ComplianceOnline

P2P Metrics and Reporting

Instructor: Chris Doxey
Product ID: 702816
Training Level: Intermediate
  • Duration: 60 Min

recorded version

$149.00
1x Person - Unlimited viewing for 6 Months
(For multiple locations contact Customer Care)
Recorded Link and Ref. material will be available in My CO Section

Training CD

$199.00
One CD is for usage in one location only.
(For multiple locations contact Customer Care)
CD and Ref. material will be shipped within 15 business days

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Fax: +1-650-963-2556

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Read Frequently Asked Questions

This training on Procure to Pay (P2P) process will discuss the role and power of key metrics and reporting. It will provide a road map and practical guidance for developing and implementing effective metrics that can be used in formulating a P2P Dashboard.

Why Should You Attend:

The P2P process can be difficult to measure since procurement, receiving and accounts payable may report to different sections in organizations. In some companies, accounts payable usually reports to finance and procurement may report to supply chain management.

This online training course will identify the key functions that impact the P2P process. It will provide an idea of how metrics can highlight the negative and positive aspects of this important process. Attendees will learn how to actually use metrics and trends to develop areas for business process improvement. The instructor will focus on the integral process dependencies within the P2P process. The four foundational groups of metrics for P2P process will be defined. Participants will learn how to implement a meaningful reporting process.

This webinar will also help attendees understand how the P2P process can provide cost savings and improvements to working capital. It will provide examples of metrics and dashboards that have been used at well-known companies.

Areas Covered in the Webinar:

This webinar will cover the following areas:

  • The Power of Metrics and Reporting: Definitions and Examples
  • Defining the P2P Business Process
  • Is the Balanced Scorecard the right approach for your company?
  • Identifying Objectives for the Procure to Pay (P2P)Process
  • Dividing the P2P Process into Measurable Functions
  • Defining Metrics for P2P Dashboard (The Four Foundational Groups)
  • Cost Saving and Value
  • Transactional Quality
  • Customer Service
  • Controllership
  • Reporting Metrics: Identifying the Opportunities
  • Implementation Guidance
  • The P2P Metrics Toolkit
  • Recap

Who will Benefit:

It will be beneficial for the following personnel involved in the procurement and account management:

  • CFOs
  • Controllers
  • Accounts Payable and Disbursement Executives
  • CPOs
  • Procurement Executives
  • Supply Chain Executives

Instructor Profile:

Chris Doxey, is currently an independent management consultant specializing in internal controls, compliance, corporate governance and policy, procure-to-pay, supplier management, financial system architecture, and financial business process best practices.

Ms. Doxey is a Certified Accounts Payable Professional (CAPP), holds a Certification in Controls Self -Assessment (CSA), and also is a Certified Internal Controls Auditor (CICA). She has developed a certification program for controllers for the Institute of Finance and Management (IOFM).

She has held senior financial management and controller positions at Digital Equipment Corporation, Compaq Computer Corporation, Hewlett Packard, MCI, APEX Analytix, and BSI Healthcare. Besides, her work with the IOFM, she has written numerous articles and published two handbooks: AP Leadership Skills and Implementing a Controls Self-Assessment Program for Accounts Payable. She presents at several conferences and provides a multitude of webinars each year.

Topic Background:

Metrics and reporting need to move beyond the standard set of financial measurements and need to include a broader process view of an operation. The reporting process should identify areas for process improvement and automation. For example: the balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation.

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