1. Quote / Order To Cash (O2C)
A Brief Overview ]
John Choate – National Chair
Program Management &
Maintenance Strategies (PMMS) SIG
Scott Pezza – Research Analyst
Aberdeen Group
[ CHAVONE JACOBS
ASUG INSTALLATION MEMBER
MEMBER SINCE: 2003
[ COREY PEARSON
[ ALLAN FISHER ASUG INSTALLATION MEMBER
ASUG INSTALLATION MEMBER MEMBER SINCE: 2008
MEMBER SINCE: 2008
2. [ What is Order To Cash ?
Order to Cash normally refers to the Enterprise Resource Planning (ERP)
process in which taking customer sales (direct from the customer ) orders
via different sales channels, such as email, internet, sales person, fax or by
some other means like EDI, and then fulfilling the order, shipping, logistic
and then generating an invoice and collecting payment for that invoice and
then receipt.
CASH IS KING !
It is also the lifeblood of any company and it flows through the order-
to-cash cycle.
Real Experience. Real Advantage. 2
3. [ Pressures Driving a Focus on O2C
Pressure to reduce overall costs 67%
Risk of customer non-payment or default 29%
Customer demand to improve service levels 29%
Inability to accurately forecast cash flows 21%
Rising cost of servicing major customers 19%
Customer pressure to extend payment terms 19%
0% 10% 20% 30% 40% 50% 60% 70%
Percentage of Respondents, n = 140
Source: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011)
Real Experience. Real Advantage. 3
4. [ Objectives of Order to Cash Improvement
Reduce Days Sales Outstanding (DSO) 54%
Improve cash flow forecasting/guidance 42%
Reduce receivables processing cost/time 36%
Reduce 'customer-to-cash' or 'order-to-cash' 35%
cycle
Improve transaction efficiency 34%
Manage credit risk, losses from bad debt, and 30%
collections expense
0% 10% 20% 30% 40% 50% 60%
Percentage of Respondents, n = 140
Source: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011)
Real Experience. Real Advantage. 4
5. [ TYPICAL AREAS AFFECTED BY OTC CYCLE
An “Integrated “ End to End Process
Customers
Sales and Marketing
Customer Service - Order Entry
Finance and Accounting
Operations
Distribution
Customers (Cash)
Real Experience. Real Advantage. 5
6. [ Order To Cash Process
1. Request for Quotation (RFQ)
Sales Order with quotation reference
Product Allocation (ATP/gATP)
Credit Limit Check
Service charges
Bill of Material (BOM)
Real Experience. Real Advantage. 6
7. [ Order To Cash Process
1. Delivery
Picking with automatic transfer order
creation and confirmation
Picking with manual transfer order creation
Confirmation
Packing
Posting goods issue
Invoice
Payment by Customer (Cash)
Real Experience. Real Advantage. 7
8. [ Simple Business View – Order to Cash
FINANCE (FI) SALES (SD) WAREHOUSE (WMS)
Quotation
Sales Order with Ref. to
Quote
Credit Limit Check Availability Check and Allocation
Unlock Sales Order
Delivery Approved
Pick
Pack
Post Goods
Ship
Bill
Payment
Real Experience. Real Advantage. 8
9. [ Symptoms of BROKEN Order To Cash Process
High order-taking error rates
High order-fulfillment error rates
High DSO (Days Sales Outstanding) rates
High cost of dispute resolutions
Inefficient/ineffective collection processes
Long-term losses due to customers going to better
managed companies for product/services
Real Experience. Real Advantage. 9
10. [
• Pressures: External forces that impact an organization’s market position,
competitiveness, or business operations (e.g., economic, regulatory,
technology, competitive, etc.)
• Actions: The strategic approaches that an organization takes in response
to industry pressures (e.g. product/service strategy, target markets, go-to-
market, and sales strategy)
• Capabilities: The business process competencies required to execute
corporate strategy (e.g., skilled people, brand, market positioning, viable
products/services, financing, etc.)
• Enablers: The key technology/solutions required to sup-port the
organization’s business practices (e.g. development platform, applications,
connectivity, user interface, training and support, etc.)
Note: Aberdeen utilizes a proprietary research framework called PACE to systematically and objectively develop its research
findings.
Real Experience. Real Advantage. 10
11. [PACE Framework Applied To Order To Cash
Pressures (P):
Reduce overall costs
Actions (A):
Streamline front and back office administrative processes to
remove non-value steps.
Automate process flows with electronic workflow
technologies.
Real Experience. Real Advantage. 11
12. [ PACE Framework
Capabilities (C):
Standardized enterprise-wide procedures through quotation to
order, order to delivery, and credit/cash collection.
Up-to-date order, delivery, and billing information is available in
real time, on demand.
Manufacturing and/or service operations are integrated and
coordinated with customer service, logistics, and delivery
organizations.
Real time measurement of on-time delivery, inventory, DSO,
profitability, and cash position.
Real Experience. Real Advantage. 12
13. [ PACE Framework
Enablers (E):
ERP - integrated order entry, procurement, production/resource
planning and execution, and financial management
Event management (triggers and alerts)
Electronic interfaces to banks and customers
Web-based and electronic sales order management application
Credit management solution
Electronic Invoice Presentation and Payment solution
ERP features or extensions:
Customer Relationship Management (CRM)
Advanced Planning and Scheduling (APS)
Available to Promise (ATP)
Real Experience. Real Advantage. 13
14. [ Key Metric’s For OTC Process
Quotation and Sales Order (SO) Management Aging
Order Fulfillment Period
On Time Delivery (OTD) - %
Perfect Order
Finance/Accounting
Invoice
Payments
Collections
Real Experience. Real Advantage. 14
15. [ Performance Results: Best-in-Class (Top
20%)
31% improvement in order-to-fulfill cycle time
97% complete and on-time shipments
33.5 DSO
3.3% of AR past due
1.3 days for payments to clear the AR ledger
16.2% of invoices require manual intervention
2.6 days from completion of product/work to invoicing
Sources: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011);
Aberdeen Group, The Order-to-Cash Cycle: Integrating Business Processes to Improve Operational Performance (March 2008)
Real Experience. Real Advantage. 15
16. [ Best-in-Class AR Technology Profile
60% Best-in-Class All Others
50%
50% 47%
43% 43%
40% 37% 37%
33%
30% 26%
23% 23%
20% 18%
12%
10%
0%
Integrated BI / Electronic Performance Event Customer
Order-to-Cash Analytics Workflow Dashboards Management Portal
Systems
Source: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011)
Real Experience. Real Advantage. 16
17. [ Performance Results : Average (Middle 50%)
15% improvement in order-to-fulfill cycle time
88% complete and on-time shipments
48 DSO
8.6% of AR past due
4.1days for payments to clear the AR ledger
44.9% of invoices require manual intervention
3.9 days from completion of product/work to invoicing
Sources: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011);
Aberdeen Group, The Order-to-Cash Cycle: Integrating Business Processes to Improve Operational Performance (March 2008)
Real Experience. Real Advantage. 17
18. [ Performance Results : Laggard (Bottom 30%)
9% improvement in order-to-fulfill cycle time
83% complete and on-time shipments
58 DSO
16.1% of AR past due
11.7 days for payments to clear the AR ledger
79.9% of invoices require manual intervention
6.1 days from completion of product/work to invoicing
Sources: Aberdeen Group, The Order-to-Cash Cycle: Enhancing Performance with Process Automation (July 2011);
Aberdeen Group, The Order-to-Cash Cycle: Integrating Business Processes to Improve Operational Performance (March 2008)
Real Experience. Real Advantage. 18
19. [ Increasing Your Success on Order To Cash
Implement or expand automation of the order-to-cash cycle.
Standardize procedures for quotation and order management.
Integrate order entry, credit, billing, and collections.
Investigate benefits of event management and automated alerts.
Centralize customer risk information in a single location.
Keep up on regular scoring of the A/R portfolio.
Continue growing electronic volumes of POs, invoices, and
payments.
Real Experience. Real Advantage. 19
20. [ Key Take Away Items on Order To Cash Process
Why is Order To CASH so important?
What functional organizations are key to the integrated process?
What are symptoms of a broken process?
What is PACE?
Name 2 key metric’s for the O2C process.
Where does your company rank ?
Best-in-Class
Average
Laggard
Real Experience. Real Advantage. 20
21. [ Key Financial Take Away Items
Improving efficiency addresses both the top pressure (cost)
and the most-cited objective (DSO)
Improvement comes from streamlining internal processes
and making it easier for customers to work with you
Understanding your current and prospective customers can
help reduce non-payment risk and tailor collections
strategies
Communication, between departments and with your
customers, is key to efficiency and visibility into cash flows
Real Experience. Real Advantage. 21
22. [
]
Thank you for participating
PMMS SIG / Aberdeen Group
Real Experience. Real Advantage. 22