- #ACCENTURE CAREERS AP INVOICER FULL#
- #ACCENTURE CAREERS AP INVOICER PLUS#
- #ACCENTURE CAREERS AP INVOICER PROFESSIONAL#
“Reducing our Request-to-Order cycle time by two full business days globally is a very significant result,” Hamara points out. The visibility provided by process mining enabled Accenture to have fact-based conversations with their stakeholders about potential areas for improvement, and cut down Request-to-Order cycle times by 50%. “Having that structured visibility, identifying the problems and how we can fix them and reducing the variance in the process is extremely valuable for us.” Reducing Request-to-Order cycle times by 50%
“Driving standardization in a decentralized organization across multiple geographies is very important, and Celonis’ process mining gives us the insight we need to do that effectively,” says Krisztina Hamara, Global P2P Process Lead at Accenture. As a CPO, my role is to identify where I can streamline or eliminate certain things to release funds that I can then use to create additional value and give us that competitive edge.” He adds, “Process mining is mission critical for every Procurement function, but especially for a Procurement function like the one I'm running, driven by the need to enable the business and make it competitive.
“So we can challenge the mentality of ‘Oh, this is how we’ve always done it,’ and really take the time and have the courage to eliminate things that were relevant, but are not anymore.”
“You need visibility over your end-to-end processes to realize what you can eliminate,” notes Nowosel. “We had 14,000 different ways to get a requisition through the system. “Even with single global instances of our ERP and SAS solutions, and single global teams administering the process across these instances, it’s incredible how much variation still exists in our processes,” says Patricia Miller, Managing Director, Digital Transformation, Procurement+ at Accenture. Getting end-to-end visibility of the P2P processĮven within an organization that pioneers best practices, like Accenture, processes can become complex over time due to constantly changing regulations, guidelines, and legal and governmental requirements. “So technologies like Celonis are there to make the transactional side as efficient, as transparent, and as predictable as possible so that I can invest in the relationship side.” But as a Chief Procurement Officer, I am also responsible for the ‘hygiene’ side of the house,” notes Kai Nowosel, Accenture’s CPO, referring to procurement’s traditional areas of responsibility - the ‘buy’, ‘supply’ and ‘pay’. “The ‘Plus’ is really to highlight that the function I'm running goes beyond a traditional, operational Procurement function, because the Procurement function of the future is a network relationship organization. 360-degree relationships with their suppliers are paramount, as is staying true to Accenture's brand value and market reputation with every transaction. Their goal is not only to enable the business by covering all the transactional aspects of Procurement quickly and efficiently, but to do so while driving innovation and responsible buying.
#ACCENTURE CAREERS AP INVOICER PLUS#
Their internal Procurement function - called Procurement Plus - includes the whole Purchase-to-Pay value chain, from Procurement to Accounts Payable.
#ACCENTURE CAREERS AP INVOICER PROFESSIONAL#
The globally-renowned professional services company has more than 624,000 employees working for over 75% of the Fortune 500 and generates revenues of more than $50 billion a year.
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