1. MGM RESORTS INTERNATIONAL
A m a n d a P r o c h a s k a ,
V P G l o b a l P r o c u r e m e n t
P M O
MGM Resort’s eProcurement
Transformation Journey

3. W h a t W e P r o c u r e a t M G M

4. MGM RESORTS INTERNATIONALMGM RESORTS INTERNATIONAL 4
MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved

5. MGM RESORTS INTERNATIONALMGM RESORTS INTERNATIONAL 5
P r o j e c t E n d e a v o r V i s i o n
N/A
Increasing our Revenue
Leverage scalable solution that
promotes contract compliance for
increased purchasing power
Using our Size and Scale
Optimize processes and minimize
rework through user-friendly
technology with mobile capabilities
Working more Efficiently and
Effectively
Improve supplier experience by
enhancing onboarding, providing
visibility, and paying within terms
Improve Guest Service and
Experience
Improve end-user satisfaction,
reduce paper, and enable
sophisticated spend analysis
Creating Long-Term
Competitive Advantage

6. MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved
6

7. MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved
World Class
Practices
Formalized end-to-end
process ownership and
governance
Continuous
performance and
compliance
measurement
Comprehensive and
formal master data
management strategy
User-friendly and
integrated enabling
technologies
Optimized buy-pay
channel strategy
To be best in class, end-to-end changes must be made for people, processes, and
technology. Technology implementation will enable the most impactful improvements.
People
Strategically evaluate
and optimize
organization structure
Offer training
opportunities to close
knowledge gaps
Process
Review current state
processes and identify
non-value add
activities
Implement formal
process ownership
and governance
Promote operational
excellence through
continuous
performance
measurement
Technology
Implement user-
friendly technology
that promotes spend
under management
Modern tool that
allows for e-invoicing,
enhanced vendor
experience, and
reduced payment time
Provide visibility
throughout the entire
cycle (Sourcing to Pay)
for improved
alignment between
Procurement and
Accounts Payable
P r o j e c t E n d e a v o r - T r a n s f o r m a t i o n A p p r o a c h
7

8. MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved
The Approach
8
Vertical Start
Up Risk
Assessment
Industry
Standard
Process
Starting Point
Work Stream
Ownership
Seek &
Document
Changes Early
Purposeful
Roll Out
Strategy
Success
Metrics
P r o j e c t E n d e a v o r – T a c t i c a l T o o l s

9. K e y T e n a n t s o f t h e T r a n s f o r m a t i o n
9
• Focus on comprehensive change & benefits
• Define what success looks like – in measurements
• Enforce policies
• Understand the go live is just the start

10. E n f o r c e m e n t o f P r o c u r e m e n t P o l i c y
10
No PO No
Pay
Contract
Signing
Delegation
of Authority
E-Invoicing
Desktop
Receiving

11. P o s t G o L i v e S u p p o r t
Focus Groups
Created forums for end
users to share their
experience and to share
improvements needed
“Coupa Corner”
deployed for buyers to
interact and learn from
project team during
transition
Training approach was
refined after each go
live to hit the mark most
effectively
Policy
Enforcement
Started with disputing
“No PO” invoices
Moved to disputing “No
PO” and Paper invoices
Resources focused on
working with suppliers
on resolving disputed
invoices
Continuous
Improvement
Tiger Team – 6 week
sprints for targeted
improvement
Customer Journey Map
Tips and Tricks
Communications
1
2
3

12. 12
A c c o m p l i s h m e n t s
• From 0% e-invoicing to 90%
• From ~40% to 100% PO based invoicing
• 90% pre approved spend
• Management of wires and check requests through the same
purchasing system
• 100% adoption of solution

13. 13
L e s s o n s L e a r n e d
• We focused so much on end user change management, but
should have placed just as much importance on Procurement
• Enforcing No PO No Pay required many more resources
upfront than expected – to assist suppliers and internal users
through change
• We have two customer service organizations (AP and
Procurement) that should have been merged before
implementation
• More change management should have been about
accountability and roles within process

14. MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved
Launch end to end PTP
system (Coupa).
eProcurement
SIM, Inventory
Management, Sourcing
Extend Coupa Capabilities CLM and Machine
Learning for Analytics
Contract Lifecycle Management
Automation of identified
Purchasing and Sourcing
processes
RPA and AI
O v e r a l l D i g i t a l J o u r n e y R o a d m a p
5
Leveraging and
Automating Data Insights
Data Insights

15. MGM RESORTS INTERNATIONAL
Q u e s t i o n s ?
A m a n d a P r o c h a s k a
C o n n e c t w i t h m e o n L i n k e d I n
B l o g : P r o c u r e m e n t U n s t u c k