Overview of

the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

3. End-to-End Processes

3. End-to-End Processes

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Definition of an End-to-End Process

An End-to-End process is a sequence of activities that:
is a logically connected series of tasks that serve a specific business
need
covers process areas that have dependencies on other process areas
ensures consistency between process areas
reflects the key activities across different process areas
identifies business critical touch points and aligns Master Data
elements
serves as a template for validation and integration of process areas

3. End-to-End Processes

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A process is an organized activity that adds value. It

is not a single activity but a connected series of
activities which logically fit together. End-to-End
processes group the related processes from
different functional areas, such as Procure-to-Pay ,
into extended 'value chains' which start at one end
of the business and finish at another end.
Process 1
(eg. Create
Contract)

Process 2
(eg. Send
Call-off)

Output from one process

=
Input for another process

Process 3
(eg. Enter Goods
Receipt)

Process 4
(eg. Perform
Payment of
Vendor Invoice)

3. End-to-End Processes

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

This presentation will cover following End-to-End

processes:

Purchasing of S&IM
Subcontracting
Vendor Managed Inventory (VMI)
P-Card Management
Vendor Life Cycle

Overview of
the Solution Set

Purchasing S&IM
Detailed Route map
& Best Practices

O
C

O
U
T
P
U
T
S

Introduction
Definition
Benefits
Triggers
Business Rules
Assumptions
Key Decisions
Change Impacts
High Level Process Flow
Key Roles
Process Variants
Links to other End-to-End
Understand Business Benefits
Understand Business Rules
Understand Key Decisions

Implementation
Approach

Detailed Route map

& Best Practices

Table of Contents

1.

Introduction

2.

Definition

3.

Benefits

4.

Triggers

5.

Business Rules

6.

Assumptions

7.

Key Decisions

8.

Change Impacts

9.

High Level Process Flow

10.

Key Roles

11.

Process Variants

12.

Links to other End-to-End

Purchasing S&IM
1. Introduction

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

One of the challenges for Purchasing is to provide leadership and

control in areas where it has not traditionally been involved. The
area of Services and Indirect Materials (S&IM) will need clear
directions in order to bring savings to the business.
Globe is providing standardization in these non-traditional areas,
which will allow Purchasing to aggregate where appropriate and
deliver further benefits.

Purchasing S&IM
2. Definition

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

This End-to-End process ensures that all Nestl procurement

of non-production related goods or services is performed
accurately in a speedy, simple and standard way.
This end-to-end process has two distinct but related parts:
Strategic / Tactical Process
which determines the appropriate procurement strategy for a
spend category and the selection of an appropriate
vendor(s).
Operational Process
which covers the steps from "need to procure" through to
"payment for received non-production related goods and
services". (e.g. MRO, office supplies, promotional items,
media).

Purchasing S&IM
3. Benefits

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A standardized process ensures that

purchasing is done in a professional way
throughout the company.
Proper co-ordination of purchasing activities
(including rationalization of vendors,
specifications & materials) will effectively
leverage the purchasing power of Nestl.
Clearly defined roles and responsibilities for cross-functional
teams will result in optimized decision making.
Purchasing information will be more visible and transparent as
a result of a standard common process and system.
Specifically, spends across organizations will be visible for predefined categories for both materials and services.

Purchasing S&IM
4. Triggers

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The need to procure an item that is not directly production

related.
Typically, this will be to meet a business requirement such as:

Supply replenishment
Breakage replacement
Transportation of goods
Maintenance
New Capex
Marketing and sales campaign
Training need
Outsourced service

Purchasing S&IM

5. Business rules 1/2

Overview of
the Solution Set

Implementation
Approach

The Key Business Rule is:

Use of a Nestl procurement process to acquire
Services & Indirect Materials is mandatory and all
spending is categorized via use of the Generic
Materials in the MDR or by characteristics
applied to materials created in the material
master.

Relevant KPIs
- Purchasing Organization scorecard
- Vendor scorecard

Heritage Systems
There are no interfaces to legacy systems in this
End-to-End process.

Detailed Route map

& Best Practices

Purchasing S&IM

5. Business rules 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Custom Developments
There is a custom development in Enterprise
Buyer Professional (EBP) to permit use of PCards.

High level business control

Control is provided within the procurement
processes. All processes must be auditable.

Vendor Master Data

The creation of new vendors and the use of one-time vendors,
together with the amendment of existing vendors, must be done
according to guidelines developed by Data Management.

Separation of Duties
This End-to-End process is designed to ensure clear separation of
duties via different roles e.g. order raiser, order approver, goods
receiver, accounts payable clerk.

Purchasing S&IM
6. Assumptions 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

That all Services & Indirect Materials

expenditures will be made via this Globe
E2E business model. (This expenditure
will therefore include such items as MRO
items, temporary labor, office supplies,
media, promotional items and training).
That approval levels are pre-determined
and embedded within the system. SAP
EBP (Enterprise Buyer Professional)
approvals will be consistent with those in
SAP R/3.
That the relevant purchasing process will be carried out by
those who have been assigned and trained in the relevant
procurement role. (This does not imply that all purchasing will
be done by the Purchasing department; rather that the relevant
functional area will have staff trained in the appropriate
procurement role.)

Purchasing S&IM
6. Assumptions 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

That a business procedure and workflow will

be developed by Data Management and will
apply to all requests for:
- the creation of new vendors.
- the use of one-time vendors.
- the amendment of existing vendor details.

The owning process area is Purchasing.

That segregation of duties will be as extensive as is practicable,
whilst recognizing employee trust and the relative importance of
the spend category.
Requirements coming out of Plant Maintenance will be either
directly via a Purchase Requisition for non-stock items or a
Purchase Requisition created by an MRP run. The process entry
point will be at the Process PO/Release Order point in the
process.

Purchasing S&IM
7. Key decisions

Overview of
the Solution Set

Implementation
Approach

Use of the procurement process to acquire

Services and Indirect Materials is mandatory.
All spending is categorized via the use of the
Generic Materials in the MDR or Local
Material Masters.
Purchase Orders and contracts will have
either value or quantity/value limits.
All Purchase Orders and contracts will be
required to have valid beginning and ending
dates.
Where appropriate, full inventory
management is now available for Indirect
materials in V1.5.
Framework orders can be used for Services
and Indirect materials for which a goods
receipt is not required, such as utilities and
taxes.

Detailed Route map

& Best Practices

Purchasing S&IM
8. Change impacts 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Responsibilities / Accountabilities and Decision Making

The Head of Purchasing is the owner of the entire Purchasing
process.
This End-to-End procurement process (strategic, tactical &
operational framework) is applicable for purchases of all Services and
Indirect Materials.
This process is to be followed wherever there is a purchasing activity.
The Document Creator is responsible for accurate data entry and
handling all transaction exceptions.
Vendor Relationship Management is the responsibility of the Strategic
Buyer.

Communication and Workload Shifts

Communication of overall purchasing concept requires buy-in at a
high level, executive sponsorship and active change management in
the markets.

Purchasing S&IM

8. Change impacts 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

New Ways of Working

This End-to-End follows a defined and structured process. All
employees assigned are trained in their respective procurement
role.
Entry of purchasing transaction information and goods receipt into
the system requires discipline, and must be timely and accurate to
minimize follow-up administration.
Correction of transaction errors is performed by the Document
Creator / User.
If Vendor issues arise, the Strategic Buyer is involved in the
resolution.
A 'Service Receipt' is used to accept services and approve
payments.
User empowerment within a predefined framework.

Purchasing S&IM

9. High Level Process Flow 1/2

(Strategic)

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

2. Agree on
Spend
Category

3. Collect &
Analyze History
Purchase Data

4. Collect &
Analyze Future
Operational
Requirements

8. Develop
Procurement
Strategy

7. Consolidate
Spend &
Market Analysis
Data

6. Conduct
Supply Market
Research

5. Create Total
Cost of
Ownership
Model

9.
Communicate &
Manage
Procurement
Policy

10. Process
Request for
Information

11. Process
Request for
Proposal

12. Process
Request for
Quotation

13. Negotiate
with Selected
Vendor

14. Maintain
Schedule
Agreements

15. Maintain
Contracts

1. Rationalize
Materials

Procure
to
Pay

Purchasing S&IM

9. High Level Process Flow 2/2

(Operational)

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

4. Create
Requisition
1. Create
Contract

Procure
5. Requisition
released

to
Pay

Vendor

Materials
Handling /
Finance &
Control

2.Contract
authorised
through
workflow

3.Contract
transmitted to
Vendor

6. Requisition
assigned onto a
PO

7.PO
authorised
through
workflow

11. Invoice
queries directed
through invoice
workflow

8. PO
transmitted to
Vendor

9. Post Goods
Receipt

10. Invoice
received and
posted

Purchasing S&IM

Overview of
the Solution Set

10. Key Roles

P2P
Strategic Buyer

P2P
Operational Buyer

Implementation
Approach

P2P
Purchase Requester

P2P
Purchase Approver

MH
Stock Goods Issue
& Receipts

Detailed Route map

& Best Practices

F&C
Accounts
Payable Clerk

Purchasing S&IM
11. Process variants

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

MRO Items
Procurement spare parts and services (stocked and nonstocked)

Temporary Labor
Procurement of services (fixed price, estimated quantity)

Media
Procurement of services (variable price, variable quantity)

Telephone
Procurement of telephone services (variable price, variable
quantity)

Capex
Procurement of assets

Promotional Items
Procurement of expensed items

Purchasing S&IM

12. Links to other End-to-End

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The Purchasing (Services & Indirect

Materials) end-to-end process is, itself, part
of four other End-to-End processes. These
are shown as variants below:

Event Planning & Management - Consumer Marketing

Event Planning & Management - Advertising
Planning to Pay (HR)
Asset Maintenance Management

Overview of
the Solution Set

Subcontracting
Detailed Route map
& Best Practices

P
R
O
C
E
S
S

Introduction
Definition
Business Obj. & Benefits
Triggers
Assumptions
Key Decisions
Change Impacts
High Level Process Flow
Key Roles
Process Variants
KPIs
Links to other End-to-End

Understand business
O
objectives
U
T Understand business
benefits
P
Understand Key
U
decision
T
S

Implementation
Approach

Detailed Route map

& Best Practices

Table of Contents

1.

Introduction

2.

Definition

3.

Business Objectives & Benefits

4.

Triggers

5.

Assumptions

6.

Key Decisions

7.

Change Impacts

8.

High Level Process Flow

9.

Key Roles

10.

Process Variants

11.

KPIs

12.

Links to other End-to-End

Subcontracting
1. Introduction

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A key strategy in sourcing products and services

is subcontracting. Purchasing will need to work in
a crossfunctional environment to determine
whether to manufacture or outsource materials in
order to maximise the business benefits for
Nestl.

Subcontracting
2. Definition 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The contracting out, to a third party, of all or part

of the production or packing process for the
processing of raw materials, semi-finished or
finished products, when Nestl is involved in the
provision and/or management of one or more
components supplied to the Subcontractor.
Typical examples of subcontracting can be:
Finished products.
Semi-finished products, which will be further processed
before being sold.
Seasonal packed products i.e. Easter Eggs.
Promotional packs. (free products, gifts, samples, etc.)
Etc.

Subcontracting
2. Definition 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Subcontracting includes
Co-manufacturing: i.e. the production of a base product
by a vendor, which may also complete the process of
packing the finished product.
Co-packing: i.e. the packing of a semi-finished product
by a vendor or re-packing of an existing product into a
different packaging format.

It will not include:

Purchase of temporary personnel services for the
production of a product at a Nestl site. This will be
managed by creating a service purchase order.
Purchase of a finished product for which all materials
(raw, packaging, semi-finished) are procured by the
Vendor itself. This is managed by placing a purchase
order for a finished product as for any other material.

Subcontracting

3. Business Objectives &

Benefits

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The objective is to provide a cost

effective alternative source of supply to:
solve internal capacity issues.
reduce assets.
avoid or defer major capital investments.
increase operational cost efficiency due to
inadequate internal capacity or
unsatisfactory in-house cost structure.
manufacture products requiring a
technology not available at Nestl or not
owned by Nestl.
secure short term capacity from
subcontractors for seasonal or promotional
products, whilst respecting Nestl quality,
safety and traceability standards.

Subcontracting
4. Triggers

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

At a strategic level, the process will be triggered

by the sourcing strategy definition agreed on by
the cross-functional team.
The sourcing strategy relies on :
Insourcing/outsourcing analysis.
Cost-effective manufacturing alternative.
Capacity evaluation.
Technology and Quality requirements.
Mitigation of investment risk for new products.
Reduction of manufacturing assets.

Subcontracting
5. Assumptions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Strategic decision to outsource the manufacture

and/or packaging of our products to a third party
subcontractor.
Subcontractors are selected and approved, fullfilling
Nestl requirements i.e. Nestl Quality System.
Subcontractors comply with Nestl Subcontracting
Agreement (Contract Terms and Conditions).

Subcontracting
6. Key Decisions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Contracts are created using the standard

subcontracting system functionalities.
Purchase Orders are created with reference to
contracts above.
A Subcontracting Agreement (SCA) will be
created defining service levels and operational
requirements.

Subcontracting

7. Change impacts

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Subcontracting is a complete End-to-End process which is

managed by procurement.
Cross-functional team approves the strategical decision of
subcontracting, selects and monitors the Subcontractor.
A Subcontracting Agreement is issued.
The control of co-manufacturing/subcontracting contracts,
purchase orders and stocks are supported by a Globe
template functionality.
Best practice is to create an accurate Bill of Material (BOM)
for each subcontracted product.
All master data records (e.g. subcontractor as a vendor,
account assignments, material numbers etc.) must be
accurate and established before transactions with
subcontractors are executed.
The Subcontractor's performance is monitored regularly
against the subcontracting agreement, using tools such as
the Material Variance Report and the Vendor Evaluation.

Subcontracting

8. High Level Process Flow

Strategic
Planning

Procure
to
Pay

Materials
Handling /
Quality
Management

Implementation
Approach

1. Calculate
Requirements
for Subcontracted
finished product

2. Run MRP
on Components /
Explode BOMs

3. Purchase Requisitions
for Subcontracting
product

4. Convert Purchase
Requisition to
Subcontract PO

5. Release
Subcontract
Purchase Order

6. Purchase
Requisitions
for components

7. Convert Purchase
Requisition to
PO / STO

8. Release Purchase
Order / Stock
Transport Order

10. Goods Issue

of Components

Detailed Route map

& Best Practices

QM Audit of
Subcontractor &
Approval by all parties

Supply Strategy

Demand
and
Supply Planning

Overview of
the Solution Set

1111. Receipt of
components
in Subcontractor
premises

12. Receipt of
12
Subcontracting Goods
Consumption of
Components

14. Invoice
handling

9. Create
Outbound delivery

13. Quality
Inspection

Subcontracting

Overview of
the Solution Set

9. Key Roles

Implementation
Approach

Strategic Sourcing
Cross Functional
Teams

DSP
Demand Planner
MRP Planner

Technical &
Production

P2P
Strategic Buyer

P2P
Operational Buyer

Quality Mgt. &

Material Handling

QM
QM Material Batch
Maintenance

MH
Stock Goods Issue
& Receipts

Finance &
Control

F&C
Accounts
Payable Clerk

CS
Order Processing
Clerk

Detailed Route map

& Best Practices

Many roles are

involved in Cross
Functional Teams
in Subcontracting

To DC
or
Customer Sales

Subcontracting

10. Process variants

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The Subcontractor can be modelled as a Vendor or a Plant,

depending on the level of tracability required at the
subcontractor:
Vendor - The subcontractor is set up as a vendor when:
the subcontractor's finished product is to be received back to the
main Nestl plant. It is not required to manage the finished
products independently.
Plant - The subcontractor is set up as a plant when:
full transparency of finshed good stocks at the subcontractor's site
is required.
planning is to take place at the subcontractor's plant.
finished goods are to be sold directly from the subcontractor's plant
to the customer.
Note: In each case the standard SAP subcontracting solution is used.

Subcontracting
11. KPIs

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

On Time & In Full delivery (OTIF)

Automatic scores generated within the system based on
the purchase order quantity and delivery date.

Quality scores
When a usage decision is taken for an inspection lot
created for goods receipt, the quality score must also be
determined for the lot. A quality score is a statistical value
that describes the quality of an inspection lot.

Vendor confidence
Based on the Vendor's track record, a confidence level is
assigned to the Vendor. The three confidence levels used
are: high, medium and low.

Service
Manual scores can be added to reflect the Vendor's
performance. These are also aggregated by plant within a
BW report.

Subcontracting

12. Links to other End-to-End

Overview of
the Solution Set

Implementation
Approach

Planning to Produce
Collaborative Replenishment Planning
Order to Cash
Concept to Consumption
Business Planning
Costing Integration Scenario

Detailed Route map

& Best Practices

Overview of
the Solution Set

Vendor Managed Inventory

Detailed Route map
& Best Practices

O
U
T
P
U
T
S

Introduction
Definition
Benefits
Business Requirements & Constraints
Business Rules
Assumptions
Key Decisions
Change Impacts
High Level Process Flow
Marketplace Messages
MP Message Rules
Key Roles
Process Variant
Understand Business Benefits
Understand Business Rules
Understand Key Decisions

Implementation
Approach

Detailed Route map

& Best Practices

Table of Contents

1.

Introduction

2.

Definition

3.

Benefits

4.

Business Requirements & Constraints

5.

Business Rules

6.

Assumptions

7.

Key Decisions

8.

Change Impacts

9.

High Level Process Flow

10. Marketplace Messages

11.

MP Message Rules

12. Key Roles

13. Process Variant

Vendor Managed Inventory

1. Introduction

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

In a stable vendor environment Nestl may want to

consider the introduction of Vendor Managed
Inventory (VMI) with key vendors, moving from a
traditional order methodology to VMI and streamline
the process which will bring business benefits to
both Nestl and the Vendor.

Vendor

Nestl

Vendor Managed Inventory

2. Definition 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

In a Vendor Managed Inventory scenario (VMI):

The Vendor monitors the stock levels of Nestl and initiates
stock replenishment when necessary, without the need to
receive any purchase orders from Nestl.
Purchase Orders will be generated directly in the Nestl
system by the Vendor through a portal or Marketplace.

This process enables the Vendor to:

monitor requirements.
monitor stock levels and planned consumption.
generate Purchase Orders, Advanced Shipping Notification
(Marketplace only) and Invoices in the Nestl system.
receive Goods Receipts Confirmation, Selfbill Invoices and
Remittance Advices (Marketplace only).

Vendor Managed Inventory scenario includes only:

Raw and Packaging materials.

Vendor Managed Inventory

2. Definition 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Opportunity for a greater number of vendors of

different sizes and capabilities to enter a VMI
agreement is provided through 2 access methods:
Option 1: Marketplace (MP)
A Marketplace allows an automatic exchange of
information between Nestl system and Vendor
system.
The MP solution is best suited to large capacity
and technology advanced vendors.

Option 2: Supplier Workplace (SWP)

Supplier Workplace (SWP) is a web-based tool
accessed by vendors via the Internet where:
vendors have only access to their own data.
vendors need to be authorised by Nestl to use SWP.

The SWP solution is best suited to medium

capacity or less technology advanced vendors.

Vendor Managed Inventory

3. Benefits 1/4

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The VMI process is a common initiative

with vendors for processes optimization
aiming to gaining mutual benefits, such
as:
Total cost reduction of materials.
The single sourcing allows cost reduction since the Vendor shares
benefits resulting from optimized production capacity and
operational processes.

Working capital reduction.

Raw/Pack materials and Finished Goods inventories reduction.

Improved Payment Terms compliance.

Introduces collaborative planning concepts and thereby
minimizes potential material shortages.
Avoid stops in Manufacturing due to materials shortage.
Increase product availability and customer service level.

Vendor Managed Inventory

3. Benefits 2/4

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Reduction of operating costs (Admin/Headcount)

Systems integration between Nestl and vendors
ensuring best information quality (material
availability, delivery dates, etc.) i.e.
Vendors ability to view information without having to
contact Nestl.
Improved data accuracy implying lower failure cost.
Increased use of automatic creation of purchase
orders with reduction in cycle time, errors and the
Total Cost of Ownership.

Reduction of administrational workload.

Reduced number of manual invoices and time spent on resolving queries
and issues.
Lower number of rejections of deliveries due to all sort of discrepancies
(i.e. quantities, commercial conditions, etc.)

Inbound Freight costs reduction.

Volume and regularity of single sourcing allows transport optimization.

Minimum stock counts and warehousing complexity.

Vendor Managed Inventory

3. Benefits 3/4

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Benefits for Vendors (Marketplace):

Vendor is allowed to monitor
Nestl requirements coming from Material
Requirement Planning (MRP).
Nestl stock levels.

Vendor is allowed to generate

Purchase Orders.
Advance Shipping Notification documents
Invoices.
Vendor planning and capacity management is improved.
Pro-active involvement in anticipating and responding.
Partnership is strengthened.

Vendor Managed Inventory

3. Benefits 4/4

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Benefits for Vendors (Supplier Workplace):

Access to real-time data is provided.
Vendor is allowed to monitor
Nestl's requirements coming from Stock
and Requirements List.

Vendor is allowed to generate

Purchase Orders.
Invoices.

Vendor planning and capacity management is improved.

Pro-active involvement in anticipating and responding is
allowed.
Partnership is strengthened.

Vendor Managed Inventory

4. Business Requirements &
Constraints 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Since starting VMI, Nestl is moving to a long term strategic

partnership with a single source implying following
requirements:
A strong Vendor selection process (high business maturity
level).
Wilingness to share strategic Nestl information.
Communication and openness amongst all stakeholders
involved.
Definition of clear responsibilities at organizational level.
Speed on internal and external information transfer.
Vendor more connected to our plants for a better
understanding of our requirements.
N. B. Attention is drawn to the fact that this long term partnership will give
limited opportunities to participate in spot markets.

Vendor Managed Inventory

4. Business Requirements &
Constraints 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Constraints for VMI implementation from Nestl's

side are
poor sales forecasting and production planning.
high seasonality businesses.
Only one vendor can be responsible for a
material/plant combination.

Scalability:
Not all messages/transactions need to be implemented
from the beginning of the VMI relationship.

Vendor Managed Inventory

5. Business rules 1/3

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

VMI Agreement:
is a document created for VMI operating rules.
This will be referenced in the SAP generated
contract.

VMI Agreement contains Business Rules e.g. :

Methods of invoicing.
Target stock levels.
Messages/transactions used within the VMI relationship.

Contract:
is a system generated contract which covers price, contract
validity, volume, specification number and terms & conditions.

Contract Business Rules:

Vendors can only display their own contracts and purchase
orders (SWP only).

Vendor Managed Inventory

5. Business rules 2/3

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Stock Data exchange:

A feedback of exceptions compared with
the target stock levels must be
communicated to the Strategic Buyer and
the Vendor.
The method of monitoring VMI
compliance by Nestl must be part of the
process.

Purchase Orders :
Every purchase order generated by a vendor is linked to an
existing contract.
In order to create a purchase order, the Vendor is only allowed
to specify the quantity and delivery date for each purchase
order item. All other information are defaulted from the contract.

Vendor Managed Inventory

5. Business rules 3/3

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Invoices:

Operational controls must be

established to ensure that the
invoice data input of the Vendor is
correct and references both the PO
and goods receipt confirmations.

Vendor-generated Purchase Orders must always be

configured to ensure that no invoicing can be done for
this Purchase Order without a Goods Receipt.
Vendor-generated Invoices with price variances are
blocked for payment.

Vendor Managed Inventory

6. Assumptions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A VMI agreement is in place.

A method of transmitting
messages is developed between
Nestl and our vendors (MP only).
Vendors are granted access to the
Nestl Business Extranet (SWP
only).
Providing two methods of accessing Nestl's
transaction will help to maximize the benefits from
the VMI process, by offering a greater number of
vendors the opportunity to enter a VMI agreement.

Vendor Managed Inventory

7. Key decisions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A decision to operate VMI must be part of

the Spend Category Strategy.
Clear working parameters must be included
in the VMI agreement.
Vendors will be authorized to perform
selected Nestl transactions via Supplier
Workplace (SWP) or to send messages via
Marketplace (MP).
Purchase Orders created by vendors must be linked to a
contract: price, payment terms, currency and conditions will
automatically default from the contract.

Vendors will be responsible for the accuracy of the Purchase

Order quantity based on Nestl demand and stock targets.

Vendor performance level must be monitored.

Vendor Managed Inventory

8. Change impacts 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Decision Making
VMI purchasing is a strategic decision based on
strategic/operational needs of a Nestl market to perform an
enhanced relationship scope which goes beyond the basic
service level expectations with a vendor.

Workload Shifts
The Vendor monitors the stock levels and initiates stock
replenishment when necessary.
The Vendor may have authority to perform the following:
Create purchase orders.
Review purchase documents, i.e. POs and contracts (SWP only).
Monitor and check stock levels and planning schedules.
Create Advance Shipping Notifications (ASN) and final delivery
documents (MP only).
Generate invoices.

Vendor Managed Inventory

8. Change impacts 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Communication
Structure of communication and feedback to and from vendors is
defined in the VMI agreement.
Vendor's compliance to the VMI agreement is monitored closely
and regular feedback on performance data is given to vendors so
that action plans can be developed.

New Ways of Working

Vendors perform transactions via the SWP functionality.
Access will be provided to the Vendor (SWP only) for all relevant
documents (contracts and POs), material requirement data, stock
level of materials, planning schedule and stock consumption.
On time data availability and accuracy are critical.
Operating controls will be managed by VMI agreement that
specifies pricing details, inventory parameters, detailed material
description & specification and other vital conditions.
Vendors performance is captured, stored, monitored and shared to
ensure consistency with agreed evaluation parameters.
Continuous improvement of all VMI activities is an on-going
process.

Vendor Managed Inventory

9. High Level Process Flow
Demand
and
Supply Planning
Procure
to
Pay

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

1. Calculate
Time Phased
Material
Requirements
2. Maintain
Contracts

16. Monitor VMI

compliance

13 Exchange
Self-billing Data
(MP)

15. Accounts
Payable

12. Goods
Receipt
Confirmation
(MP)

14. Generate
Invoice

10. Post Goods

Receipt

11. Quality
Inspection

5. Exchange
Planning
Schedule

Vendor
4. Exchange
Stock Level

7. Generate
Purchase Order

8. Generate
ASN Document
(MP)

Materials
Handling /
Quality
Management

3. Periodic
Stock Analysis

9. Goods Arrive

Vendor Managed Inventory

10. Marketplace Messages

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Agreement
Planning Schedule*
* Synchronized messages

Vendor
Vendor

Inventory Levels*
Sales Order / Purchase Order /
Purchase Order Change

Nestl

Advance Shipping Notification

Goods Receipt Confirmation

Self-Billing Invoice
Self-Billing Invoice for Consignment

Remittance Advice

Marketplace

Vendor
Vendor
Vendor
Vendor
Vendor
Vendor
Vendor
Vendor
Vendor
Vendor

Vendor Managed Inventory

11. MP Message Rules

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Vendor Sales Order (SO) / Nestl Purchase Orders (PO)

Vendor Sales Order (SO) / Nestl Purchase Orders (PO) chang
e
Planning Schedule and Inventory
Advance Shipping Notification (ASN)
Goods Receipt Advise (GRA)
Self-Billing Invoice (SBI)
Self-Billing Invoice for Consignment (SBIC)
Remittance Advice (RA)
(click on message rule for more details)

Vendor Managed Inventory

12. Key Roles
DSP
MRP Planner

P2P
Strategic Buyer

Overview of
the Solution Set

Implementation
Approach

P2P
Operational Buyer

P2P
Vendor/VMI Vendor
(SWP only)

MH
Materials Handling
Display

MH
Stock Goods Issue
& Receipts

QM
QM Material Batch
Maintenance

Detailed Route map

& Best Practices

F&C
Accounts
Payable Clerk

Vendor Managed Inventory

13. Process variant

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Consignment stock :
The major difference with Consignment Stock is that
the ownership of the stock passes to Nestl only at the
point of consumption and not on receipt into the
warehouse.
Self-billing Invoices must be used with Consignment
Stock.

Overview of
the Solution Set

P-Card Management
Detailed Route map
& Best Practices

Introduction
Definition
Business Objectives
Benefits
Assumptions
Key Decisions
Change Impacts
High Level Process Flow
Working Process
Key Roles
Process Variants
Links to other End-to-End
Understand business
objectives
Understand business
benefits
Understand Key
decisions

P
R
O
C
E
S
S

O
U
T
P
U
T
S

Implementation
Approach

Detailed Route map

& Best Practices

Table of Contents

1.

Introduction

2.

Definition

3.

Business Objectives

4.

Benefits

5.

Assumptions

6.

Key Decisions

7.

Change Impacts

8.

High Level Process Flow

9.

Working Process

10.

Key Roles

11.

Process Variants

12.

Links to other End-to-End

P-Card management
1. Introduction

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

One of the key deliverables in

Procure-to-Pay is to reduce
transactional costs. A number of
solutions have been identified and
developed to reduce the costs of
purchasing. Markets should
evaluate these solutions to
determine which tool is most
appropriate for each spend
category, P-Card being one of them.
P-Card is ideal for high volume low value spend
categories. As this is not template dependent,
markets can benefit immediately by introducing this
solution.

P-Card management
2. Definition

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

P-Card Management is an End-to-End process

whereby Corporate Purchasing Cards (CPC or PCards) are issued to companies and used by
employees as charge cards simplifying
streamlines for purchases of high volume, low
value goods and services for company use.
The company carries the liability and is
responsible for making one monthly payment for
all purchases on a consolidated invoice statement
to the Corporate Purchasing Card company e.g.
American Express.

P-Card management
3. Business Objectives

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The objective is to provide an effective

solution to significantly reduce the cost
of the administration required to
process the large quantity of low value
orders and invoices Nestl receives.
The main deliverables are:
A simplification of the purchasing and payment process
for goods and services.
The reductions of invoice process cost by reducing the
number of paper invoices processed.

P-Card management
4. Benefits 1/2

Overview of
the Solution Set

Implementation
Approach

Introduce a simple, convenient and easy to use

ordering process against agreed vendors,
contracts and conditions which devolves the
buying activity to the end users.

Increased speed and reduction of costs and

administrative complexity in the procurement
process.

Substantial reduction in workload in the

Accounts Payable and Purchasing
Organizations.

Reduction in invoice processing costs through

the direct integration with Nestl's Accounts
Payable systems.

Improved overall visibility, across the

organization, of S&IM spends.

Detailed Route map

& Best Practices

P-Card management
4. Benefits 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Improved cash flow for vendors.

Predictable vendor payment.
Eventual contribution in stock reduction.
Increased control and compliance of the use of preferred
vendors i.e. reduction in maverick buying.
No need for vendors to create customer invoices and
statements.
Transactions are posted in the month in which they occur.
Allow many types of orders i.e. telephone, e-mail,
e-catalogue, planned maintenance etc.
Empowerment of employees to purchase goods and
services necessary to continue operations.

P-Card management
5. Assumptions 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Selection of a Spend Category to be

bought with P-Cards is done
through the ''Define Procurement
Strategy for a Spend Category ''
process.

The current Globe solution is based

upon Accounting Link (a software tool
from American Express to reconcile
P-Card statements) being used to
generate reports.

On a monthly basis, all current data required to generate

up-to-date reports are received from American Express and
are uploaded in Accounting Link.

The Department/Cost Center Head will proactively inform the

P-Card Administrator in case a specific P-Card's validity date
is not to be renewed.

P-Card management
5. Assumptions 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Screening of P-Card vendors has been

done through the ''Study Supply Market''
and "Screen & Select Vendors'' processes.
The Corporate P-Card (CPC) Vendor List is
posted on the Purchasing Intranet for
easier accessibility.

Human resources will inform the P-Card Administrator

about P-card Holders changing departments or leaving
the company.

The P-Card Holder orders S&IM only from a vendor/s

listed on the CPC Vendor List, from which he/she is
authorized to buy.

P-Card management
6. Key decisions

Overview of
the Solution Set

Implementation
Approach

Following Key Decisions have to be applied:

(please click on according key decision for details)

6.1.
6.2.
6.3.
6.4.
6.5.
6.6.
6.7.
6.8.

P-Card Providers
Use of P-Cards
CPC Vendors
P-Card Holders
P-Card Limits
Service & Goods Receipt
Statement Reconciliation
Tax Reporting and Documentation

Detailed Route map

& Best Practices

P-Card management
7. Change impacts 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

New Ways of Working

Employee awareness, understanding and acceptance of

new purchasing roles is vital.
High level of empowerment is given to employees in this
process.
Requirements for S&IM (high volume, low value) are
purchased using P-Cards via phone, fax, e-mail, vendor's
website, Enterprise Buyer Professional (EBP) application
or in person. No Purchase Orders are required to be
created (except in the case of EBP and Asset and
Maintenance Management (AMM)).
''Buyerless" procurement where internal users, who are
P-card Holders, across the company will execute the
operational buying activities.
The P-Card can only be used for the payment of S&IM
ordered from vendors listed on the Corporate Purchasing
Card (CPC) Vendor List.

P-Card management
7. Change impacts 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Checks and controls in the process, policies and

guidelines for P-Card purchases should be in place to
meet business needs while preventing abuse.
P-Card usage and efficiency will be monitored and
measured.
Simplified purchasing and payment process with
- one payment per billing cycle and charged to
accounting information provided by the Cardholder or
that, which is embedded in the P-Card itself.
- monthly statements provided to the Cardholder and to
the Corporate Program Administrator.

P-Card management

Overview of
the Solution Set

8. High Level Process Flow

No

3. Manage
P-Card
Revisions /
Renewal

6. Order Goods
& Services with
P-Card

AMEX
AMEX
Transaction
Transaction
Approval
Approval

No

4. Manage
P-Card
Transfers &
Terminations

8. Handle
Returns,
Credits &
Disputed Items

7. Receive
Goods &
Services

OK
OK

9. Reconcile
P-Card
Statements
Yes

5. Monitor
P-Card Usage

14. Transfer
Payment File

Yes

Yes

2. Manage
P-Card Holder
Enrolment

Finance
& Control

Detailed Route map

& Best Practices

End

1. Manage
P-Card Vendor
Enrolment

Procure
To Pay

Implementation
Approach

13. Execute
Payment Run &
Create
Payment File

No

Reconciled
Reconciled

11. Create
Payment
Proposal

10.Register 3rd
Party/Intercompany
Commitments

12. Approve
Payment
Proposal

15. Comply with PCard Sales &

Use Tax

Yes

P-Card management
9. Working Process

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

This process consists of following steps:

An employee issued with a corporate purchasing card (P-Card) can
use his/her P-Card for the payment of high volume, low value services
and indirect materials from approved vendors listed on the CPC
(Corporate Purchasing Card) Vendor List on the Purchasing Intranet.
The approved Vendor processes the order and sends the details to
the P-Card Provider (American Express).
American Express (AMEX) accumulates the transactions from the
vendors, pays those vendors, and sends Nestl a consolidated
P-Card transaction file each month. The P-Card Holder's manager
must approve the transactions listed.
Each month, each P-Card Holder will receive a copy of the
transactions that have been charged to their card. The P-Card Holder
will then be required to check each transaction and validate it both in
terms of price charged and that the goods or services were received
as shown on the transaction.
The P-Card transaction file received from AMEX is uploaded into the
SAP Finance system, which results in a payment to AMEX.

P-Card management
10. Key Roles
P2P
P-Card Administrator

Implementation
Approach

Detailed Route map

& Best Practices

P2P
P-Card Approver

F&C
Controller

HR
HR Administrator

F&C
Treasury Back
Office

P2P
P-Card Holder

F&C
Accounts Payable
Supervisor

P2P
P-Card
Reconciliation
Administrator

F&C
Accounts Payable
Clerk

P2P
Strategic Buyer

P2P
Purchasing
Manager

Overview of
the Solution Set

P-Card management
11. Process Variants

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

1. Stock or Non-Stock Services & Indirect Materials online

Card Type E (E-Card).

2.

Amex "Financial Event"

A "Financial Event" can occur, if Amex places additional
charges on Nestl, within the contract, but not initiated by
Nestl P-Card.

3. Misused Card
4. Offline Procurement
Card Type P (Product Card)
Card Type B (Buyer Card)

5. Offline Procurement with

Card Type G (General Requisitioner Card)
Card Type I (Internal Order Card)
Card Type D (Department Card)

P-Card management

12. Links to other End-to-End

Overview of
the Solution Set

Implementation
Approach

Purchasing of Services & Indirect Materials

Asset Maintenance Management

Detailed Route map

& Best Practices

Overview of
the Solution Set

Vendor Life Cycle

Detailed Route map
& Best Practices

C
E

O
U
T
P
U
T
S

Introduction
Definition
Benefits
Triggers
Business Requirements &
Constraints
Business Rules
Assumptions
Key Decisions
Change Impacts
High Level Process Flow
Key Roles
Understand Business Benefits
Understand Business Rules
Understand Key Decisions

Implementation
Approach

Detailed Route map

& Best Practices

Table of Contents
1.

Introduction

2.

Definition

3.

Benefits

4.

Triggers

5.

Business Requirements & Constraints

6.

Business Rules

7.

Assumptions

8.

Key Decisions

9.

Change Impacts

10. High Level Process Flow

11. Key Roles

Vendor Life Cycle

1. Introduction

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A Vendor is a business partner providing direct,

indirect materials and services.
The purpose of this process is to have formal
and cross-team procedures with clearly defined
and segregated roles and responsibilities to
manage the Vendor master records across the
company.

Vendor Life Cycle

2. Definition

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

This process is the sequence of activities

necessary to effectively and efficiently introduce
a business partner as a unique Vendor master
record (one code in SAP) into the system.
This End-to-End process is applicable whenever
a vendor is

introduced
changed
blocked
unblocked

Vendor Life Cycle

3. Benefits

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Manage Vendor master data as a

company asset.
A standardized process ensures that
purchasing is done in a professional
way throughout the company.
When processing procurement documents, there is
less likelyhood of errors because of high quality
Master Data management and one point of entry.
Easy access and transparency of available Vendor
data information will accelerate the procurement
process.

Vendor Life Cycle

4. Triggers

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A new Vendor can be introduced after a supply

market analysis following a new material/service
requirement, the development of a new product,
etc.
A Vendor can be changed based on
communication received from the Vendor, as a
result of a negotiation, etc.
A Vendor can be blocked for quality reasons,
financial reasons, business reasons, etc.

Vendor Life Cycle

5. Business Requirements &

Constraints

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Scalability:
This process covers the Vendor life cycle, either locally or
globally, managed by Procurement.
Sharing the information through other tools (e-mail, fax,
intranet) will enhance the process, because it will reduce
the workload of other organizations.

Usability:
The speed at which requests may arise and approval
decisions are taken in local or global organizations, is a
key element of this process.
Every role and stream involved in the process must be
efficient and effective.

Vendor Life Cycle

6. Business rules

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

The company can be supplied and can receive

invoices only if Vendors are identified by a
Vendor master record.
Procurement is responsible for the approval
process of a Vendor as a business partner.
Each Vendor is identified by one Vendor master
record.
A new Vendor can be set up only if it does not already exist in the
Master Data Repository (MDR).
A Vendor with the same name/address/search term must exist only
once on the MDR.
The creation request form can be raised in other departments by a
local person, but the decision to accept a Vendor is only taken by
Procurement through business approval.
The 'Vendor master data initiator' is a Data Management role that only
proposes the creation of a new Vendor master record.
The 'Strategic Buyer' is a procurement role authorized to deal with a
Vendor.
For more details, please contact your local GC.

Vendor Life Cycle

7. Assumptions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

A procurement function triggers the

introduction of a new Vendor within
the company and this determines the
creation of a new Vendor master
record in the system.
The request form for creation, maintenance and change can
be raised by non-procurement roles. A daily report ensures
critical field checking.
A procurement business approval for change in the MDR is
not required.
Data quality, consistency and validity are a co-responsibility
of the Initiator, Procurement, Local Data Organizations and
Globe Centers.
Rationalization of the Vendor database and a higher degree
of uniformity across the markets is recommended.

Vendor Life Cycle

8. Key decisions

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

No Key decisions exist for the Vendor Life Cycle

process.
However, clearly defined rules must
be applied for One Time Vendor
(OTV), please see attached Key
Decision Document.

Micros oft Word

Document

Vendor Life Cycle

9. Change impacts 1/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

Responsibilities / Accountabilities and Decision Making

The Procurement Unit is responsible for the approval of a
Vendor as a long term business partner.
This Vendor Life Cycle process is applicable for three
scenarios, i.e. create, change and block/unblock Vendor.
Local data management checks correctness, completeness
and compliance with the Data Standards and then
uniqueness in the Supplementary Data Repository (SDR) and
the Global Master Data Repository (MDR).
GLOBE Centers (data management) are responsible for the
quality of the 'global data' of the Vendor which are recorded in
the Global Master Data Repository (MDR).
Communication and Workload Shifts
Electronic workflow is used in the process of creating and
changing a Vendor record.

Vendor Life Cycle

9. Change impacts 2/2

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

New Ways of Working

The Vendor Life Cycle follows a defined and structured process, all
involved must adhere to workflow steps in their respective roles.
Entry of Vendor information requires discipline and must be timely
and accurate.
Workflow administrators should exercise discipline and timeliness
in updating all who have a role in the workflow.
Master data records adhere to Nestl data standards.
Requests for new Vendors go through three approval stages, i.e.
Procurement, Local data organization and the GLOBE Center.
Requests to change Vendors on MDR go through two approval
stages, i.e. Local data organization and GLOBE Center.
Requests to change Vendors on SDR go through one approval
stage, i.e. Local data organization.
The creation of a new released Vendor will depend on the timings
involved in data creation and approval from more than one
department (i.e. Initiator, GC Data management, Local Data
Organization, Purchasing and Accounts Payable).

Vendor Life Cycle

10. High Level Process Flow

Vendor Creation
Any
Department

1. Request Form for

Vendor Creation

Procure
to
Pay

2. Business
Authorization Create
Vendor

Finance
and
Control
Local
Data
Organization

Implementation
Approach

3. Completeness
Correctness and
Uniqueness Check
exists

Yes

Reject and Send

Back to Requester

7. Complete
Purchasing
Accounting Views
9. Complete Bank
Details Views

10. Approve Vendor

and Inform Interested
Parties

End

No
4. Create Vendor in
Master Data
Repository (MDR)

MDR

Detailed Route map

& Best Practices

6. Start Local
Workflow

8. Complete
Accounting Views

already?

Globe
Center

Overview of
the Solution Set

5. Replicate MDR to
Secondary Data
Repository (SDR) and
local SAP system

SDR

Vendor Life Cycle

10. High Level Process Flow

Vendor Modification
Any
Department

1. Request Form for Vendor

Change

Overview of
the Solution Set

Implementation
Approach

Detailed Route map

& Best Practices

1. MANUAL Request Form

for Vendor Change

Procure
to
Pay
Finance
and
Control
Local
Data
Organization
Globe
Center

2. Completeness Correctness
and Uniqueness Check

2. Completeness Correctness
and Uniqueness Check

3. Change Vendor in
Secondary Data Repository
(SDR)

INFORM MARKET
USERS

4. Replicate Changes in
Local SAP System

3. Change Vendor in Master

Data Repository (MDR)

MDR Changes on Global View

5. Replicate MDR to
Secondary Data Repository
(SDR) and local SAP system

SDR Changes on Local View

Vendor Life Cycle

Overview of
the Solution Set

11. Key Roles

Initiator

Implementation
Approach

Detailed Route map

& Best Practices

P2P
Vendor Master
Business Authorizer

P2P
Master Data Entry
Purchasing

LDO
Vendor Master Local
Data Approver

F&C
Master Data Entry
Banking

GC
Vendor Master MDR
Data Approver
F&C
Master Data Entry
Accounting