Assess, design and deploy S2P process improvements to:

• Gain Enterprise-wide Spend Visibility and Analytics
• Standardize Sourcing, Purchasing and Payment Processes
• Drive End-user Adoption
• Maximize Procurement Productivity
• Ensure Regulatory Compliance
• Leverage Technology to Drive Value

• Increase timeliness and quality of the sourcing, procurement and payment processes
• Decrease transactional activities to free up capacity for strategic activities
• Increase information availability and reduce need for information brokering costs
• Reduce resources and costs associated with transaction processing
• Reduce contract non-compliance and off-contract buying which erode sourcing benefits
• Reduce the cost of purchased goods and services

• A.T. Kearney understands the specific business requirements to integrate across supply management processes
• We have comprehensive knowledge of the key capabilities and success factors in Source-to-Pay processes
• Insight gained from A.T. Kearney’s leading practice framework – the House of Purchasing and SupplySM – are utilized to identify the specific procesess and systems enablers, improvement opportunities and deployment strategies
• Our Assessment of Excellence in Procurement (AEP) study reveals the leading practices in wider-operating process management
• Through our numerous global experiences, we have extensive knowledge of S2P best practices and procurement technology deployment at leading companies
• A.T. Kearney is vendor agnostic, with  deep expertise in key Procurement Technologies, including Ariba, Oracle, SAP and many others

• We re-engineered a major Financial Services company S2P process to drive greater efficiency and visibility into procurement spend
• Its diverse product portfolio drove inconsistent purchasing processes across categories and even across vendors within same category. The technology deployment consisted of a collection of point solutions (Excel, Access, Lotus Notes) to support procurement transactional and reporting requirements. They were not capable of "end-to-end" spend visibility. Transaction processing was highly manual, prone to errors/re-work and redundancies. Non-standardized approval hierarchies led to inappropriate approvals
• We mapped its current S2P process and analyzed the process interaction between Procurement and Marketing organizations. Common procurement issues and specific business requirements across groups were identified, incorporating leading industry practices from A.T. Kearney client experience. We assessed the performance gaps with respect to leading practices and requirements. Collaboratively, we developed end-state solution and improvement opportunities with client working team and the action plan to achieve the end-state vision
• The results of these efforts included reduction in costs and resources through streamlined and automated S2P process that eliminated non-value added transactional activities. Increased adoption of eProcurement tools maximized competitive sourcing opportunities. Decision making was improved through increased visibility to consolidated enterprise spend with an overall reduction in point reporting solutions.