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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
The Era of Transformation: Driving Efficient Digital Strategies - Amanda Prochaska
W h a t W e P r o c u r e a t M G M
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
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
MGM Resorts International Confidential Information/ May Include Trade Secrets. Do Not Distribute ©2015 MGM Resorts International. All Rights Reserved
6
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
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
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
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
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
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
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
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
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

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The Era of Transformation: Driving Efficient Digital Strategies - Amanda Prochaska

  • 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