Case 03 / P2P · Operating model · Payments
A leaner P2P operating model and payments team
Controls automation, process mining, payment automation and team design, delivered step by step over several years.
01 The problem
Shared services organisations grow faster than their governance. Manual controls, manual payments and unclear team structures stay in place long after the volumes change, and without process data it is hard to see where the effort really goes.
02 Who it was for
AP and payments teams, GBS leadership, and the regional finance leaders who rely on the service every day.
03 My role
Global process ownership for Procure to Pay: defining the operating model, the KPIs and the team structure.
04 The process
Process mining with Celonis and Signavio made the effort visible. Controls and payment proposals were automated, manual payments were reduced, and teams were reorganised around the new way of working.
05 The numbers
06 Key decisions
- a.Use process mining to find the effort before redesigning teams
- b.Automate first, then reorganise around the new way of working
- c.Deliver in small steps that each carry their own number
The result
14 FTE of capacity released, ≈19,000 hours a year, and €548k in yearly savings.
07 What I learned
Operating models fail in the exceptions. The design work that matters most is deciding what happens when the standard does not fit.