Order to Cash Project ( Time to Invoice), TTI for a leading oil and gas company based in Libya. Diagnostics, current state presentation, used to drive the workshop, to drive team toward solution.

1. Author : Tahir Rafiq
Project Start Date:
ATR Consulting Limited
February 2011
TTI Workshop (Time To Invoice)
atr
Tahir Rafiq
Applying automotive best practice in the Oil & Gas Industry.....

2. 1atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Tahir Rafiq
11:15 12:00 Analysis Tahir Rafiq
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
1

3. 2atr
Agenda
Day 2
Start End Topic Presenter
8:00 8:30 Breakfast
8:30 9:00 Previous Day’s Review Tahir Rafiq
9:00 11:00 Session 3: Process Development & Explanation Group Participation
11:00 11:15 Break
11:15 1:15 Session 4: Process Development & Explanation Group Participation
1:15 1:25 Workshop Feedback (Plus , Minus) Tahir Rafiq
1:25 2:25 Lunch
2

4. 3atr
Libya Country Summary Client Set Up
Baseline DSO
4. Base 20
5. Base 30
6. Base 40
Client Locations:
1. Tripoli Base – HQ
2. Benghazi Base
3. Base 10
Client Main Site is in Tripoli.
GM, Operation managers,coordinators and billers are based in Tripoli.
A small team is based in Banghazi to support the operation in base 10
Base 10 is the main base. 80% of the activities arise from Base 10
Base 20 is the second largest base, it represents 15% of the activities.
Bases 30 and 40 are small bases and represent less than 5% of all activity.
Country Daily revenue Baseline DSO
Baseline
Accrual
Baseline Accrual % of Rev Baseline Past Due
Baseline Past Due %
AR
Libya 500 250 days $20,000 230% $ 50,000 40%
Please note . Above figures have been changed because of confidentiality
Libya
3

5. 4atr
Time to Invoice Initiative
Project Participants
individuals / Groups
Global Project Team  Client side : Business Processes Director  Global Partner OTC Program Strategy ( Consultancy)
 Regional Director – Global Program Management ( Consultancy)
Project Team  Client side - Libya Team Project Mgr
 Tahir Rafiq – Country Lead ( Consultant)
 Consultant – Country Support
 Client side – MENA Region Business Process Manager
 Consultant – MENA Regional Lead
Workshop
Participants
 Muftah Buzehra
 Imad Awad
 Sinan Mumtaz
 Fawzi Khatab
 Saif Alheureithi
 Shadi Saraf
 Amir Basha
 Wekhaa Abugaseam
 Nadia Bourouga
 Osama Amar
 Mohamed El Boraie
 Hamza Turki
 Ahmed Badr
 Amjad Qaffaf
 Heba Shakmak
 Benoit Pinson
 Khalid Atti
 Abdu Salam Kichdan
 Ali Samin
 Hatem I.Albarouni
 Moussa Dahoumani
 Rifaat Seleem
 Sara Esheen
 Mohamed Mahmood
25 Participants
4

6. 5atr
 Workshop Objectives & Guidelines:
 Session is designed to stimulate open & honest discussion
 All questions & inputs are welcome and encouraged!
 Please do not interrupt your colleagues when they are speaking and let others finish their thoughts
 No open laptops, phones on silent
 Step out to take critical calls or wait until the next break
 Please keep to the times stated on the agenda 
 Breaks are scheduled throughout the day
 Breakfast & Lunch
 The Client has undertaken a number of Global Projects to save costs and improve performance.
 Finance & Accounting
 Time to Invoice (TTI)
 Credit & Collections
 Indirect Procurement
 Information Technology
 As part of TTI, the project team has worked together with a number of key people across product lines,
who helped to identify opportunities to decrease the time from Job Completion to Invoice
 To date, improved order to invoice processes have been implemented in the US resulting in significant
improvements

Workshop Objectives
Instructions & Guidelines
5

7. 6atr
Project Overview
Benchmark and Key Achievements
67
96
109
130
156
197
KSAJV
IRAQ
UAE
EGYPT
KSANJV
LIBYA
MENA Region DSO Stats
24-Jan 31-Jan 7-Feb 14-Feb 21-Feb 28-Feb 7-Mar 14-Mar 21-Mar 28-Mar 4-Apr 11-Apr 18-Apr 25-Apr
Assessment Phase
As - Is OTC Process Assessment Planning H
Identify and ValidateIn Country Participants, SMEs & Contacts
Send data request
Induction meeting with Country Manager
In Country Kick off meeting
Extract scheduling information from HR H
Send communication to interview participants (from Local leadership) H
Scheduleand ValidateIn Country interview Location(s) H
As - Is Process Information Gathering H H
Interview primary SMEs to understand process, technology & peoplerequirements H H
Identify major system functionality utilized H H
Gather and analyzedata H H
Send communication to workshop participants (from Local leadership) H
Scheduleand ValidateIn Country workshop Location(s) H
ScheduleIn Country Workshop - Formal Communicaton/ Meeting Invite
Document current roles, responsibilities & organizational structure H
Develop workshop presentation, templates and process flow strawman H
Conduct Country Specific Workshop #1
January February March April
Completed “As Is” process mapping.
Conducted process map and findings
validation sessions with key individuals.
Prepared analytics package.
Calculated baseline days to invoice (TTI).
Held project weekly status meetings
with the GM.
Identify and validate findings and
recommendations.
Identify risks and obstacles.
Design new process that meets the
business for now and future
requirements.
Hold Workshop 2 to validate process
design.
Implementation Plan
Key Achievements & next Steps
1 2 3Key Achievements During this Workshop Next Steps
6

8. 7atr
Working Capital Overview
Economy
Finance Markets
Regulatory
Market Strengths
Working
Capital
Requirements
Policy/Culture
Process
Organization
System/Tools
Metrics
Operational
Customers
Suppliers
Product/Service Mix
Business Structure
International vs. Domestic
Management
StrategicExternal
Ability to impactLow High
North
America ,
53, 1
Eastern
Hemisphere
, 37, 0
Latin
America ,
10, 0 North
America , 31
Eastern
Hemisphere
, 46
Latin
America , 23
North
America , 22
Eastern
Hemisphere
, 57
Latin
America , 22
Revenue – $5 billion Revenue – $10 billion Revenue – $30 billion
7

9. 8atr
Current Process & Findings
Invoice to Submission
20.2 days
Job Completion to Entry in JDE
66.3 days
Entry in JDE to Invoice
23.1 days
CausesofDelays
 Limited connectivity in the desert
resulting in long DT manual
processing
 Lack of focal point overseeing the
entire OTC cycle
 Inspection (for rented tools)
 Signature of DT
 Send DT from base to Tripoli
 Waiting for PO / WO from customer
 Reviewing the DT pack
 Reviewing draft invoices
 Submission pack to finance
(month end skewing)
 Issue final invoice
 Translation of PO /
WO / Contract
 Advance payment for
Tax
 Tax letter preparation
 Submission to
customer
 Customer Internal
process
 Rejection of invoices /
review / re-
submission
 Payment
Total – 228.4 days
Submission to pay
118.7 days
Job Completion
Date
Payment
Date
Invoice
Date
TTI – 109.6 days
138.9 days
Collection – 118.7 days
89.4 days
8

10. 9atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Lead Consultant (Tahir Rafiq)
11:15 12:00 Analysis Lead Consultant (Tahir Rafiq)
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
9

11. 10atr
Analysis : Current Process Maps
Sales Management Process
TTI – WFT Libya – Manage Sales Order
TSG–SalesManager
(Tripoli)
Operation–SalesCoordinator/PLManager
(Tripoli)
Customer
Additional Notes:System(s) Referenced: Policy Referenced:
2.
OR
7.
Review final
quotation and sign
approval Sheet
1.
Send RFQ
12.
Receive RFQ
13.
Prepare quotation
4.
Prepare quotation
with Operations
(commercial
terms / proposal)
5.
Prepare quotation
with TSG
(technical proposal
and discounts)
6.
Finalize quotation
in the approved
format
11.
Send to customer
9.
Register in the
quotation log sheet
and uplift
documents on the
server
20.
Send to customer
3.
Receive RFQ
14.
Finalize quotation
in the approved
format
Normally, TSG manager should review
and sign all quotations that go out to
customers, but sometimes ops send
directly the quotation to customer
Start of Process
19.
Review and sign
the approval sheet
10.
OR
17.
OR
16.
Uplift documents
on the server
RFQ are received in different ways: by email, phone, fax and
even verbally in meeting. It comes to operations, TSG, BD or
even to GM.
This is the proper route in dealing
with RFQs, but because of shortage
in manpower, operations do not wait
for TSG and prepare quotation
Quotation can be sent by operations or TSG, no rules for that.
21.
Receive quotation
22.
Accept
25.
Send official
email / fax of
acceptance / PO /
WO
31.
Give go ahead for
operations
Quotation approved format (Word template) should be used
for all quotations that go out to the customer. But sometimes
Ops do not use the approved format.
Quotation is sent by email unless
customer asks for hard copy
23.
Negotiation
NO
End of Process
End of Process
24.
Review quotation
YES
YES
NO
15.
Sign quotation
8.
Sign quotation
18.
Send to TSG for
review signature
of approval sheet
(internal use)
Approval sheet is for internal use only. It should be attached
with the quotation and sent to different stakeholders for review
and approval (signature of the approval sheet). Ops
supervisor, Ops manager, TSG manager and GM are the
invited to sign the approval sheet. The approval sheet is then
filed with the quotation documents with TSG.
TSG coordinator checks on regular basis the server and
updates the quotation log sheet.
Some Ops do not uplift their documents on the server (no full
visibility for TSG on their quotations)
26.
OR
28.
Forward to Ops
Cc finance
29.
Update server
30.
Receive official
email / fax of
acceptance / PO /
WO
27.
Receive official
email / fax of
acceptance / PO /
WO
Generally Ops start the job with the letter of acceptance
only without waiting for PO.
For some product lines / customers, they do insist on the
PO and do not start the job before getting it.
For some product lines, it is not possible to get the PO /
WO before the end of the job because customer cannot
estimate the required job before hand.
TSG coordinator updates
the server and the log sheet
10

12. 11atr
Analysis : Current Process Maps
Dispatch of Delivery Ticket to Tripoli
TTI – WFT Libya – Send DT From 103 to Tripoli
BaseManager
(Base103)
AdminOffice
(Tripoli)
CustomerOffice
(Benghazi
Region)
BenghaziOffice
(Banghazi)
WarehouseSupervisor
(103Base)
ProductLineSupervisor
(103Base)
1.
Prepare DT and
supporting
documents
6.
Receive DT packs
Excel spreadsheet
2.
Submit to admin in
103 base
3.
Receive DT pack
4.
Update the
Delivery Ticket
Register
5.
Consolidate packs
and send to
Benghazi
Twice a week by regular
taxi / pick up
10.
Send by Aramex
to Tripoli office
11.
Receive courier at
reception
12.
Distribute mail to
different product
lines
7.
Secondary Sign Off
Required from
Customer (Benghazi
region)
Additional Notes:System(s) Referenced: Policy Referenced:
NO
8.
Second signature
on the DT from
customer at HQ
YES
9.
Receive DT from
customer
End of Process
3.
Make a copy of DT
pack and file it
3.
Prepare packing
list
Excel spreadsheet
3.
Send a copy of DT
pack and packing
list to Base
Manager
Sirte follows this route
11

13. 12atr
Analysis : Current Process Maps
Billing Process Part 1
12

14. 13atr
TTI – WFT Libya – Invoice Customer – Part 2
Submission to customer
Customer’sOffice
(Tripoli)
AccountManager
(WFTTriopli)
AccountsSupervisor
(BenghaziOffice)
CollectionSupervisor
(Tripoli,MainOffice)
Billers
(Tripoli,MainOffice)
System(s) Referenced: Policy Referenced: Additional Notes:
28.
Make 2 or 3
copies of the
invoice pack
40.
Submit to
customer
41.
PROCESS:
Collection
Process
End of Process
Part 2
30.
Customer in
Benghazi area
NO
32.
Double check the
invoice pack
34.
Invoice pack ok
37.
Submit to
customer
35.
Ask billers for the
PDF version of the
invoices that need
changes
JDE not able to raise
invoices as per customer
requirements
YES
31.
Send invoice pack
to Benghazi office
YES
NO
38.
PROCESS:
Collection
Process
End of Process This process is designed for
Shell as Shell requires a single
focal point for all activities
(from order to cash)
39.
Customer deals only
with account
manager
NO
NO
YES
NO
YES
YES
42.
Submit invoice
packs to contract
holder
43.
Review with
Contractor holder
invoice packs
46.
Fix errors with ops.
and billers
44.
Invoices approved
by Contract holder
49.
Submit invoices to
client’s finance
department
48.
Sign invoices by
Contract holder
45.
Correction on site
possible
47.
Fix errors on site
with contract
holder
50.
PROCESS:
Collection
Process
End of Process
33.
Attach original fax
order / PO / WO if
any
Invoice packs are sent
with DHL or Aramex
36.
Manual adjustment
of the invoice pack
(font size, code of
prices, Ts & Cs)
Around 10% of invoices
are modified in Benghazi
office
29.
Keep a copy in
filing room
Analysis : Current Process Maps
Billing Process Part 2
13

15. 14
150
165
196
218
203 206
231
243
235
218
190
197
atr
Libya Aged Analysis
Root Cause Analysis Reveals a Bottleneck within Operations (33%)
WFT Libya Monthly DSO Performance ( Days)
33%
22%
14%
13%
7%
5%
3%
2%
Inventory Issues
100%Problems with Operations
(DT, supporting docs…)
External Problem
Not identified
Not identified
Waiting for PO / WO
Contract Amendment
Root Cause Analysis (Accruals)
14

16. 15atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Lead Consultant (Tahir Rafiq)
11:15 12:00 Analysis Lead Consultant (Tahir Rafiq)
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
15

17. 16atr
Lunch
Uninvited Guests
16

18. 17atr
Agenda
Day 1
Start End Topic Presenter
8:30 9:00 Breakfast
9:00 9:15 Introduction Country GM
9:15 9:30 Project Overview Client Lead
9:30 10:00 Working Capital Overview Client Lead
10:00 10:15 Break
10:15 11:15 Current Process & Findings Tahir Rafiq
11:15 12:00 Analysis Tahir Rafiq
12:00 12:30 Lunch
12:30 12:50 Workshop Brief Tahir Rafiq
12:50 2:50 Session 1: Process Development & Presentations Group Participation
2:50 3:00 Break
3:00 5:00 Session 2: Process Development & Presentations Group Participation
17

19. 18atr
Best case calculated TTI
Baseline TTI
LowEffortMediumEffortHighEffort
13 days
Findings
3 days
10 days
8 days
Current structure of the Billers role
No Performance Measurement or Targets in place to monitor the OTC Cycle
Impact in Days
There is a Gap of approx 20 days between JDE invoice date and the final submission date to the customer
Lack of focal points / Account Managers for Customers
5 days
Communication barriers between Finance and Operations, leading to inaccuracies in invoices4 days
80 Percent of invoices are generated in the last 10 days4 days
Invoice delay due to Inspection of tools , takes up to 10 days (FRE & Rental)4 days
Different signoff requirements exist across product lines, with different supporting documents2 days
Accumulation of DT's at Warehouse
Complicated pricing structure which is very difficult for staff to understand2 days
DT's are handled in an ad hoc way in Tripoli2 days
PO is issued after job completion, causing delays in the invoicing process downstream1 days
DT's are sent to Tripoli via Benghazi3 days
There are differences across product lines for recognising Revenue
There is a lack of follow up after Invoice Submission
110 days
45 days
Late return of signed DT’s by 3PL for sale items (LHS + CEM)1 days
TTI Best Case Calculations
Initiatives with time savings in Days
18

20. 19atr
Group 1 Group 2 Group 3 Group 4
Findings
Manage
Contracts
Manage Sales
Orders
Manage
Delivery
Invoice Customer
Finding 1
Finding 2
Finding 3
Finding 4
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
System 1
System 2
System 3
System 1
System 2
System 3
System 1
System 2
System 3
People1
People2
People3
System1
System2
System3
Process1
Process2
Process3
People1
People2
People3
Process1
Process2
Process3
People1
People2
People3
System1
System2
System3
Process1
Process2
Process3
Process1
Process2
Process3
People1
People2
People3
System1
System2
System3
Process1
Process2
Process3
People1
People2
People3
People1
People2
People3
System1
System2
System3
Process1
Process2
Process3
People1
People2
People3
Process1
Process2
Process3
System1
System2
System3
System1
System2
System3
System1
System2
System3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
System 1
System 2
System 3
System 1
System 2
System 3
System 1
System 2
System 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
System 1
System 2
System 3
System 1
System 2
System 3
System 1
System 2
System 3
People 1
People 2
People 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People 1
People 2
People 3
Process 1
Process 2
Process 3
System 1
System 2
System 3
Process 1
Process 2
Process 3
People
Process
System
Post it Notes
Workshop Out PutLogic
Each recommendation
or solution can be
further broken down
Into themes
Process Development Workshop
Output : Group Findings Matrix
19

21. 20atr
Session 1 : Process Development & Presentations
Findings Manage Contracts
G1
Manage Sales Orders
G2
Manage Delivery
G3
Invoice Customer
G4
Finding 1
Different signoff requirements
exist across product lines, with
different supporting documents
There are differences in
methodologyacross product lines
for recognizing Revenue
Invoice delay due to Inspection of
tools , takes up to 10 days
Current structure of the Billers
role
Prompts Prompts Prompts Prompts
1. How can we speed up the process
of acquiring a signoff (DT +
Timesheet)?
2. What criteria should determine if a
secondary signature is required?
3. How many days are acceptable,
when waiting for a customers
signature?
4. Can we get the DT signed at rig site,
rather than the Drilling Office ?
5. Is it necessary for a customer to
sign a DT for sales items in addition to
a loading note ?
1. When should we book revenue?
2. Which method or process should we
follow to book revenue?
3. Is there consistency across the business
for booking revenue?
4. Should we book revenue before
receiving the purchaseorder from the
customer?
5. What is the impact of accruals on
customer credit limits, when booking
revenue?
6. How should we book revenue for new
customers?
1. How can we speed up the inspection
process?
2. Is this a resource issue?
3. Should we wait until inspection is
complete to invoice the customer?
4. What other options do we have to
ensure compliance ?
1. How can we make their role more
challenging & interesting?
2. What can we do to integrate
them more into the business ?
3. Are the contracts too complex
and too large for staff to search for
key information to verify DT
queries?
4. Do invoicing staff understand
requirements with regards to
supporting documentation for all
customers?
5. How should we track and
communicate invoicing
requirements to all concerned staff
?
20

22. 21atr
Findings Manage Contracts
G1
Manage Sales Orders
G2
Manage Delivery
G3
Invoice Customer
G4
Finding 2
Lack of Focal Points / Customer
Account Managers
Communication barriers between
Finance and operations, leading to
invoice Inaccuracies
DT's are sent to Tripoli via
Benghazi
80 Percent of invoices are
generated in the last 10 days
Prompts Prompts Prompts Prompts
1. How can we improve the
management of the OTC Cycle by
achieving better;
- Visibility?
- Trackability?
- Ownership?
- Improved Customer Account
Management?
2. Top two customers represent 50%
of trade AR against 40% revenue?
How can we increase communication
between Finance & Operations?
1. What, When, Where & How often
should they communicate.?
2. Should the communication be formal
or informal?
3. What should be tracked & measured?
4. How will you deal with outstanding
issues (measure & track)?
1. Why is it necessary to send DT's to
Benghazi?
2. Why does a DT need to be processed
in Tripoli ?
3. Can we start processing the customer
invoice before the DT arrives in Tripoli?
4. Where are the biggest opportunities
for improvement?
1. How can we prevent this skew of
invoices towards month end.?
2. Can we start the billing cycle
before receipt of original DT?
3. What is a reasonable cycle time
for invoice conversion from receipt
of DT?
Session 2 : Process Development & Presentations
21

23. 22atr
Agenda
Day 2
Start End Topic Presenter
8:00 8:30 Breakfast
8:30 9:00 Previous Day’s Review Lead Consultant (Tahir Rafiq)
9:00 11:00 Session 3: Process Development & Explanation Group Participation
11:00 11:15 Break
11:15 1:15 Session 4: Process Development & Explanation Group Participation
1:15 1:25 Workshop Feedback (Plus , Minus) Lead Consultant ( Tahir Rafiq)
1:25 2:25 Lunch
22

24. 23atr
4
17
9
System Process People
Group Session 1 Output
System
13%
Process
57%
People
30%
Group Session 1
57% of Recommendations were Process based
23

25. 24atr
1
16
9
System Process People
Group Session 2 Output
System
4%
Process
61%
People
35%
Group Session 2
61% of Recommendations were Process based
24

26. 25atr
Findings Manage Contracts
G1
Manage Sales Orders
G2
Manage Delivery
G3
Invoice Customer
G4
Finding 3
No Performance Measurement
or Targets in place to monitor
the OTC cycle
PO is issued after job completion,
causing delays in the invoicing
process downstream
Accumulation of DT's at Warehouse There is a Gap of approx 20 days
between JDE invoice date and the
final submission date to the
customer
Prompts Prompts Prompts Prompts
1. Which Key Performance Indicators
should we measure to assist and
monitor the OTC cycle?
2. What reports are available or need
to be available in JDE to monitor
performance?
1. How can we reduce delays in receiving
Purchaseorders (PO) or Works Orders
(WO) from the customer
2. Should customer PO/WO be recorded
and tracked ?
3. Who should take ownership of recording
& tracking PO/WO ?
4. Who else should be part of this process?
5. When should we follow up with the
customer ( for PO/WO) & who should be
responsible ?
1. Should this be part of Warehousing’s
responsibility ?
2. Should this responsibility be part of
their main job ?
3. Is this responsibility interfering with
Warehousing’s main job?
4. Who should be responsible for making
sure that the DT is dispatched from the
base?
1. How can we reduce the time it
currently takes for the taxation process ?
2. What are the constraints / flexibility
regarding taxation legislation
3. Do we have to wait till invoice
generation before we start this process ?
4. How can we reduce the time it
currently takes for the translation
process ?
5. Is the company translating the PO's
taking a long time? if so what can we do
?
6. What can we do to speed up the
process ?.
7. What other documents do we need
for the process?
Session 3 : Process Development & Presentations
25

27. 26atr
7
15
7
System Process People
Group Session 3 Output
Out Put
Recommendations
System
24%
Process
52%
People
24%
Group Session 3
52 % of Recommendations were Process based
26

28. 27atr
Lunch
Happy Guest
27

29. 28atr
Findings Manage Contracts
G1
Manage Sales Orders
G2
Manage Delivery
G3
Invoice Customer
G4
Finding 4
Complicated pricing structure
which is very difficult for staff
to understand (leading to
invoice inaccuracies)
Lack of Training on JDE, resulting
in limited usage of the system
DT's are handled in an ad hoc
way in Tripoli
There is a lack of follow up
after Invoice Submission
Prompts Prompts Prompts Prompts
1.How can we improve accuracy of
pricing?
2. How can we reduce the amount
of pricing verifications required on
jobsites between the field staff, the
base and HQ.?
3. Is the discount mechanism too
difficult for operational staff to
understand?
4. Is the price book shared with
front line staff and is it up to date?
5. Going forward should field staff
have access to pricing information?
1. How can we increase the usage of
JDE ?
2. Is everyone using the system
effectively ?
3. What is the current level of
usage ?
4. Do you think JDE should replace
shadow systems (excel) ?
1. How are the DT's received and
managed when they are delivered
from Benghazi ?
2. What are the major issues with the
existing process ?
3. How can we improve the
distribution process at Tripoli ?
4. Who should be responsible for
making sure that the DT is despatched
from the base. ?
1. Are rejected invoices recorded
and tracked?
2. Are we receiving written
explanations from customer
regarding rejections?
3. Are the reasons for rejections
recorded and challenged?
4. How can we reduce the
resubmission lead time ?
Session 4 : Process Development & Presentations
28

30. 29atr
Group Session 4
42 % of Recommendations were Process based
4
8
7
System Process People
Group Session 4 Output
System
21%
Process
42%
People
37%
29

31. 30atr
16
56
32
System Process People
Consolidated output from S1,S2,S3,S4
System
15%
Process
54%
People
31%
Group Session Consolidation & wrap Up
54 % of Recommendations were Process based
30

32. 31atr
End of presentation
Tahir Rafiq
Feedback would be greatly received and appreciated
31