Yale's New eProcurement Solution Feedback Session: Agenda and Insights

1. Yale’s New eProcurement SolutionFeedback Session Pilot Group Representatives September 7, 2004

2. Agenda • Introduction 1:30-1:45 • Demonstration of Solution 1:45-2:15 • Issues Discussion 2:15-3:30 • Additional Q&A (if needed) 3:30-4:30

3. Who is here? • Representatives from the Pilot group • Medical School • Central Campus • Business Office Staff • Lab Personnel • Project Management Team

4. Why you are here? • Major Buy/Pay Improvement Initiative • Pilot Group was chosen, based on: • Nominees from the DUCs group • Volume of your department’s transactions through Phase 1 suppliers • We need your feedback on some issues

5. What are the benefits of this solution? • Benefits to the User/Lab Community: • buy from multiple suppliers at once • reduces the need for cost transfers • single log in and interface for all hosted contract supplier catalogs (~100 suppliers, to be rolled out in waves) • easy electronic requisition order form that is pre-populated with your profile information (ship to, charging instructions, etc.) • convenient shopping 24 hours a day • excellent deal combining price, quality and service • provides up-to-date catalog information • create efficient express orders using Favorites • cross-supplier searches in catalogs to find best price • faster turn-around time for orders and payments to suppliers • accounting commitment created in Oracle financials (i.e. to track real-time spend against a grant) • easy split charging when required

6. What are the benefits of this solution? • Benefits to the University: • improves management and planning capacity • greater institutional costs savings by aggregating and leveraging University-wide transaction volume • faster turn-around time for orders and payments to suppliers • improves quality of service to Yale community and simplifies and streamlines the Buy Pay Process

7. What are the benefits of this solution? • Benefits to the Business Office: • review, routing and approval • accounting commitment created in Oracle financials (i.e. to track real-time spend against a grant) • easy split charging when required • upfront collection and validation of charging instructions (eliminates back-end handling of error invoices) • eliminates the handling of paper requisitions and paper invoices • reduces the need for cost transfers

8. Project Information • eProcurement Solution is SciQuest • Specializes in large research institutions • Go live, with Pilot group, 3rd QTR FY05 • Phase 1: ~20-30 supplier catalogs • Phase 2: ~60-70 additional catalogs • 3 ways to requisition in the solution • Shop in catalogs • Non-catalog request for existing supplier • Non-catalog request for new supplier

9. Demonstration

11. Issues Discussion • Topic #1: See Supplier List • Are there any suppliers you use most often that are not on this list?

12. Issues Discussion • Topic #2: Charging Instructions • Validation and Expenditure Item Date • Use of pre-awards • Valid Tasks for a Project, but no description for the “Task” • Use of VIP’s • Expenditure type default for VIP • The way they appear in the solution

13. Issues Discussion • Topic #3: Frequency of Order Changes and Cancellations • How often do you change or cancel an order after you place it?

14. Issues Discussion • Topic #4: Training Options • Classroom • Web-based, on demand • Train the trainer • No training

15. Issues Discussion • Topic #5: User profile information • START for access and default profile information • Default Ship to addresses • Default approver name

16. Issues Discussion • Topic #6: Department Views • What view of transactions do you need? (i.e. Division, Department or Organization level) • Who needs which level?

17. Issues Discussion • Topic #7: Workflow Approval Thresholds • What kind of transaction approval do you require? (just Business Office or Lab Managers as well?)

18. Approval Workflow $ Limit Requirements Requisitioner’s $ Limits: Example $ limits and definitions: • $0 - Everything needs approval • <=$ 500 requisition does not require approval • <=$1000 requisition does not require approval • <=$2000 requisition does not require approval • <=$5000 requisition does not require approval Approver’s $ Limits: Example $ limits and definitions: • Business Office Staff person #1- Can approve to $10,000 • Business Office Staff person #2- Can approve to $25,000 • Business Manager- Can approve to $100,000 • Department Chair/Dean – notification of large $ orders

19. Statistics on current transaction volume • UNP VIP Transactions FY 2004:

20. Statistics on current transaction volume (cont’d) • PCard Transactions FY 2004:

21. Statistics on current transaction volume (cont’d) • Purchase Order Invoices FY 2004:

22. Questions & Answers

23. Next Steps • Follow-up on any new issues that have been discussed today • Send out notes from today’s session to entire pilot group and the DUCs • Continue to solicit feedback via email as issues arise • Have additional smaller feedback sessions (if needed)