Isn’t it frustrating when invoices arrive into your organisation which don’t have the information you require to process them? If compliance from suppliers was improved, this would bring enable huge improvements in payments on time. There are also plenty of untapped opportunities to leverage early payment discounts, improving your suppliers’ cash flow and
your own working capital position. So how can you achieve this? Nick Wood shares how an innovative e-invoicing solution is both improving invoice handling quality and reducing costs simultaneously, and shares how to:
• Onboard 70% of suppliers with a winning ‘free e-invoicing for suppliers’ business case
• Target smaller suppliers who need more validation
• Significantly reduce the cost-per-transaction in AP
How to improve your supplier relationships while lowering invoice handling costs
1. Anglia Support
Partnership
How to improve your supplier
relationships while lowering
invoice handling costs
Nick Wood, Corporate Director
2. Agenda
About ASP
Drivers for change
Selection criteria
Why Tradeshift?
Implementation
Lessons learnt
Conclusion
3. Anglia Support
Partnership (ASP)
Founded in 2002 as a local shared services
organisation
Annual turnover of £36m, 49 NHS Customers
Approximately 600 staff
Broad range of support services primarily to NHS
organisations that includes:
Financial Services and Finance Systems
Payroll
Estates and Property Management
ICT
Patient Meals
Moving in to the broader public sector market
4. ASP Financial
Services
Two operational bases – Essex and Cambridge
Process in excess of 450,000 invoices per annum
In excess of 10,000 suppliers
Use Capita IB Solutions Integra Finance System
Electronic Purchase to Pay system
Invoices matched against Purchase Orders or
authorised with automated workflows
All invoices have an image for end user access
Currently invoices entered on ledger via OCR or
manually
5. Drivers for
change
Merger of 2 local shared services operations
completed – gave renewed drive to continue AP
developments
NHS customers continually pressing for cost
reduction
Prompt payment of invoices has been a KPI
Looking for ways to reduce time taken in all steps
of the process
6. Example of 2011/12
Transaction Times
Average Invoice Processing days per month
50
40
30
Days
20
10
0
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Inv to Receipt Receipt to Reg Reg to Pass Pass to Pay PY (Inv date to Paid)
7. Why e-invoicing?
From previous slide: “post delay” obvious point to
target
Trial: staffing agency started to email pdf invoices
Noticeable impact on their payment turnaround
But AP staff needed to print and scan invoice
Needed a solution which took electronic invoice
straight into Financial Ledger
8. Key Selection
Criteria
What would factors would influence supplier
adoption?
Cost of using service
Interface should not be intimidating
Ease of integration to current accounting systems
Updates on invoice progress received without
phoning
Invoices not rejected due to incomplete details
9. ASP objectives
Reduce headcount by 1 WTE in first year
Medium term goal (3-5 years)
70% transactions processed through e-invoicing
Headcount reduced by 5 WTE
Long term goal – all invoices processed by e-
invoicing, OCR diminishing and very limited
manual input
Good return on investment
Conservative breakeven after 18 months
Reduction in cost per transaction – ASP more
competitive in market
10. Why Tradeshift?
Reviewed several solutions
Tradeshift seemed to offer a different approach
Simple for suppliers to use
Standard interface formats for large suppliers
Social networking feel for small suppliers
Quicker return on investment
For supplier – reduce postage, reduce phone
calls vs. initial set-up
For ASP – investment in Tradeshift and ledger
interface vs. releasing staff resource, improved
accuracy
11. Why Tradeshift?
Tradeshift is free for suppliers to submit invoices
Tradeshift communicate with suppliers during
on-boarding and set-up stages
Secure feeder integrates with Integra Ledger
12.
13.
14. Implementation -
ASP Timetable – 2011/12
Day 1 – initial technical discussion
+ 1 month – agreed validation rules with Tradeshift
+ 3 weeks – content of email campaign agreed
+ 3 weeks – first test e-invoice received from
supplier
+ 5 days – initial awareness emails sent to
suppliers
+10 days – launch email to selected suppliers –
targeted smaller organisations
+ 1 month– launch email to remaining suppliers
15. Implementation -
Supplier engagement
Initial phase concentrated on 6,000 suppliers
On request from our clients removed suppliers
whose invoices contained patient confidential
data
Already had email addresses for 2,500 suppliers
Internal project obtained another 1,000
Focussed initial campaign on lower volume
suppliers (10-100 invoices p.a.)
Over 500 sign-ups following awareness
campaign with “compulsory in future” message
16. Implementation -
Results
Conversion from invited to Tradeshift
to activated account
40%
29%
30%
20% 17%
12%
9%
10%
0%
Week 1 Week 2 Week 3 Week 4
% increase of documents sent
50
40
30
20
10
0
Kick off Week 1 Week 2 Week 3 Week 4
17. Implementation -
Next steps
Phase 2
Onboarding of 6,000 suppliers in different
geographic area
Targeting supplier usage in original area to
achieve volume throughput
18. Lessons learned
Communications with ASP customers
No centralised purchasing department hindered
cascade of information to staff placing orders
Suppliers went to customers with queries
First time Tradeshift communicated with UK
suppliers
Suspicion of emails which only had Danish
contact details, even though sent from “familiar”
address
Engagement of Finance System supplier
19. Impact on purchase
to pay process
Purchase order number can be compulsory
field. No PO number means immediate
rejection to reinforce policy
Already operating electronic invoice approval –
invoice information via Tradeshift generates a
“template” invoice for approval plus any supplier
attachments
Reduction in phone calls from suppliers
Reduction of carbon footprint
Reduced cost per transaction
Prompt payment of invoices
20. Conclusion
How to improve your supplier relationships while
lowering invoice handling costs
Flexibility of integration options offered
Have a strong and consistent message to
suppliers
2 way flow of information
Good technical support
Use positive experiences of early adopters to
reinforce message
21. Any questions?
www.asp.nhs.uk
www.tradeshift.com
Nick.wood@asp.nhs.uk