ERP Optimization for SCM

Improvement Opportunities

Standardization of process and integrated ERP systems across the Client’s system to a common procurement system with shared master (e.g. vendor, item) data

• The above also provides the foundation for procurement and spend analytics which gives buyers and managers dashboards, best practice type reports, and self-service custom reports that allows them to improve key metrics such as increased net contract discounts, early payment discounts, and key processes such as improved contract negotiation
• Through Requisitioning, workflow automation, integration, and order automation client’s can streamline requisition process flows and increase percentage of spend under PO control (reducing “Special Requests/X-items”)
• Strategic Sourcing to enable greater savings through increased event planning, definition, and execution to collaborative negotiation, bid analysis, and award
• Improve receiving processes via common inventory system, combined with mobile inventory and scanning tools – to reduce downstream matching issues
• Reduce overall inventory “safety stocks” across organization (including O.R.s)  – via improved inventory monitoring tools & analytics

ERP Optimization for EFM

Improvement Opportunities

Standardization of process and integrated ERP systems across the Clients’s system  to a common financial system (GL, AP, Billing/AR) with shared process and setup/data (e.g. one company chart of accounts)

• The above also provides the foundation for financial analytics which gives analysts and managers dashboards, best practice type reports, and self-service custom reports that allows them to drill down on GL accounts, track AR, AP, cash flow, performance against budget, on a daily basis, review intra-period financial information before books are closed
• Automated T&E processing will greatly improve T&E policy enforcement, user satisfaction, and processing time (straight to payroll)
•  vendor focused portal invoice entry & inquiry which can eliminate high phone volume and enable greater electronic invoice capture
• Automated capital assets and project costing  to reduce manual workaround processes and delays
• Automated Cash Management and Forecasting, Debt Management, Investment/Risk Management to reduce manual transactions and optimize cash
• Automated scanning & loading of paper invoices will further reduce manual transaction load

ERP Optimization for HCM

Standardization of process and integrated ERP systems across the Client’s system will reduce unnecessary transactional HR labor and training allowing freed resources to be redeployed on more value add activities

•  The above also provides the foundation for common HR reporting/analytics and shared services which gives administrators and managers a shared view that allows them to improve key metrics such as reducing agency/overtime costs 
• An integrated Time and Attendance system will dramatically reduce transactional workload for all employees and their managers, increase employee satisfaction, and reduce the costs of payroll errors due to manual timecards
• Workflow automation will dramatically lower transaction load on HR staff – freeing them for true high-value recruitment & retention activities.
• Use of web-based employee and manager self-service tools will reduce time requirements in several areas – which also increases user satisfaction.
• Integrated recruiting capabilities leading to shortened vacancy fill times, lower outside recruiting costs and reduced early period  turnover
• Increased efficiency & effectiveness of overall Learning Management capabilities through improved content management, increased web course utilization, and integration of performance & talent management goals with learning delivery.

Successful ERP Systems Begin with Optimization

By optimizing what clients already have, Globalstar is able to improve performance and save money.

•Affected Business Operations

•Clients will standardize processes in four functional business areas:

•Finance

•Human Resources and Payroll

•Supply Chain

•Client's will help managers drive cost out by:

•Develop the timely, consistent information, analysis and integration to contain and reduce health care costs without compromising patient care

•Enhance and streamline data to aid in strategic decision-making

•Increase daily efficiency for finance staff and provide more time for results and performance analysis

•Vision and Goals

•Standardization

•Simplification

•Leading Practices

•Visibility & Agility

•Challenges

•Diffuse organizational power and budgets

•High level of org readiness/maturity disparity

•Org Change Management Risks

•No “big stick” incentive/sponsor yet identified