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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

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

June 9, 2003

presentation agenda
Presentation Agenda
  • Purchasing Objectives
  • New Challenges
  • Measuring Progress
  • Key Accomplishments
  • Performance Metrics
  • Conclusion
purchasing objectives
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
new challenges
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
measuring progress
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
key accomplishments
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
performance metrics
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
conclusion
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