Context​

A US services and manufacturing company was experiencing costly and repetitive issues with its P2P process and AP team.​

• Difficulties, delays, and manual activities along the process steps (Coupa, NAV, emails)​
• Difficulties with status and follow-up that require a lot of investigations​
• Missing end-to-end accountability throughout the process​

Costly consequences​

• A lot of time wasted with useless escalation to management​
• Delays in purchases and payments to suppliers​
• Vendors ask for pre-paid orders to deliver​

Accomplishment ​

Penon Partners performed an end-to-end P2P process diagnosis to identify the root cause and provide recommendations ​

• Interview teams (CFO, purchasing, AP team, accounting, controlling, Production, IT)​
• Process mapping (flows, systems, documents, policies,…) and issues analysis​
• Writing and presenting the final report with recommendations (25 recommendations)​

Outcome​

In 8 weeks, the diagnosis was done, and the report was presented to the CFO, VP of Purchasing, and VP of Controlling​.

They quickly implemented changes across tools like Coupa and NAV, streamlined workflows such as PR/PO processes, improved communication with suppliers, adjusted approval policies, realigned team roles, and instituted governance for continuous improvement.