Beyond finance and accounting, many companies are characterized by heterogeneous, uncoordinated processes with a multitude of process interfaces. Process mapping and its further development often do not keep pace with changes in business models and are often not addressed due to capacity bottlenecks and fear of change. This results in competitive disadvantages that should not be underestimated.
Scarce resources may not be the only reason for such disadvantages. Other causes may be heterogeneous system landscapes, limited use of existing functions and processes in the software systems, silo thinking or insufficient process understanding in the areas. A lack of process integration across the function boundaries is often dealt with by using procedural workarounds in the process flow. This increases costs (process costs) through redundant or extensive sub-processes and activities.
Often, a lack of integration affects employees in finance and accounting in particular and leads to non-value-adding activities and inefficiencies. A prominent example is the lacking integration of procurement and outgoing payment processes, as a sub-process of the main process purchase-to-pay (P2P). Missing controls and approvals at the beginning of the process chain result in complex control steps and reconciliation rounds for invoice verification and outgoing payments. Thus not only are unnecessary expenditures generated, but also compliance requirements can only be fulfilled insufficiently.
Business Processes along the Value Chain
As part of the holistic approach, we consider it indispensable to consider business processes along the entire value chain. This also includes breaking down the functional view of development, planning, purchasing, production, logistics and sales, which is often deeply rooted in companies, and creating a broad, cross-departmental understanding among all employees. Transparency, especially in the interfaces, clear process responsibility and the unambiguous commitment of the company management are central building blocks for a successful change process. In addition to the technical integration, the underlying IT systems are also an essential building block for the establishment of continuously integrated processes. Depending on the environment and landscape, different approaches or a combination of these can be considered to increase the degree of integration and process maturity:
- Establishment of continuous end-to-end (E2E) process thinking (“away from the functional silo”)
- Adaptation of Process Flows
- Integration of heterogeneous systems, e.g. through automated interfaces, use of technologies for process automation (RPA – Robotic Process Automation), replacement of isolated solutions
- Use of the integration possibilities for existing systems, e.g. consistent use of the functionalities in an integrated ERP system
- Extension of the landscape with additional components and systems
Establishment of Integrated End-to-end Processes
We will support you in defining, developing and optimizing integrated end-to-end processes beyond the boundaries of finance IT (purchase-to-pay, order-to-cash, etc.). Our process management approach will let us support you holistically from the qualitative and quantitative process analysis, the derivation of harmonization and transformation potential, and the definition of adequate implementation measures, to process documentation and implementation as well as roll-out. In addition to the technical end-to-end view, we also include the process-supporting IT systems and define the necessary state-of-the-art adjustments and implement them together with you and your employees by using a structured change management process. We use appropriate process reference models and implement them in your new tools to be introduced, if necessary. The best fit practice for your company is always the priority for us. In doing so, we make use of a targeted analysis of existing process structures and the determination of the degree of process/integration maturity. We analyze on the basis of cause and, if possible, in an automated way on the basis of actual process data (process mining) and derive possible potential for optimization and alternatives. In addition to defining a concrete plan of action and implementation, we accompany companies and their employees in the implementation of the projects and support them both in terms of content and technology. In doing so, we will help you establish continuous process thinking as well as the securing of a sustainable idea of change among all stakeholders. We draw on a proven process model and the necessary process and IT experts and also support you in optimization, risk reduction, increasing transparency, professionalization and service support with proven and established methods (including lean management, Six Sigma).
We can also supplement our services by adding our comprehensive service portfolio, which includes automated process preparation, mapping and control via automated workflow tools and initial or ongoing monitoring by using process mining technologies.
If you are interested or have any questions, please contact us.