectives
 Supervisors, in tandem with employees,
must set goals and objectives that support
agency goals.
 Supervisors must develop employee
performance standards and measures.
 Goals and objectives must support
purchasing as a strategic asset as
opposed to a transactional activity.
KEY PERFORMANCE INDICATORS – STAFF …
IMPERATIVES

Comparison of Performance Indicators for Transactional vs. Strategic Procurement
Performance Indicators must be specific, measurable and time limited. Listed below are sample questions that are
used to determine performance in a transactional purchasing environment and measurable performance indicators that
are used when purchasing is a strategic asset
KEY PERFORMANCE INDICATORS – STAFF …
Typical performance appraisal questions in
a Transactional Purchasing Environment
For the current evaluation period what activities did the
employee perform?
– Sourcing
• How many bids and Requests for Proposals were
completed?
• Were the bids or requests for proposal completed within
department time frames?
• How many standards committees did employee chair?
• Was an RFP developed as a result of the Standards
committee?
– Purchasing Process
• How many purchase requisitions and purchase orders
did the employee process?
• Customer Services
• How did the end user rate the employee?
– helpful
– courteous
– Contract Administration
• Did the employee assist in the resolution of vendor/
end-user disputes?
Performance Indicators for Activities where
Purchasing is a Strategic Asset
Within the upcoming fiscal year employee will meet the
following performance standards
– Sourcing
• Cross functional teams chaired by employee will meet a
minimum of 85% of the cost saving goals for target
commodity
• The aggregate of purchases managed by employee will
result in 1% cost savings over the aggregate of those
same commodities in the previous fiscal year.
• Employee will have 0% of re-bids due to unclear
specifications, terms or conditions
– Purchasing Processes
• Employee will evaluate the processes of 3 agencies to
determine if there are opportunities for streamlining
– Customer Services
• Purchasing staff will collect and deploy to a minimum of
3 end users market intelligence that will result in
improved end user buying decision
– Contract Administration
• Employee will audit vendor reports and invoices
quarterly to determine if contract terms and conditions
are being met
IMPERATIVES

 SBOP mission statement incorporates its
customer service initiatives
 SBOP currently receives customer
feedback from interagency meetings and
surveys to agency purchasing staff and
vendors
 monthly meetings of Purchasing personnel
– too large for meaningful customer
feedback and dialogue
– does not include agency end users
 Current surveys are information gathering
tools not specifically targeted to determine
customer satisfaction
 SBOP is considering charging agencies
for value added services
– internal customer’s perceptions of
SBOP’s service overall service and
value will have a great impact on
their acceptance of this funding
philosophy
KEY PERFORMANCE INDICATORS - CUSTOMER SATISFACTION
IMPERATIVES

KEY PERFORMANCE INDICATORS - CUSTOMER SATISFACTION …
Recommendation(s)
 SBOP should develop a mission
statement that includes its customer
service goals. Mission statement should
be incorporated into policies and
procedures
 SBOP should conduct easy to answer
“pulse” surveys, assessments of specific
purchasing initiatives, for both vendor and
internal customers
 Implement Customer Advisory Boards
much like users groups that exist in the
software industry. They provide feed back
on both SBOP and agency practices.
 Utilize feedback from surveys and
Customer Advisory Boards to develop
performance standards for SBOP staff
Approach
 Develop mission statement and internal
communication plan for incorporating
customer service principles of mission
statement into SBOP culture.
 Determine areas requiring feed back and
develop survey schedule and topic. Staff
should be assigned to this initiative.
 Purchasing advisory teams, comprised of
like size agency end-users, procurement
staff and vendors should be developed to
provide SBOP feedback on its polices,
procedures and services.
 Incorporate customer service performance
standards as evaluation criteria in
employee performance appraisals
IMPERATIVES

RECOMMENDATIONS
SYSTEM SOLUTIONS

MIGRATE FROM MANUAL FRAGMENTED SYSTEMS TO AUTOMATED
INTERGRATED SOLUTIONS
 Current Situation
– Highly manual; many
hand-offs
– High “touch”; labor
intensive
– Significant non-value-
added activities
– Multiple systems;
heterogeneous
environment
 Desired Future Situation
– Fully automated, end-
to-end
– Low “touch”;
exception-based
processing
– Integrated workflow
– Leverage N-Tier
Systems Architecture
SYSTEM SOLUTIONS

DESIRED SYSTEM MUST CONTAIN FEATURES CONSISTENT WITH INDUSTRY
BEST PRACTICES ACROSS THE PROCURMENT CYCLE
Process System Characteristics Process System Characteristics
Create Requisition Requisitions created on-line (no paper).
Commodity Codes and Item Descriptions required for
each line item on Requisition. System provides
Commodity and Vendor search capabilities.
Integration with Vendor e-catalogs where applicable.
System automatically validates accounting strings and
funding sources, and pre-encumbers funds.
Create Purchase Order Once Vendor is selected, Purchase Order can be created
automatically from Requisition.
Route Requisition for Approval Based on Requestors profile, Requisition is automatically
routed to Supervisor for approval, if necessary.
Approve Purchase Order If necessary, PO is routed to Purchasing Manager for
approval. Once approved, Purchase Order is ready for
distribution.
Approve Requisition “In-Box” functionality used to notify Approvers of
Requisitions awaiting approval. Once approved,
Requestor is notified of authority to proceed.
Distribute Purchase Order Once approved, Purchase Order is automatically
distributed to Vendor via fax, e-mail, etc.
Develop Requirements (Formal &
Informal)
System allows for the development of specifications that
accompany the requisition.
System calculates the lowest bidder by line item, by
group or by entire bid from manually entered quotations.
Record Receipt of Goods As goods are received, they are recorded in the system
and matched against the Purchase Order line items.
Create Formal Bid Formal Bids are developed on-line. System assists in Bid
creation by automatically generating standard language,
terms and conditions.
Record Receipt of Invoice As Invoices are received, they are recorded in the
system.
Post Formal Bid Once completed, Bids are posted automatically to
VendorNet.
Perform 3-Way Match System automatically performs 3-way match between
Purchase Order, Delivery Receipt and Invoice.
Receive and Record Bid
Quotations
As Quotations are received, they are entered into the
system.
Authorize Payment Upon successful 3-way match, payments are
automatically authorized and an EFT to Vendor initiated.
Select Vendor Once all quotations are entered into the system, the
system can analyze the quotations and recommend the
most appropriate Vendor. Requestor can approve
selection or override selection and choose an alternate
Vendor.
SYSTEM SOLUTIONS

DESIRED SYSTEM FLOW MUST MINIMIZE MANUAL PROCESSESS, MAXIMIZE
AUTOMATION AND MANAGE BY EXCEPTION
Create
Requisition
Approve
Requistion
Develop
Requirements
(Formal &
Informal)
Create Formal
Bid
Post Formal Bid
Receive and
Record
Quotations
Select Vendors
Create
Purchase Order
Approve
Purchase Order
Requestor
Supervisor
Purchasing
Manager
Vendor
Purchasing
System
Route Requisition
for Approval
Quote
Generate
Purchase Order
Bid
(VendorNet) Distribute
Purchase Order
Purchase Order
Deliver Goods
Record Receipt
of Goods
Invoice
Record Receipt
of Invoice
Perform 3-Way
Match
Authorize
Payment
EFT
Legend
On-Line
Process
System Process
Electronic
Document
Paper
Document
Manual
Process
Accounts
Payable
SYSTEM SOLUTIONS

MAJOR SYSTEM RECOMMENDATIONS
 SYSTEMS SOLUTIONS
– Near-Term, Immediate:
 Begin development of Data Warehouse to capture data for the analysis of
statewide purchasing activity and spend data [Also listed as an Imperative]
 Conduct detailed feasibility study to determine best approach for dedicated
statewide procurement solution that automates the requisition to payment
process
 Enhance in-house purchasing system (e.g., PurchasePlus)
 Purchase procurement software package (e.g. PurchasingNet, Compusearch
Software – Prism, Dynamic Software, MRO Software, …)
– Medium-Term:
 Utilize E-Procurement – use reverse auctions and/or strategic sourcing for
new purchases where feasible
 Chief Information Officer – centralize technology initiatives under leadership
statewide executive
– Long-Term:
 Adopt the implementation of an Enterprise Application System (EAS); also
referred to as an Enterprise Resource Planning (ERP) System
 Includes consideration of upgrading WisMART (AMS Advantage 3.0 Software) and
migrating all agencies to WisMART in conjunction with retaining newly deployed
statewide procurement system
SYSTEM SOLUTIONS

SEVERAL SYSTEM SOLUTION OPTIONS EXIST
Option
Degree
of
Change
Complexity Timeframe Cost Benefits
1. a) Maintain Existing Environment
b) Deploy Data Warehouse
Low Low 1Q00 Low Accurate reporting of
Spend data
2. a) Deploy a Purchasing Software
(WISMART Agencies)
b) Deploy Data Warehouse
Medium Low 1Q00 Low Accurate reporting of
Spend data
Automated purchasing
3. a) Upgrade WISMART (v3.0)
b) Migrate DHFS/DOC and DWD
to WISMART
c) Deploy Purchasing Software
(WISMART Agencies)
High Medium 2002 Medium Accurate reporting of
Spend data
Eliminate FMS and
associated costs
4. a) Upgrade WISMART (v3.0)
b) Migrate all Agencies to
WISMART
c) Deploy Purchasing Software
(all Agencies)
High High 2002 High Accurate reporting of
Spend data
Single Accounting System
5. Deploy EAS Solution Very
High
Very High 1Q00 Very
High
Fully integrated
purchasing, accounting
and financial management
SYSTEM SOLUTIONS

RECOMMENDED NEAR TERM SOLUTION
Option 2. State should pursue this option
as the near-term solution:
– Data Warehouse enables State to capture,
report and analyze spend data.
– Deploying Purchasing Software into the
WISMART agencies automates the majority
of manual purchasing functions within the
State Agencies.
SYSTEM SOLUTIONS

INVESTMENT REQUIREMENTS OFFER ANOTHER PERSPECTIVE FOR
EVALUTING SYSTEM OPTIONS
3 5
20
50
0
50
Implementation Costs (Millions)
Rengineer Current Environment, Maintain Existing Systems and
Develop Data Warehouse
Enterprise Procurement System (In-House or Purchase Software
Package)
Upgrade WisMART (AMS Advantage Software), Adding Procurement
Functionality As It Becomes Available (e.g., E-Procurement)
Migrate to EAS/ERP for Purchasing, GL, AP, AM
SYSTEM SOLUTIONS

TWO KEY DIMENSIONS THAT DIFFERENTIATE ALTERNATIVE SOLUTIONS
ARE IMPLEMENTATION TIME (SPEED) AND DEGREE OF CHANGE (FOCUS)
Maintain Existing System
and Deploy Enterprise
Procurement Software
To Agencies
No Feasible
Alternatives
Maintain/Upgrade AMS
Advantage Software
and
Deploy Enterprise
Procurement Software
Deploy EAS/ERP
Solution
FOCUS
Procurement Integrated
Financial Mngt.
SPEED
FastSlow
SYSTEM SOLUTIONS

DEPLOYING A DATA WAREHOUSE IS AN IMPERATIVE FOR A COMPREHENSIVE
ANALYIS OF STATEWIDE PURCHASING ACTIVITY
 What’s a Data Warehouse?
– An information source containing data from
multiple, heterogeneous, independent and possibly
non-synchronous systems, which is stored to
optimize retrieval and reporting of data across the
enterprise.
– Typically subject-oriented allowing users access to
operational data to track and respond to business
trends and facilitate forecasting and planning
efforts.
SYSTEM SOLUTIONS

HOW DO DATA WAREHOUSES DIFFER FROM OPERATIONAL SYSTEMS?
 Typically operational and transaction processing systems store data in its
most atomic (non-redundant) format to alleviate performance issues and
ease database maintenance.
– Data stored in such a state is referred to as Normalized.
 Normalized data can be difficult to extract and analyze when large
amounts of data are required across a broad range of information types.
– This difficultly is compounded when multiple systems and/or databases need
to be accessed.
– Large data extracts also degrade performance, which is not advisable in on-
line, operational environments.
 Data Warehousing addresses theses issues by focusing on structuring
information into specific subject areas of interest (e.g., Purchasing).
– Data is the restructured into relevant Facts (e.g., Spend Data) and Measures
(e.g., Total Spend Amount) that can be accessed by various Dimensions
(e.g., Agency, Time [Month/Year], Vendor, Commodity, etc.) for analysis.
SYSTEM SOLUTIONS

DATA WAREHOUSE ARCHITECTURE
 Each “interfaced” agency would be responsible for generating an
extract for the Data Warehouse.
 Remaining agencies purchasing activity would be captured via an
extract from Purchase Software / WISMART.
 A “DW Load” process would then consolidate, cleanse and load
the combined purchasing data to the Data Warehouse.
 Various Data Marts could then be generated to support the
required reporting and analytical needs.
 Desktop and Browser-based query, reporting and OLAP tools
(e.g., Business Objects) would provide access to the Data Marts.
SYSTEM SOLUTIONS

DATA WAREHOUSING ARCHITECTURE
FMS
TIPS
FMS /
Proteus
PeopleSoftUW/System
Financial Data
Warehouse
RAPIDSDWD FARS
ETL
EAPS
ETL
DOT
DHFS FMS
ETL
FMS
ETL
DOC
P/S
ETL
Purchasing
Software/
WISMART
DOA, et.al.
WISM
ART
ETL
DW Load
Spend Data
Strategic
Sourcing
Vendor
Performance
Data Marts
Note: An automated extract of Detailed Purchasing
Activity from DHFS and DOC may not be available until
Purchasing function is automated.
SYSTEM SOLUTIONS

AN ENTERPRISE APPLICATION SYSTEM IS THE LONG-TERM
RECOMMENDED SOLUTION
Enterprise Application System (EAS) is:
“An integrated technology bundle (some combination of
software, hardware, and services) designed to integrate
multiple facets of a business through the interchange of
information from various vertical business process areas
and related databases. These solutions effectively
enable agencies to retrieve and disseminate mission
critical data from throughout their organizations,
providing managers with real-time operating information.”
Source: “Enterprise Application Solutions in the Public Sector”, Dataquest Perspective, VMPS-WW-DP-9903, Garter Group, April 1999.
SYSTEM SOLUTIONS

BASED ON DISCUSSIONS WITH GARTNER GROUP …
 One-third of State Governments have or are moving
towards EAS solutions
– Within 2 years, remaining States will enter RFP process for
EAS solutions
 Governor Councils mandating EAS solutions
– Most will pursue single-vendor solutions
– Fluidity in E-Commerce market space will likely drive “best-of-
breed” solutions
 70% of existing State legacy environments are
American Management Systems sites
 Public Sector EAS providers:
– Leaders: Oracle, PeopleSoft, SAP
– Others: JD Edwards, Lawson, Baan
SYSTEM SOLUTIONS

PROCUREMENT IS ONE COMPONENT OF AN OVERALL EAS SOLUTION
1. Core Business (ERP)
• Finance and Accounting
• Controlling
• Human Resources
• Asset Management
• Materials Management
• Maintenance Management
• Treasury
2. Extended
• Case Management
• Fleet Management
• Claims Processing and Settlement
• Procurement
• Licensing
• Logistics
• Customer Interaction Systems
• Real Estate
• E-Business / EDI
• Tax and Revenue
• Reporting / Decision Making
• Project Management
• Sales and Distribution
3. Business Line-Specific
• Administration and Finance
• Social Services
• Criminal Justice
• Public Safety
• Transport
• Health
• Public Works
Source: G2R/Dataquest (April 1999)
SYSTEM SOLUTIONS

RISING EAS SPENDING UNDERSCORES THE GROWTH OF THIS
APPROACH IN THE PUBLIC SECTOR ENVIRONMENT
871
1,071
1,318
1,627
2,011
2,492
0
500
1000
1500
2000
2500
1999 2000 2001 2002 2003 2004
Total U.S. Public Sector EAS Spending Forecasts, 1999-2004 (in Millions)
Source: G2R/Dataquest (April 1999)
Avg. Annual
Growth Rate:
23.4%
SYSTEM SOLUTIONS

AN EAS/ERP IS THE RIGHT LONG-TERM SOLUTION AND MUST EXTEND BENEFITS
BEYOND PROCUREMENT TO JUSTIFY BUSINESS CASE FOR INVESTMENT
 Pursuant to Executive Order No. 408 and specifically Section 14.019 of
the Wisconsin Statutes, the Secretary of the Department of
Administration is to create an internet-based “service center” giving
citizens access to core state government services which includes portals,
e-procurement, e-records and e-signatures.
 Electronic Government requires a well designed front-end web portal,
tight integration with back-office administrative systems (finance,
purchasing, human resources, etc.), and reengineered business
processes to successfully manage the new business model.
 Enterprise Application Systems or ERP serve as the most
comprehensive foundation for the successful implementation of
electronic government initiatives. Such systems not only provide the
technical capability to make this happen, but also force the necessary
degree of organizational change required.

AN EAS/ERP IS THE RIGHT LONG-TERM SOLUTION AND MUST EXTEND BENEFITS
BEYOND PROCUREMENT TO JUSTIFY BUSINESS CASE FOR INVESTMENT
 Software consolidation
– State will minimize costs associated with maintaining a large number of
disparate systems (e.g., over 12 different financial and purchasing systems
currently in use)
 Real Time update
 Better management through seamless integration with finance, human
resources, payroll, manufacturing (Badger Industries), and other
functions. Examples include:
– Cut financial period closing times
– Capability to properly link cross-functional business process and
adapt to organizational changes
 Leverage EAS/ERP built-in “best business practices”, research and
development, best-of-breed pre-configured solutions (e.g., E-
procurement, Citizen Relationship Management) and industry groups

THE STATE CAN REALIZE THE FOLLOWING BENEFITS FROM AN INTEGRATED
E-PROCUREMENT & PURCHASING SOLUTION
 Reduce transactions to lower procurement costs
 Faster cycle times
 Reduced maverick or unauthorized buying
 Increased control over the supply chain
 Improved integration of the procurement function with
back-office systems
 Proactive management of key procurement data
 Higher quality purchasing decisions
 Elevation of procurement to a position of strategic
importance
SYSTEM SOLUTIONS

Procurement Today:
Managed per
transaction
Hands-Free
Procurement: Managed
by exception.
Online product
selection
Search large catalogs Personalized views; named
shopping carts
Requisition
approval
One to multiple levels of
management approval
Transactions automatically
approved based on rules
PO
transmission
Fax, e-mail, EDI direct to
suppliers; supplier
retypes the order
Order is sent through a
supplier clearinghouse
Payment
authorization
Dependent on three-way
match of PO with invoice
and receipt
Immediate; based on
shipment notice
Analysis Sporadic; not linked to
supplier performance
Continuous; integrated in
real time; drives
optimization of process.
Forrester Research, Inc - Jan. 2000
E-PROCUREMENT HAS THE POTENTIAL TO CREATE NEW EFFICIENCIES BY PROVIDING
IMPROVED QUALITY, LOWERING COSTS, REDUCING CYCLE TIME AND TRANSACTION
COSTS
SYSTEM SOLUTIONS

CENTRALIZED MANAGEMENT ENHANCES OPPORTUNITIES FOR SUCCESS IN
STATEWIDE ENTERPRISE TECHNOLOGY INITIATIVES
 Gartner Group indicates majority of States currently
have or are in process of recruiting a Chief Information
Officer.
 Given Wisconsin’s push toward E-Government and E-
Procurement, a Statewide CIO will be crucial to
achieving the State’s vision.
 IT Organization and System changes necessary to
support the vision require CIO-level authority to direct
and coordinate their implementation.
SYSTEM SOLUTIONS

ORGANIZATIONAL &
POLITICAL CONSIDERATIONS

BUY-IN MUST BE DEVELOPED EARLY AND REAFFIRMED OFTEN; UNDERSTANDING
AND MANAGING CHANGE IS CRITICAL TO ORGANIZATIONAL SUCCESS
 Major organizational change for State of Wisconsin implies
significant potential disruption to existing ways of doing
business
 Willingness to accept change cannot be assumed
 A success implementation must have sponsorship at the
highest levels of the organization
 Middle management and staff must also internalize and buy
into the vision
 The buy-in process must start before the project begins
– Agency staff must be deeply involved in implementing the new
business imperatives and systems solution
– An effective communications process is a necessary vehicle to
obtain staff input and share information
ORGANIZATIONAL & POLITICAL CONSIDERATIONS

TRADITIONAL INTERNAL BARRIERS TO CHANGE
BARRIERS TO IMPLEMENTATION COMMON SYMPTOMS
 Inadequate definition of change  Implementation breaks down at lower levels
 Organization questions management’s knowledge of “the details”
 No architecture to manage change  Vague directives from senior management
 No follow-up
 Unclear role definition
 Not aligned with the culture  Organization ignores directions as being inconsistent
 Change viewed as temporary or reversible
 No understanding or management of
resistance
 Employees exhibit dysfunctional behavior
 Line management frustration
 Inadequate sponsorship  Middle managers kill initiatives
 Management loses credibility
 Poor execution of roles  Partial implementation or implementation breaks down completely
 Successes are not repeatable
 Too much change already on the plate  Organization grinds to a halt
 Activities fall through the cracks
 Complaints of overload and burnout
 Strategy de jour syndrome

BARRIERS TO CHANGE EXIST AMONG THE AGENCIES
 De-centralization has created information silos
– Agency vision instead of State vision
– Lack of structured interagency communication
 Independent spirit of agencies
– Agencies are operating with a variety of processes and
procedures within the framework of the statutes and
procedures set forth by DOA
 Agency staff highly invested in maintaining solutions
developed by them for their particular agency
 Lack of centralized leadership in Information
Technology
– No comprehensive IT strategy to support business goals
 Limited financial resources

THE CHALLENGE GOING FORWARD IS TO IMPLEMENT THE RECOMMENDATIONS TO
REALIZE THE GREATEST BENEFIT AND AVOID “ORGANIZATIONAL STONEWALLING”
Characteristics of Effective Implementation Planning
 Focused and manageable implementation projects
 Fast-paced planning with deliverables and due dates
 Top management team leadership
 Target improvements by implementation project

FIRST STEP... ESTABLISH STRONG EXECUTIVE SPONSORSHIP
 The extensive nature of the business change,
broad number of agencies and stakeholders
impacted, and the balance between central
coordination and local control requires strong
executive sponsorship
– Create common agreement around a common
enterprise view that transcends interagency conflict
and “stonewalling”
– Continuously communicate the value and
importance of the initiatives

SECOND STEP... CREATE FIVE TASK FORCES, WITH CROSS-FUNCTIONAL
REPRESENTATION FROM THE AGENCIES, FINANCE, AND IT
STANDARDS
(PROCESSES, COMMODITIES, …)
VENDOR DATA MANAGEMENT
(RATIONALIZATION OF VENDOR DATA)
DATA WAREHOUSE
(DESIGN & IMPLEMENTATION)
ENTERPRISE PROCUREMENT SYSTEM
(EVALUATION & SELECTION)

 Change Wis.Stats. 16.004;16.701>Wis.Adm.Code Chapter Adm
9 to indicate that vendors must register with VendorNet to bid with
the State and/or receive contracts
 Change Wis.Stats. 16.75 to identify legal notice as electronic
notification
 The State should establish a centralized CIO position to provide
consistent direction to the agencies
– Centralized leadership in Information Technology would support the
States business strategies and goals while insuring that technology
decisions remain aligned with IT strategies
 Develop incentives (financial or others) to reward agencies and
staff for participating in new statewide procurement initiatives
THIRD STEP… ADDRESS POLITICAL CONSIDERATIONS

IMPLEMENTATION GAME PLAN

Implementation Timeline and Preliminary Cost Estimates
MAJOR INITIATIVE Q1-2001 Q2-2001 Q3-2001 Q4-2001
I Data Warehouse:
- Design - $250 - 300K
- Development $100 - 150K
- Implementation $75 - 100K
- Training $50 - 75K
- Hardware: Servers - $75K
- Software: DB License $100K, DB Tools $125K
- Software: Query Tools $250-$400K
II Procurement System Evaluation & Selection
- In-house Solution vs. Package Software
- Consider AMS Advantage Upgrade
III Reengineering Procurement Processes
- Imperative Implementation
- Process Gap closure
IV Vendor Data Rationalization
- Reconcile and Cleanse Vendor Data
- Migrate to Single Master Vendor File
V Implement UN/SPSC Commodity Code System
- Implementation Assistant to SBOP
VI Strategic Sourcing - Phase I
- Commodity/Service Selection $50-$75K
- Market Analysis $30-$60K
- Specification Development $100-$150K
- Agreement Management $25-$50K
VII E-Procurement (Pilot)
VIII Establish Implementation Committee(s) &
Communications Program
$300,000
Design, Development, & Implementation
$500,000 - 625,000
$80,000 -
$100,000
Hardware & Software
$550,000 - $700,000
DOA
$200,000
DOA
$50,000
To Be Determined - based on number of agencies
and scope of services

BEST PRACTICES PROCESS MAPS

BEST PRACTICES PROCESS MAPS FOR THE DESIRED FUTURE STATE
HAVE BEEN DEVELOPED
 Process Maps illustrating “Best Practices” in procurement have
been developed in the following areas:
– Direct Charge Process
– Purchase Card Process
– Simplified Bid Process
– Statewide Contract
– Sealed Bid
– RFP Services
– Quarterly Procurement Plan
– Accounts Payable
– Statewide Contract RFB /
RFP
– VendorNet Registration
– Special Services
Process Maps are presented on the following pages of this section of the report.
BEST PRACTICES PROCESS MAPS

State of Wisconsin
APPENDICES

GLOSSARY OF TERMS
 AM - Account Management
 AP - Accounts Payable
 Baseline Spend Data - Spend information for a commodity for a designated
time period to base future cost savings
 Bidders List - A listing of all vendors who wish to do business with the State
of Wisconsin.
 Browser - A software application used to locate and display Web pages.
 Browser-based Query - The ability to request information from Web
databases.
 Data Marts - A database, or collection of databases, designed to help
managers make strategic decisions about their business.
 Data Warehouse - A collection of integrated subject-oriented databases
designed to support the decision-support-system function.
 “DW Load” - Data Warehouse Load
 EAPS - Encumbrance Accounting and Payment System
 EFT - Electronic Fund Transfer
 FARS - Financial Accounting Reporting System
 FMS/Proteus - Financial Management System/ Purchasing and Cost
Accounting System

GLOSSARY OF TERMS
 GL - General Ledger
 OLAP - Online Analytical Processing, a category of software tools that
provides analysis of data stored in a database.
 Process Maps - a graphic description of a process showing the sequence of
process tasks, for a specific purpose from a selected viewpoint.
 N-Tier - A special type of client/server architecture consisting of well-defined
and separate processes, each running on a different platform.
 Client/Server Architecture - A network architecture in which each computer
or process on the network is either a client or a server. Servers are powerful
computers or processes dedicated to managing disk drives, printers, or
network traffic. Clients are PCs or workstations on which users run
applications.
 RAPIDS - Purchasing System for DWD
 RFB/RFP - Request for Bid / Request for Proposal
 TIPS - Transportation Interactive Procurement System
 UN/SPSC - United Nations Standard Products and Services Codes system is
an open, global standard that provides a logical framework for classifying
products and services of all kinds throughout the world. It is structured as a
five-level hierarchy. At each level, a two-character numerical value classifies
each item more specifically.

GLOSSARY OF TERMS
 Vendor Table - A list of all vendors who have done or are currently doing business with the
State of Wisconsin.
 WisMART – Wisconsin State Management Accounting and Reporting Tool
WISCONSIN STATE DEPARTMENTS
DHFS - Department of Health and Family Services
DOA - Department of Administration
DOC - Department of Corrections
DOT - Department of Transportation
DWD - Department of Workforce Development
SBOP - State Bureau of Procurement
UW/System - University of Wisconsin

 State of Georgia
 State of Washington
 State of Pennsylvania / State of Ohio
 Dell Computer
SELECTED CASE STUDIES
CASE STUDIES

STATE OF GEORGIA
 Georgia’s Department of Administrative Services (DOAS)
implemented PeopleSoft Inc. ERP software, on time, 18 months,
and on budget, at $52 million 1999
 “Big bang” approach – went live with ERP system throughout the
entire organization at once
– Modules include financials, purchasing and human resources
– Provides better compliance with Generally Accepted Accounting Principles
(reduce audit time by 50%)
– Enabled the consolidation of old, non-integrated mainframe applications
 Success factors:
– Strong support from Governor’s Office
– Extensive planning
– Effective communications through project Web page, e-mail, instant
messaging, and face-to-face meetings
– Needed to add temporary employees to help oversee the project
– Extensive training of existing staff
– Effectively managed regulations, boards, commissions and agencies to
minimize turf wars and maximize cooperation
CASE STUDIES

STATE OF WASHINGTON
 Selected AMS’ E-Procurement solution, called Buysense, which allows
the state to purchase goods and services online. (July 2000)
 AMS’s Buysense is powered by software from Ariba, Inc. and can be
implemented in three to four months.
 In pilot study, a transaction made through Buysense reduced transaction
cycle time by over 60%.
 State officials intend to leverage embedded tracking technology to
increase the number of purchases at government discount rates.
 When fully implemented, the state expects to have 10,000 users making
more than 500,000 transactions annually totaling approx. $150 million in
expenditures
 Deal is structured such that AMS’ revenue will come from transaction
feeds charged to both the State and vendors. Supplier will pay a
percentage of the value of the transaction, <1%, and the state will incur a
purchase order fee of $3.30, but will drop to as $2.50 as transaction
volumes increase toward target of 500,000 by the fourth year.
CASE STUDIES

PENNSYLVANIA & OHIO
 Have successfully utilized “Reverse Auctions” to
realize cost savings.
 Pennsylvania has claimed savings of $11 million in
2000.
 Ohio is the first state in the U.S. to conduct
competitive, Internet auction of $250 million in interim
Treasury funds.
– Using new competitive live auction system, BidOhio, has
generated tax savings of over $3 million with the last 12
auctions.
CASE STUDIES

DELL COMPUTER
 Implemented packaged E-procurement
suite from Ariba
 Established electronic catalogs for
suppliers
 Routing about $10 million per month
worth of requisitions, representing a
broad range of non-production
commodities
CASE STUDIES

E-PROCUREMENT VENDOR LISTING
Source: Forrester Research, Inc
Ariba
Commerce
One
Oracle
SAP
Comments
Clarus
Sun-Netscape
Intellisys
PeopleSoft
Concur
Rightworks
Vendors
Market leader known for usability; trailing
Commerce One with supplier links
Leads with supplier links; backing away from
pushing own requisitioning tool
Good workflow; good potential base with direct
materials, will play to installed base
Less aggressive than Oracle but same key
characteristics; will play to installed base
Build-in analysis tool; direct buyer-to-supplier
links
Good support for exchanging trading info; no
supplier clearinghouse connections
SupplyNet hosted catalog service acts as a
clearinghouse for suppliers
Links to Commerce One’s MarketSite; similar
direct material potential to Oracle, SAP
Partnered with Nortel to deliver worldwide as
British Telecom did with Commerce One
Fewer than 10 customers; built-in analysis tool;
links to Commerce One’s MarketSite
WillSurviveMaySurvive
Full
Capabilities
Some
Capabilities
No
Capabilities
E-PROCUREMENT VENDORS

E-PROCUREMENT DEPLOYMENT STRATEGIES
0 10 20 30 40 50 60 70 80
ERP
Browser
Human Resources
Financial
Other
No Integration
% of Respondents
Home Built-System
65%
Commercial
Product
22%
Commercial
Service
10% Supplier
Solution
3%
What is your Internet
procurement system?
With which applications is your
procurement system integrated?
Data Source: Forrester Research, Survey of 40 Companies
SYSTEM SOLUTIONS

E-Government
(G2C) Services
E-Commerce
(G2B/Trade Exchanges)
Enterprise Resource Planning
N-Tier Architecture/Internet Enabled
Government Finance Officers Association, October 2000
Building Blocks
ERP Systems and N-Tier Architectures form the foundation of
E-Government and E-Procurement offerings.
SYSTEM SOLUTIONS

N-TIER SYSTEMS ARCHITECTURE IS REQUIRED TO SUPPORT THE
STATE’S DIGITAL GOVERNMENT INITIATIVES
 EAS solution providers have, or are in the process of migrating
their product offerings to n-tier architectures.
 E-Procurement (G2B) and E-Government (G2C) solutions
leverage n-tier architectures.
 Tiered architectures provide increased performance, flexibility,
maintainability, reusability and scalability, while hiding the
complexity of distributed processing from the user.
 Classical distributed, client/server architectures typically consist
of three (3) tiers: Presentation, Application, and Data (see
appendix x).
– Internet adds variations on the Presentation and Application tiers to
support web browsers (i.e., thin clients) and web servers, resulting in
the “n-tier” characterization.
SYSTEM SOLUTIONS

N-Tier Systems Architecture
Tier 3 - Database Servers
State
Agencies
Tier 2i - Web Servers
Vendors
Accounting
WI WAN
Internet
Purchasing
Financial Data
Warehouse
Supplier
Systems
Spend
Data Mart
Strategic
Sourcing
Data Mart
Vendor
Data Mart
eCatalogs
Invoices
EFTs
Local
Government
Agencies
Remote
State Agency
Users
Tier 1i - Presentation
(Thin Client / Browser)
Internet
Tier 2 - Application Servers
WI
Intranet
State
Agencies
Tier 1 - Presentation (Fat
Client / WinTel)
SYSTEM SOLUTIONS

Advanced Data Concepts, LLC
State of Wisconsin
Purchasing Data Warehouse Project
Development & Implementation
January 2001

DATA WAREHOUSE IMPLEMENTATION METHODOLOGY
PROJECT
ORGANIZATION
DATA MODEL
ANALYSIS
SUBJECT AREA
SOURCE SYSTEM
ANALYSIS
SPECS PROGRAMMING
BREADBOX
ANALYSIS
DATA WAREHOUSE
DATABASE DESIGN
TECHNICAL
ASSESSMENT
TECHNICAL
ENVIRONMENT
PREPARATION
POPULATION
Adapted from Building the Data Warehouse
by W. H. Inmon

DATA WAREHOUSE IMPLEMENTATION TASKS
 PROJECT ORGANIZATION
– Establish Purchasing Data Warehouse project steering
committee
• Responsible for managing project priorities
• Manage expectations of agencies as to benefits they will derive
from the data warehouse
• Expedite resolution of major issues
– Establish project office
– Organize project team and define key roles
• Project Manager, Architect, Senior Business Analysts
• Database Administrator(s)
• IS Manager(s) responsible for supporting the project and
development
– Determine enterprise communications strategy

DATA WAREHOUSE IMPLEMENTATION TASKS …
 DATA MODEL ANALYSIS
– Identify major subject areas (e.g., strategic sourcing, vendor
analysis, commodity spend, etc.)
• keys, attributes, relationships among data attributes, etc.
– Separate primitive from derived data
– Entity Relationship Diagram (ERD)
– Midlevel Data Model (data item set)
– Physical Data Model
 BREADBOX ANALYSIS
– Sizing (gross estimates) of the purchasing decision support
environment; projecting how data the data warehouse will hold
– Develop projections for one-year and three-year horizon for the
purchasing data warehouse environment
– Determine levels of granularity - the level of detail held in the units of
data in the data warehouse

 TECHNICAL ASSESSMENT & PREPARATION
– Review both the methods for loading the data warehouse and its access
within acceptable performance requirements
• ability to manage large amounts of data
• ability to organize data according to data model
• ability to both receive and send data to a wide variety of technologies supported in
the various agencies
• ability to allow data to be accessed flexibly
– Determine timing requirements for data loads
– Determine security requirements
– Define amount of disk space storage needed
– Estimate volume of processing anticipated
– Profile nature of traffic – short or long bursts – coming out of the technology
that controls the data warehouse
– Identify required network links
– Define technical and online analytical processing (OLAP) tools
• Business Objects, Crystal Reports, Cognos PowerPlay
• DBMS technology and operating system
• Performance monitors
– Ensure that facilities are available when needed

 SUBJECT AREA ANALYSIS
– Reconfirmation of the scope based on the data to be included
– Definition of what data is to be populated
– Evaluate the business questions:
• What business questions need to be answered by the data warehouse
• Which business questions will not be answered by the data warehouse
 SOURCE SYSTEM ANALYSIS
– Identify the source data for purchasing data mart
– Data integration – key structure/key resolution as data passes from
the operational environment to the DSS environment
– Mapping of data from the operational environment to the decision
support environment
– Develop meta data (data dictionary for all data elements)
– Determine how time variancy will be created from current value data

 DATA WAREHOUSE DESIGN
– Develop data schema (star schema and facts tables) based
on previously defined data model and source system analysis
– Physical denormalization of data where applicable (e.g.,
where performance improvements are desired)
– Creation of data artifacts to ensure that relationships are
preserved (even if source system no longer retains the
needed data)
– Define performance improvement opportunities through the
use of derived, summarized, and aggregated data
– If the volume of warehouse warrants, consideration should be
given to partitioning the data and distributing portions of it to
remote sites
– Identify indexes

 PROGRAMMING SPECIFICATIONS
– Some of the major issues associated with developing the
formalized interfaces include:
• Determining if two sets of programming specifications may be
needed – one for the initial load and one for the ongoing
operation
• Time stamping of operational data
• How updates are made to the data warehouse
 POPULATION
– Execution of the programs
– Frequency of population
– Purging of data

DATA WAREHOUSE IMPLEMENTATION - TIMING
Activities Est. Costs January February March April May June July
I Project Organization $3,600
II Data Model Analysis $48,000
III BreadBox Analysis $12,000
IV Technical Assessment $33,000
& Preparation
V Subject Area Analysis $9,000
VI Source Systems Analysis $12,000
VII Data Warehouse Design $48,000
VIII Program Specifications $125,000
IX Programming (Code & Test) $125,000
X Rollout and Training $75,000
1
Week
4 Weeks
2 Weeks
4 Weeks
1
Week
1
Week
4 Weeks
4 Weeks
8 Weeks
2 Days / Agency

DATA WAREHOUSE IMPLEMENTATION - INVESTMENT
 Cost Considerations
 Hardware and Software – data storage, OLAP tools,
hardware, and related licensing fees
 Development costs are variable and depend heavily on the
state of existing operational purchasing systems
 Development may require the acquisition of new hardware
and/or software environment
 Ongoing maintenance will require process

DATA WAREHOUSE IMPLEMENTATION – RISK MANAGEMENT
Risk Area Techniques to Mitigate Risk
TECHNICAL
New client/server platform Trained, dedicated technical
support
Vendor partnership to share risk
New extract and query tools Tool training
Vendor consulting
Proof-of-concept project
Lack of experience with data
warehousing database design
Warehouse design training
Use consultants
Unknown data volumes/capacity Proof-of-concept project (start with
one agency and rollout to others)
SCOPING
Undocumented source system data,
poor quality of source data
Structure analysis tool, data pre-
verification
Legacy application system
specialist
Initiate metadata repository and
data rationalization
Data quality program and data
stewardship
Data subject scope unclear Facilitated work sessions with user
sponsors to agree on subjects,
priorities
Track scope change requests
Stovepipe perspective Global enterprise data model
Identify related information needs
Mixed operational and data
warehousing requirements
Establish operational database and
data warehouse

DATA WAREHOUSE IMPLEMENTATION – RISK MANAGEMENT …
Risk Area Techniques to Mitigate Risk
ORGANIZATIONAL
Multiple uncoordinated data efforts Common architectural framework
Assign single accountability
Limited experience of data
warehousing team with business
Increase analysis and design time
estimates
No user participation on project Stop project until users assigned
IS-initiated project Obtain business sponsor/support
MANAGEMENT/ADMINISTRATIVE
Delivery dates determined before
scooping
Negotiate reasonable subject scope
Identify incremental deliverables

Gap aanalysis final presentation

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Gap aanalysis final presentation

Similaire à Gap aanalysis final presentation (20)

Plus de soenarto soendjaja

Plus de soenarto soendjaja (20)

Dernier

Dernier (20)

Gap aanalysis final presentation