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OAUG Northeastern Oracle Applications & Technology Symposium (OATS) Leveraging Technology for ROI Joint Presentation with Yale University & Rutgers University. June 9, 2003. Presentation Agenda. Purchasing Objectives New Challenges Measuring Progress Key Accomplishments

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June 9, 2003

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June 9 2003 l.jpg

OAUG Northeastern Oracle Applications & Technology Symposium (OATS)Leveraging Technology for ROIJoint Presentation with Yale University & Rutgers University

June 9, 2003


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Presentation Agenda

  • Purchasing Objectives

  • New Challenges

  • Measuring Progress

  • Key Accomplishments

  • Performance Metrics

  • Conclusion


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Purchasing Objectives

  • Make purchasing easy - increase compliance and utilization byreducing time & effort related to purchasing activities

  • Focus on core competencies -enable purchasing staff to focus on contracting, supplier relationship management, sourcing, and cost saving opportunities

  • Leverage technology - implement technology to reduce cycle time, eliminate manual effort, reduce cost and promote change management


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New Challenges

  • Shift focus of purchasing staff to value added core competencies

  • Develop and enhance relationships with internal customers, external suppliers and senior management

  • Engage customers in development of purchasing strategies and initiatives

  • Identify and implement emerging purchasing technologies & business strategies


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Measuring Progress

  • Campus wide adopting of iProcurement as primary purchasing tool

  • Purchasing staff has embraced new vision and technologies

  • Dramatic decrease in order creation effort and cycle time

  • Customer & senior management satisfaction is at an all-time high

  • Strategic suppliers are realizing significant increase in business


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Key Accomplishments

  • 92% of all purchase orders created, approved, and electronically transmitted to suppliers in less than one hour

  • 54% of purchase orders issued to the 31 Penn marketplace suppliers (25,000+ in supplier database)

  • 45% of invoices received via EDI

  • $65.5 Million in documented hard dollar product & service cost savings

  • 68% reduction in maverick buying

  • Purchase activity for 224 deactivated supplier shifted to Marketplace suppliers


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Performance Metrics

  • Spend Management -measure utilization of approved buying tools, contract suppliers & reduction in maverick buying

  • Process Efficiencies -calculate impact of change to business processes & elimination of paper/manual processing

  • Cost Savings -leverage Penn’s buying power to reduce cost

  • Compliance -measure compliance with approved policies and procedures


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Conclusion

  • At Penn, ROI has been realized by the….

    • campus wide adoption of eProcurement tools

    • increased customer satisfaction with redesigned business processes

    • reallocation of central resources to value added activities

    • results of strategic purchasing and cost savings initiatives


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