WHY ARE A MAJORITY OF SHARED SERVICE CENTERS …€¦ · Automation Benefits : Automation Applied:...

Copyright © 2018 Accenture All rights reserved.

Pam Rhoads

May 2018

WHY ARE A MAJORITY OF SHARED SERVICE CENTERS ADOPTING ROBOTICS PROCESS AUTOMATION? SHOULD YOU?


AGENDA

What is an Intelligent Enterprise?

What is RPA?

Why is RPA an attractive investment for Shared Services?

How can RPA be implemented with PTP processes?

What is the future ahead?

2


CAPTURING VALUE THROUGH RPA

Just as industrial robots are remaking the manufacturing industry by creating higher production and improved quality, RPA “robots” are revolutionizing the way we think about and administer business processes.

RPA Allows:Deployment of virtual workers to execute rule-based information processes.

Improved functional capabilities and time savings for companies that use labor on a large scale.

Elevation of the nature of work by removing people from dull, repetitive tasks.

Separation of scalability from human resources, enabling management of short-term demand without extra recruiting or training.

3


RPA ENABLES AN INTELLIGENT ENTERPRISE

Organizations are revolutionizing business operations by leveraging technologies such as RPA to become Intelligent Enterprises.

Disrupt the way they work with new technologies

Use analytics to focus on real time data and

outcome predictability

Operate processes that are connected, efficient

and dynamic

Organize across broad value streams to deliver

business and customer outcomes

Engage an agile workforce, with a skill set focused on technologyand business acumen

Characteristics

An Intelligent Enterprise is one that…

Seeks the “new” to stay relevant

Embeds a business model that is agile and responsive

Focuses on efficiency, productivity and profitability

Automates transactional work, allowing a new set of jobs to emerge

4


ROBOTIC PROCESS AUTOMATION OVERVIEW

• Robotic process automation lets organizations automate current tasks as if a real person was doing them across applications and systems.

• Interacts with individual systems in the same way as a human user, meaning no complex system integration required.

• Functional trained robots are virtual workers and execute rule-based information processes, improving accuracy and efficiency.

• Robotic software can rapidly model and deploy the automation.

What is Robotic Process Automation? What types of processes are candidates for RPA?

Processes that are routine and burdensome

Processes with limited natural language interpretation

Processes with low exceptions

Processes that are predominately rules-based

Processes that have digital triggers and inputs

High-volume processes

5


BENEFITS OF RPA

RPA drives efficiency benefits, along with improvements in quality, scalability, and resiliency in a cost-effective way.

Cost Saver

Implementation Speed

ProductivityBoost

Higher Quality

Processing costs reduced

Average Handling times reduced

Fast Implementation of new processes

Payback in up to 3 months

Re-usable process elements

Human errors eliminatedImproved compliance/auditability

Productivity increase as staff focuses on more value-adding activities

Data accuracy and timeliness makes informed decision-making easier

6


RPA IN THE AUTOMATION SPECTRUM

RPA is one component within the automation spectrum to automate processes spanning transactional to judgment-drive.

ROBOTIC PROCESS AUTOMATIONDESKTOP AUTOMATION INTELLIGENT AUTOMATION VIRTUAL ASSISTANCE

Manual operator initiates sequence of automated steps.

Board walk

Scheduled virtual worker mimics execution of manual user's repetitive activities without intervention.

Artificial intelligence & automation technology to change processes.

Computer-generated character that simulates conversation/ answers questions.

MORE PROVEN INCREASED “INTELLIGENCE”

TRANSACTIONAL JUDGEMENT-DRIVEN

Focus for today

Image, audio andsensor processing

Machine learning, analytics and inference

Natural language and text processing

7

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RPA POTENTIAL FOR FINANCE

A high percentage of end-to-end finance processes have automation potential.

High potential Medium potential

Manage & process deductions

Manage customer requests & inquires

Maintain A/R Ledger; apply cash

Pre-/New Joiner Onboarding

Contingent Labor/ Contract Mgmt.

Content Design & Development

Content Delivery

Payroll other

Perform revenue assurance activities

Order Entry

C. Screening, Assessment

Specific Business function Rep.

Other Reporting

Ad hoc Reporting

Authorize & manage credit

Manage sales orders

Maintain customer master data

Employee Branding

Candidate Engagement

Competency Dev. Mgmt.

Collaboration & Knowledge Mgmt.

Employee Data Admin.

Case Mgmt.

Benefits and Pensions

Manage/process collection & disputes Candidate Sourcing Business Interlock Compensation

Performance Mgmt.

Talent Acquisition Planning

Management Reporting (FA&P)

Regulatory Reporting (R2R)

Tax Reporting (R2R)

Financial Reporting (R2R)

Finance/Accounting Human Resources Reporting

Decision Support & Analysis

Administrative & Governance

Budgeting

Forecasting

Mortgage Processing

Licensing & RegistrationRisk Mgmt.

Procurement

Spend Analytics

Receipt & Scanning (BSS EDM)

VendorMgmt./Portal/

Helpdesk

Travel expense claims

Vendor Statem. Trade

creditor Recon.

Catalog Mgmt.

Document Mgmt./ Scanning/Admin.

Requisition Processing

Spot Buy

Invoicing

OTC PTP T. AcquisitionFA&P T. Development Empl. & HR S. Report Types

Support Center/Portal/

Helpdesk

Procurement Card

Payment Processing

Supplier/Partner Mgmt.

PTP/ Supply C.

General Ledger Reconciliation

Master Data Maintenance

Intercompany

Cash Mgmt. & Banking

Fixed Assets

Period Close Consolidations

Fixed Asset Accounting

Gen Accounting

Various rptg types (see Reporting

section)PO Creation

Business Metrics & Tracking

Claims Processing

8


SHARED SERVICE DISRUPTORS

Regardless of model maturity, disruptors are rapidly affecting how shared service organizations must interact.

Intelligent Expanded Ecosystem

CloudAutomated

New Capabilities

• Artificial intelligence• Industrial Internet of Things• Service innovation

• Global delivery network (internal and external, skill and scale)

• Expanded strategic partnerships• Crowdsourcing/collaboration – harness

capabilities of ecosystem

• Process automation • Integrated desktop • Virtual assistance

• Speed to implement/upgrade• Lower cost of storage/SDDC• TCO/cost to serve reduction• Expanded scope to solve business problems

• Enterprise capabilities as a service• Complex industry-specific E2E services

Focus for today

Shared Service Disruptors

9


PTP TARGET AREAS FOR AUTOMATION

The PTP process is fraught with pain points. Certain sub-components of the end-to-end PTP process are targeted as being conducive for initial RPA implementation.

3 Way Match

Tax Match

PaymentProcessing

VendorReconciliations

DocumentManagement

• Large data throughput leads to long lead times.• Labor intensive processes, involving significant FTE effort. • Exception handling consumes time for human intervention and incurs high rework costs.• Payment cycles are manually run, leading to a costly process. • Lack of audit trails leads to poor visibility into payment status.• Inaccurate data due to manual, error-prone processes.

Pain Points

10


DOCUMENT MANAGEMENT

DocumentManagement

Current Challenge: Highly-manual and error-prone process. Low volume of invoices processed. High number of invoices not paid on time.

Value Delivered: Utilization of OCR technology to ‘read’ information printed on documents received from

vendors. Utilization of ICR technology to recognize various document formats and classify document

type. Utilization of confidence thresholds to extract data and route to correct personnel.

Average Handling Time

Reduction

Automation Benefits:

Productivity Increase

Open electronic bid/invoicereceived from vendor

Scan the document Categorize the document type (invoice, bid)

Extract necessary data and route to correct personnel

Automation Applied:Future state of Document Management with RPA:

Enter the data in SAP

Number of Invoices

Processed Improvement

Replacement of manual processes with RPA Manual Task

Handle escalations

11


3 WAY MATCHING

DocumentManagement

Current Challenge: Highly-manual process. Exception handling consumes time for human intervention. Delayed matching procedures causes significant time for issue resolution.

Value Delivered: Utilization of ICR technology and confidence thresholds to identify discrepancies between the

acknowledgement and PO. Matching procedures are expedited to the front-end of the process as opposed to the back-

end, allowing adequate time for issue resolution with vendors. Communication with vendors is improved as issues are resolved prior to payments being

delayed.

Time Spent for Issue Resolution


Accuracy of Matching

Procedures

Open acknowledgement and PO from vendor

Categorize the document type and perform data extraction

Compare data on acknowledgement to PO, noting discrepancies

Forward any discrepancies found to appropriate personnel

Automation Applied:Future state of 3 Way Matching with RPA:

Improved communication

with vendors


Handle escalations

12


TAX MATCHING

DocumentManagement

Current Challenge: Manual review leads to time consuming and inefficient processes. Processes accruing additional tax can lead to costly over-accruals; processes paying invoices

as billed can lead to gross under-reported tax liability. Processes paying invoices as billed can lead to gross tax overpayments that can be difficult to

recover.

Value Delivered: Process improvement. Less time spent reviewing tax variances, leaving more time for employees to engage in value-

adding activities. Reduce tax overpayments and under-accruals.


Automation Applied:Future state of Tax Matching with RPA:


Review variances between the tax the vendor charged and the tax calculated

by the tax engine

Determine if additional taxes should be accrued or if vendor invoice should be short

paid or rejectedPerform tax adjustment

Review reconciliation reports

Less time spent on manually reviewing tax

variances

Improved process efficiency

Reduced tax under-accruals and vendor over-

payments

More time available to spend on other tasks


13


PAYMENT PROCESSING Current Challenge: Pay cycles that have not been configured to run automatically are manual and time-consuming.

Value Delivered: Employees are only brought in for important, high-thought-needed tasks and no longer waste

time on thoughtless tasks. Employees can review payments before they are sent out to ensure the bots picked up only

the correct payments. Vendors gain greater visibility into payments to ensure payments are properly applied to

balances, reducing the amount of rework needed by vendors and the company.


Automation Applied:Future state of Payment Processing with RPA:


Improved worker satisfaction

Satisfied vendors

Greater time spent on high value-added work

Reduced misapplied payments and rework

Track time since last pay cycleDetermine when next pay

cycle needs to be runKickoff pay cycle Review Scheduled Payment

report

Resolve errors or exceptions Send Payment filesSend remittance detail

to vendorsVendor properly applies

payments


14


VENDOR RECONCILIATIONSCurrent Challenge: Few, if any, resources are applied to vendor statement reconciliations, leading to: Inaccurate understanding of business liabilities. Surprise fees. Strained vendor relations.


Automation Applied:Future state of Vendor Reconciliations with RPA:


Reduced misunderstandings

with vendors

Reduced fees

Greater time spent on high value-added work

Improved vendor relationships

Track time since last vendor statement reconciliation

Begin vendor statement reconciliation process

Request vendor statements from vendors Track vendor responses

Use OCR/ICR to analyze vendor statements

Compare vendor balances to balances on the books Identify mismatches

Review amounts captured by bots; Focus on mismatches & items with

low certainties

Work with vendor to identify source of discrepancies in balances

Appropriate party updates balances

Vendor marked as having reconciled

Data created can be used for root cause analysis and process

improvement


15


THE FUTURE AHEAD

RPA is the beginning of the journey to become an Intelligent Enterprise. The real value comes when organizations apply predictive analytics, machine learning, and hyper-personalized virtual helpdesk assistance.

DocumentManagementMeet Amelia… The Opportunity

• Vendors interact with IPSoft’s Amelia for accounts payable help desk assistance.

• Users chat with Amelia to:• Check invoice status.• Search for invoices in back-end systems.• Upload invoices.• Create trouble tickets.

• Amelia coordinates searches across backend systems, including SAP via RPA.

The Value Derived • Vendors can interact with Amelia and receive services about the status of their

invoices.

• Employees who previously focused on vendor invoice inquiries can now focus on tasks linked to business outcomes.

16


QUESTIONS & ANSWERS

17

PAM RHOADS

[email protected]

(267) 216-2005

CONTACT

18Copyright © 2018 Accenture All rights reserved.

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