Expense Management in EnterpriseOne 8'9

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Expense Management in EnterpriseOne 8.9
Case StudyHydro TasmaniaPresentersRobbie
LehmanGerrard Grendon
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Agenda

• Why implement Expense Management (E1X)?
• What were the problems?
• What else was evaluated?
• What improvements did Expense Management Deliver?
• What are the wins and the shortfalls

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Agenda continued

• How does it work?
• Process and Integrations
• Implementation Platform
• Solution walk through
• What modifications were made
• Wrap up
• Questions / discussion / observations.

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Background

• Hydro Tasmania generates 60 of Australias
  energy produced by renewable resources
• Workforce of 890
• 3 lines of business
• Energy Generation and Trading
• Consulting services
• Further wind interests as joint owner of Roaring
  40s Pty Ltd

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Background

• EnterpriseOne 8.9
• Interfaces to 8 systems (major minor)
• IT outsourced to LogicaCMG
• E1 support provided by Business Systems Team
• 6 Staff
• Contracted support as required

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Introduction
The Problem Differing business processes managing
and redistributing 8.5m of corporate credit card
expenses across the organisation
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The Problem

• MasterCard Transactions make up for 90 of all
  staff based transactions
• 650 Card Holders
• 8.5M annual spend
• Administration staff spend time managing and
  redistributing expenses
• Card holders and managers not accepting
  responsibility for their actions

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The Problem

• Difficult to police staff spend policy on
  Corporate Cards.
• Existing system a mix of manual and automated
• Westpac payment systems
• Spreadsheet expense claims
• Limited reporting and audit capabilities.

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The Rationale for E1X

• Hydro Tasmania implemented E1 Expense Management
  to
• Improve accountability by shifting the allocation
  of expense back to the cardholder
• Implement audit controls to ensure expense policy
  is followed
• Improved reporting to support control of spend

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What else was evaluated?

• Third party vendors for Expense Management
• Similar tools and options as E1 without the
  integration to AP and G/L
• No Travel advance to reimbursement function
• Integration development and licensing costs
  estimated at 400K
• 80K annual maintenance fee

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What Has E1X Delivered?

• Capture information from Westpac to catalog
  expense (Interface)
• Automatic Allocation to G/L Expense Accounts
• Integration to A/P and G/L
• One chart of Accounts
• Job Cost view of chart

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What has E1X Delivered?

• Manager approval (post event)
• Workflow manager and auditor
• Employee monitor capabilities
• Audit capabilities
• Cost effective solution

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How does it work?
PresenterGerrard Grendon
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Introduction
What is the E1X Process? E1 Module - First
Release Xe - Refined in 8.9
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Process Integrations

• Bank
• webMethods
• Change Point
• Expense Mgt

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Implementation Platform

• Web presentation used for expense entry only
• Citrix for existing E1 users.
• This was due to a number of reasons.
• Chance to trial web client in the business
• Better performance for remote sites
• Separately brand from the rest of Enterprise One
• Number of Citrix servers needed

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Solution Walk Through

• Create expense report
• Select credit card transactions
• Submit report for processing
• Manager approval
• Audit review
• Processing to A/P
• Expense Entry Review Screen

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What Modifications?

• Default Location to Australia
• Auto Allocation of Expense to Expense types
• Display Tax Amounts Originally hidden
• Workflow Clunky
• 20 to 30 mini mods and code changes to get
  working to our requirements

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Winners Losers?
PresenterRobbie Lehman
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What are the wins?

• Web presentation
• Removal of a significant amount of dead
  paperwork
• Better reporting
• Automated Reminders eg. Createform
• Adherence to process improved
• Employee Cash Advances Reimbursements

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What are the Shortfalls?

• Delegations of Senior Management
• Number of Screens needed
• Reluctance to enforce policy
• A bit more fine tuning of the interface to come?
• HR system not always source of truth

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Where did we have trouble?

• Few Bugs Credit Card Selection / Tax Mod
• Routing Rules
• Reminders and enforcement not in place as early
  as it should have been
• Handover of tasks to operational areas some
  dropped ball

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Expense Management
Case StudyHydro TasmaniaPresentersRobbie
LehmanGerrard Grendon