Fontys accelerates Source-to-Pay with baseline measurement of the S2P process
Fontys is a merger organization with several major locations in Venlo, Eindhoven and Tilburg, among others. Partly due to this geographical spread, business operations are organized decentrally and not 100% harmonized. In practice, this led, for example, to different methods of ordering and invoice processing. With a short, sharp baseline, S2P & More provided insight into the process and Fontys laid the basis for a concrete project plan.
What was the challenge for Fontys?
The core challenge was not only the difference per location, but especially its effect: different routes, exceptions and own interpretations in the P2P process. This resulted in longer lead times, extra coordination and insufficient clarity in roles and responsibilities. Fontys was looking for grip: insight into where variation really adds value and where standardization is needed to work faster, more predictable and more manageable.
The strength lies in the combination: interviews, workshops and data analysis.
How did we approach the baseline measurement?
Together with Fontys, we carried out a baseline measurement to get a quick and factual insight into the Source-to-Pay process. We combined interviews and workshops with stakeholders at various levels with data analysis.
“It was an interesting period in which we organized a lot and gathered knowledge in a short time. Inspired by the established format from you: it was immediately clear to us that you carry out such baseline measurements regularly.” According to Quinten van de Wijdeven.
This is how we identified bottlenecks and variation, but also volumes, processing times and exceptions. The result was one shared picture of the current situation and a clear basis for making choices.
What did the baseline measurement provide for Fontys?
The baseline measurement concretely showed where there was fragmentation, what this meant for lead time and division of work and where the best opportunities for improvement lay. Fontys used the insights as a basis for the current harmonization project, for prioritizing quick wins and structural improvements. In addition, it provided extra value for the provision of information, with more control, reporting and the conversation about performance in the chain.
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