How to Find Automatable Work

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How to Find

Automatable Work

'Automate the Automatable' Summit

In Procurement and Order

Management Processes

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Mark Benyovszky

Director, PS AI Services

and EPS

Robin Mennens

Product Manager, Process

Mining

Grace Wang

Product Marketing

Manager, Process Mining

Your hosts today

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3

‘Automate the Automatable’ Summit:

Assign automatable work to robots

Keynote session:

Why and How to

Begin Automating

the Automatable

BFSI:

Towards

Accelerated and

Sustainable

Automation

Automating Finance

and Accounting:

From Quick Wins to

End-to-End

Automation

How to Find

Automatable Work

in Procurement and

Order Management

Processes

June 21 June 22 June 23 June 24

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4

BFSI:

Towards

Accelerated and

Sustainable

Automation

June 22

Keynote session:

Why and How to

Begin Automating

the Automatable

June 21

‘Automate the Automatable’ Summit:

Assign automatable work to robots

Automating Finance

and Accounting:

From Quick Wins to

End-to-End

Automation

June 23

How to Find

Automatable Work

in Procurement and

Order Management

Processes

June 24

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5

1. What are the challenges when finding

automatable work?

2. End-to-end process discovery

3. Order-to-cash and purchase-to-pay deep dive

4. Live Demo: Finding automatable work in O2C

5. Q&A

Agenda

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How do we find

automatable work in our

processes?

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Finding automatable work in your

processes is more complicated than

you would expect

Create PR

Approve PR

Create PO

Approve PO

Post Goods Receipt

How we want a purchase-to-pay process to look...

Happy Path How it actually looks

Actual process

Create PR

Create PO

Approve PO Post Goods Receipt Create Accounting Document

DELETE PO

REVOKE APPROVED PO REJECT PO

REPEAT PAYMENT

Create Outgoing Payment

APPROVAL MISSING

VS.

Create Accounting Document

Create Outgoing Payment

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Lack of process transparency is more

common than you think…

1. https://research.aimultiple.com/process-mining-stats/

2. https://www.businesswire.com/news/home/20200513005154/en/70-of-US-Decision-Makers-Find-Process-Insight-Essential-for-RPA-Success

37% of decision-makers

report delays to their digital

transformation initiatives due to

misunderstood processes.

Not understanding the

intended automated process

is a key reason for

RPA project failure.

– Forrester (1) – Opinium Research (2)

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Finding automatable work |

Challenges and Impact

How do we uncover hidden automation

potential in business processes?

How do I verify gut-feeling about process

inefficiency?

How do we automate invisible and

complex processes that cross systems and

departments?

How can I ensure automation is positively

impacting my process KPIs?

Time-consuming and expensive projects

that scratch the surface of potential

Risks and costs associated with

automating the wrong activity

Fragmented approach to automation and

optimization

Automation that’s misaligned with strategic

business goals

Current Challenges Negative Impact

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Intelligent Process Discovery

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Measure and govern automation programs to align with business outcomes

Measure & Govern

Discover

Discover automation opportunities powered by AI and your people

Build

Build automations quickly, from the simple to the advanced

Manage

Manage, deploy, and optimize automation at enterprise scale

Run

Run automations through robots that work with your applications and data

Engage

Engage people and robots as one team for seamless process collaboration

Studio Family

Document Understanding Marketplace and

Integrations

Orchestrator Test Manager AI Center Data Service Insights

Attended Robots Unattended Robots Test Robots

Apps Assistant Action Center Chatbots Automation Hub

Task Capture Process Mining Task Mining

Become a fully automated enterprise with the UiPath Platform

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The Value Creation Opportunities are Profound

Medium to Large scale organizations can realize $25M of their $75M - $100M in value potential from automation against the maximum automation potential in the

suggested functional areas

With automation implemented across the various departments of a medium to large-scale organization, the organization will be able to kick start value creation immediately and extract the highest potential RoI across each of those departments.

When working in lockstep, these departments will be able to create measurable impact across the entire enterprise.

What happens next?

With Process Discovery and Intelligent Automation, UiPath has the ability to help every CDO to become

Best-in-Class.

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Best-In-Class Automation Efforts

The Challenge

Organizations navigating through the current digital ecosystem need the correct partner to transform their existing P2P and O2C processes from good to a fully integrated, Best-in-Class Digital Solution that encompasses a Fully Automated Enterprise through:

 SMART intake solutions applied

 RPA bots implemented

 AI solutions facilitated

 Analytics solutions applied

 Workflow solutions implemented

 Platform solutions effected

 Workforce Management solutions employed

How do you arrive at the Best-In-Class Solution

Reconstruct your P2P and O2C

processes

Gain full transparency on

the processes

Identify manual hand-offs in the process that were

slowing it down

Automate manual parts of the

process

Continuously monitor the process

and impact of automations

Leverage capabilities of UiPath Tools and

Apps

Infuse AI and ML on Applications

and Processes

Introduce

“Human in Loop”

using Action Center

Automate using

“No Code / Low Code”

technologies Extract, Interpret

information and meaning on documents using

Document Understanding

Enhance RPA application interaction using Computer Vision

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Key Executives in Digital Transformation

In the new business environment emerging from the COVID-19 pandemic, automation has become one of the foundations of

Digital Transformation. Although they don’t have direct responsibility for the value creation, there are a number of transformational roles that will require input into the use of intelligent automation and the benefits it can bring. In this section, we look at three roles where the Process Discovery Suite will help drive change within the organization.

Chief Technology Officer

The Chief Digital Officer is responsible for driving growth and strategic renewal by

leading digital transformation and data-driven initiatives.

• Drive business agility and velocity

• Understand corporate data and how it’s being used

• Measure the success of automation in key processes.

The Chief Information Officer is responsible for the management,

implementation, and usability of information and computer technologies across the enterprise.

• Ensure IT capabilities match process and user requirements

• Ensure ROI for technical and system investment

• Drive innovation and automation throughout the IT estate

The Chief Technology Officeris responsible for the development and deployment of technology resources for external customers and partners to improve and increase business.

• Drive digitization and digital transformation

• Increase automation across key business processes

• Ensure automation is delivering against benefits and ROI

Chief Information Officer Chief Digital Officer

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Key Executives in Finance & Accounting

Intelligent automation presents a massive opportunity for finance functions to deliver information and value to the business

more quickly, accurately and at less cost. Core processes in P2P and O2C are prime for simplification, standardization and optimization. Finance executives can reap major benefits. In this section, we look at five roles where the UiPath Discovery Accelerators can identify where automation will meet their business challenges and strategic goals.

Chief Compliance Officer

The Chief Financial Officer is responsible for the planning, implementation, managing and running of all the finance activities of your organization..

• Improve existing financial services to business and quickly innovate to meet corporate strategy

• Gain complete visibility and control over finance processes

• Minimize the need to staff up to meet peak workloads

The Financial Controller is responsible for preparing financial statements and reports while providing financial analysis and budgeting.

• Increase the efficiency and productivity of AP and AR teams

• Using granular process data to provide better and targeted financial analysis

• Improve the speed and quality of reporting and budgeting

The Chief Compliance Officeris

responsible compliance oversight within an organization, while also ensuring adherence to laws, regulatory requirements, policies, and procedures.

• Enhance the adherence to rules and procedures on sales and marketing activities

• Ensure alignment with necessary

controls and compliance methodologies

• Reduce unavoidable leakage on processes, SLA and financials

Financial Controller Chief Financial Officer

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Key Executives in Finance & Accounting

Digital Transformation means efficiencies, it improves the experience that your employee has with compliance tasks and

can also improve your relationship with your employees. After all, relying on a manual process is a recipe for failure. Hence, Digital Transformation will only serve to improve your operations, enhance your relationship with Customers and remain compliant through the processing of all tasks at an enterprise level

The Chief Procurement Officer is

responsible for defining and implementing the procurement strategy and based on the environment, business policy needs of your organization.

• Ensure purchasing policy aligns to corporate strategy

• Improve, shorten and simplify the workflow from purchase request to purchase order

• Maximize the value of supplier relationships

The Chief Revenue Officer is responsible for controlling all activities that generate revenue, sharing responsibility for

operations, sales, marketing, pricing, and revenue management.

• Optimize the value of data within sales and marketing activities

• Align revenue-generating activities across departments

• Improve customer experience across the entire customer lifecycle

Chief Revenue Officer Chief Procurement Officer

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Process Chain

Purchase-to-Pay (P2P) and Order-to-Cash (O2C) and are parts of a larger chain of processes that are typical of your organization.

Today, we will focus on P2P and O2C.

Purchase-to-Pay Order-to-Cash Record-to-Report General

Accounting Treasury FP&A Tax Fixed Asset

Accounting Manage procurement

activities Customer setup and contract

Planning and management accounting

Manage policies and procedures

Manage Treasury process and

procedures Reports & analysis Develop tax strategy Perform capital planning & approval Purchase goods

and services Assess and

manage credit General accounting

and reporting Perform general

accounting Manage cash Budgeting and

forecasting Process tax Perform capital

Project accounting Receive goods

and services Quote to order

process Fixed asset project

accounting Perform fixed

asset accounting Manage in-house bank accounts Process invoices Order fulfillment Payroll accounting Perform finance

accounting Manage debt and investments Process payment Assess and

manage credit Manage risk and

hedging strategy Generate reports

Process A/R and collections Manage cash

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P2P and O2C Journey to Best-In-Class

• Few P2P & O2C processes automated

• Teams better able to cope with peak workload

• Quality and timeliness of data improved

• Speed and quality of management reporting improved

• Limited Automation of key tasks within the processes

Great

• P2P and O2C process pipeline created

• All P2P and O2C processes fully documented

• Redundant and unnecessary processes retired

• Automation focuses on tasks and activities within the P2P or O2C process

• Automation scaled across the organization

• Traditional Automation KPIs metrics, and measurements identified and implemented

• All processes, and tasks within them, visible to a granular level

• P2P and O2C processes such as invoicing and PO management automated end-to-end with no human interaction

• Intelligent robots automatically retrieve missing data from external sources to speed

reconciliation and reporting

• Predictive modeling gathers data from various sources, analyzes and presents recommendations in areas such as risk, fraud and payment or purchase propensity

Best-in-Class

• All data made available and processed

automatically to increase the speed and granularity of management reporting

• Intelligent Automation and AI learns from employees to work as

‘digital assistants’ to

intelligently supply the right data to facilitate their

activities.

• Integration with chatbot technology increases the ability for staff and partners to self-services when

accessing finance services.

Good

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Typical Process Flow

Identifying Automation Potential in P2P (Purchasing)

Highest Automation Potential

DEMAND ORDER RECEIVE

Sourcing Contracting Purchasing Receipt of Goods

Determine Requirements Negotiate Price Create Purchase Order Process Purchase Order (PO)

Complete Purchase

Requisition Establish Credit terms Submit Purchase Order Receive Goods Receipt Approve Purchase Finalize Payment Terms

Create Request for Quotation Select Vendor

Receive Shipping Notice Reconcile goods received to goods ordered

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Optimal Purchase-to-Pay (Purchasing) KPIs & Metrics

Efficiency Performance Timing Suppliers / Vendors Risk & Compliance

Best in Class

• Purchases without touchless processing

• Average Days for PR approval

• Discounts taken as a % of total payments

• Touchless Processing

• Avg. Changes

• Process Variants

• All Great & Good KPIs Below

• Procurement ROI

• Procurement Savings

• All Great & Good KPIs

Below • Vendor Risk

• Normalized Vendor Spend

• Minority Supplier Spend

• Non-Compliant Purchasing Expenses

• Vendor Related lawsuit spend

• Fraud Related Spend

• Waste Related Spend

Great

• PR cycle time

• % of invoices received electronically

• Cost

of Receiving Per Line

• Receiving Accuracy

• All Good KPIs Below

• Spend by Region

• Working Capital

• Cash Conversion

• PR to PO cycle time

• PO to GO cycle time

• On Time Delivery Rate

• Vendor Scorecard

• Maverick Buying

Good

• Receiving Cycle Time

• % of Spend on PO • Total Purchase Orders

• Total Purchase Order Value

• Total Purchase Requisitions

• POs rejected

• POs approved

• PRs rejected

• PRs approved

• PO avg. approval time

• PR avg. approval time • Total Vendors

• New Vendors

• One Time Vendors

• Total POs

• Total PO Value

• % of spend with preferred vendors

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Assessing Process / Automation Maturity within your

organization – Purchase-to-Pay (Purchasing)

GOOD GREAT KPIs improved through

Automation

DEMAND Manual, human based processes NO AUTOMATION

Manual input of initial sourcing requirements

Bot input completes SAP fields through the request for quotation

• Average Days for PR approval

• PR cycle time

• PR to PO cycle time

ORDER Manual, human based processes NO AUTOMATION

Bot creates and submits PO based on the established vendor contracting terms

• PO to GO cycle time

• PO average approval time

• Contracting term KPI

RECEIVE Manual, human based processes NO AUTOMATION

Bot reconciles the goods receipt to the PO and kicks out an exception report for missing items

• Cost of Receiving per Receiving Line

• Receiving Accuracy

• Receiving Cycle Time

Begin the journey to Best-in-Class

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Improve strategic sourcing, contracts

and supplier management . Improve payments and cash

management strategies . Implement procurement strategies

that enable organizational goals and

objectives.

Meet process efficiency and cost

savings goals Increase the speed

and quality of data gathering.

Facilitate process, contract and

regulatory compliance. Embed strong relationships and

collaboration with other business

functions.

What benefits can you expect after

automating P2P?

Strategic direction

Operational excellence

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Typical Process Flow – Order-to-Cash

(Customer Ordering)

Highest Automation Potential

ORDER ENTRY ORDER FULFILLMENT

Credit Management Order Fulfillment Order Enquiry

Credit Review Material Handling Help Desk

Picking, Packaging, Dispatching

ORDER RECEIPT Order Delivery

Order Received Shipment Certification Returns Management Order Processed

Order Configuration Available-to-Promise

checking Business Rule / Global

Trade Compliance Order Placed

Order received through multiple sources Order acknowledgement

& receipt generation

Order Sourcing Sales Adjustment

Order Orchestration Order Cancellation

Partial Order Fulfillment

Order Change Shipment Management

Transportation

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Optimal Order-to-Cash (Customer Ordering) KPIs & Metrics

Efficiency Performance Timing Suppliers / Vendors Risk & Compliance

Best-In-Class

• Purchases without touchless processing

• On Time & In full delivery rates

• Customer Order Information Error Rate

• Average Changes

• First Pass Yield

• Order Processing Automation

• Order Abandonment Rate

• Error Free Transportation

• Process VariantsRate

• Cancelled Sales Order

• Delayed Sales

• Total Internal cost per Order

• Delivery block removal

• SO creation to shipping

• Cycle Time – Customer Order to Shipping Readiness

• Customer Back-order

• All Great & Good KPIs Rate Below

• Sourcing Compliance Rate

Great

• Average Order fulfillment cycle time

• Perfect Order Rate

• Maximum / Minimum Size

• All Good KPIs Belowrate

• % Order Placement

• All Good KPIs Below • SO Release from credit block

• Customer Complaints on fulfilled orders

Good

• On-Time Delivery Rate

• In Full Delivery Rate • Total / Average Sales Orders

• Total / Average Sales / Order Value

• Total Deliveries

• Users

• Order Accuracy

• Order Fulfillment • Service Level of Customer Calls Answered

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Assessing Process / Automation Maturity within your

organization – Order-to-Cash (Customer Ordering)

GOOD GREAT KPIs improved through

Automation

ORDER ENTRY • Manual, human based processes

• NO AUTOMATION

• standard formats for order entry / PO, primed for automation

• ability to capture/maintain order data from multiple sources/ channels

• Customer Order Information Error Rate

• Perfect Order Rate

• Cancelled Sales Order

ORDER FULFILLMENT • Manual, human based processes

• NO AUTOMATION

• ability to provide accurate order promise dates/Wrong shipping priority (same day/next day