Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not have a need to know is prohibited except as authorized by Cargill in writing. Building a roadmap to the top Enabling Cargill’s growth ambitions
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
Our Starting Point – Developing the baseline
Enabling Cargill’s growth ambitions
Helping the world thrive
What was our starting point – Establish data points for
150 years of helping the world thriveHelping the world thrive11
Invoice to Pay Maturity: Current State Assessment
Invoice to Pay
Policies and
Procedures
PO GR
Process
Invoice Processing
PO / NPOInvoice Exceptions Payment Processing
Supplier
Support Services
Travel and Expense
Admin
Travel & Exp
Reimbursement
To
p
Qu
art
ile
Se
co
nd
Qu
art
ile
Th
ird
Quart
ileB
ott
om
Qu
art
ile
ProcessTechnology
Helping the world thrive12
Credit to Cash Maturity
Credit Limit
Management
Transactional
Credit
Management
Sales Contract
Settlement
Customer
Invoicing / Billing
Sales Program
Accrual
Processing
Collection
Management
Dispute
ManagementCash Application
A/R Exposure
Management
To
p
Qu
art
ile
Se
co
nd
Qu
art
ile
Th
ird
Quart
ileB
ott
om
Qu
art
ile
ProcessTechnology
Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
150 years of helping the world thriveHelping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not
have a need to know is prohibited except as authorized by Cargill in writing.
Building One Finance 150 years of helping the world thrive
Finance GPO Process Councils – Global, Centralized Governance is essential
GPO REG. A&F CBS GLOBAL IT OTHER1
GPMs
Reg. A&F Rep
Reg. Process Improvement (PI) Tower Leads
PM / Change
Global CI Tag
Performance Management
PRIMARY ACTIVITIES ACCOUNTABLE KEY CONTRIBUTORSACCOUNTABILITY AREA
• Ideation Of Initiatives Is A Shared Responsibility Across ALL Stakeholder Groups In The Process Council
• Strategic Drivers For Ideation Value Cases: i) Efficiency & Effectiveness Metrics ii) Lifecycle & Maintenance iii) Compliance
• GPO• REG. A&F• CBS• GLOBAL IT
IDEATION
• Approval Of New Initiatives And Prioritization Is Owned By The GPMs To Ensure Alignment With Overarching End To End Strategy
• Validation & Alignment of Initiatives Value Cases
• GPMsSTRATEGIC PRIORITIZATION
• Centralized Program Plan And Roadmap To Ensure Cross-program Dependency Management • Portfolio Status Reporting, Program Scorecard, Resource Forecasts for Portfolio Initiatives
• GPMs• PM Support
PORTFOLIO MANAGEMENT
• Set Metrics Definitions, Top Quartile Strategy & Targets Tracking • Coordinate Ideation Of Solutions To Cover Any Potential Gaps To Budget/Target • Develop Overall Business Insights Through Robust Metrics Analysis • Surface Operational Center Challenges
• CBS Performance Management
• GPMs
EFFECTIVENESS & PRODUCTIVITY METRICS
• N/A
• CBS Tower Leads• Global IT• Regional PI
• Global IT – Solution Owners• CBS Tower Leads
• Commercial• Reg. A&F • Tower Leads
STAKEHOLDER MANAGEMENT
Solution Owners
BRMs
Enterprise Architects
• Use Roadmap To Set Overall Stakeholder Management Strategies • Centralized Communications Planning
• GPMs• PM / Change
• Reg. PI• Reg. A&F
1Some Process Councils may include additional Functional / Business Groups
The Process Councils are GPO-driven forums that bring together key stakeholders across the Finance GPO’s three Process Towers (Credit to Cash, Record to Report & Procure to Pay). Through a coordinated approach to managing the GPO’s Strategic Roadmap, the Process Councils facilitate the maturity and growth of our key Global Processes.
Building One Finance 150 years of helping the world thrive
Agenda CadenceStakeholder Group
Performance Metrics:(a) Alignment on Process Metrics definition & Target(b) Discuss key performance metrics and ways to consistently meet /
exceed performance targets(c) Deep dive on Operational Challenges and ways to overcomeIdeation and Intake Process:(a) Review of new Initiatives, approval and prioritization (b) Identification and Alignment of the required resourcesProductivity / Initiatives:(a) Track delivery against Productivity target, both executed & future
forecast and make adjustments as needed(b) Alignment on Methodology of Calculations for Productivity(c) Updates on various GPO initiatives / CI / PI Initiatives
Op
era
tin
g C
om
mit
tee
GPO
GPM
Process Architect
Process Specialist
Program Manager
CBS
Tower Lead
Global CI Tag
Performance Manager
Reg. A&F
Reg. Process Improvement
Tech
no
logy
C
om
mit
tee Technology Projects:
(a) Alignment on target Technology architecture for the process(b) Review of new technology Initiatives, approval and prioritization(c) Identification and Alignment of the required resources(d) Regular review of project status and budget
Monthly
60 Min
GPO
GPs
Process Architect
Program Manager
Global IT
BRM
Solution Owner
Enterprise Architect
Relevant IT PMs
Stra
tegi
c C
om
mit
tee
GPO
GPM
Process Architect
Program Manager
Global IT
Solution Owner
CBS
Tower Lead
Global CI TagA&F
A&R Rep
Reg. PI Lead
Process Strategy:(a) Define the ‘North Star’ vision for Accounting & Reporting(b) Align on shared agenda for fiscal for GPO, CBS, A&F, PI(c) Set, refine and track the strategy(d) Drive required Communication & Change Management(e) Creation and Alignment on the Roadmap