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Automated Price Validation (APV) is using information systems to automatically check invoice pricing against the terms of the associated supplier contract. Automating price validation is much more an issue of integrating with and improving the entire Procurement-to-Pay (P2P) business process than a technology issue. Understanding and optimizing the complete P2P process is a prerequisite to automating any part of that process, especially price validation.

eP2P implementation is one of the cornerstones for creating significant business value through increasing knowledge, transparency and speed of decision making because it has given companies better quality of information about their operations, suppliers and customers. Yet, it is rarely about technology and more about business processes. It is how well those processes are aligned and integrated that produces the business value.

It is clear that we are still in the relatively early stages of what can be termed the “digital revolution,” and the effects will be seen in the supply chain world as much as anywhere. In this paper, we consider the digital supply chain, and the developments being seen now that are leading to significant change for the oil and gas industry – and indeed almost every industry and sector worldwide. This paper considers three linked issues: The digitization of paper records and transactions, the digitization of physical objects/IoT, and the digitization of documents, processes and things.

This paper outlines these different areas of vulnerability, looking in particular at each stage of the procurement process, and identifying the different types of fraud that can be perpetrated. That can be by internal fraudsters, external parties or (as is often the case) both internal and external working in collaboration to defraud the organisation. Therefore fraud can take place in terms of choosing the supplier in the first place: in how the contractual terms are agreed; in the delivery phase of the contract or in the invoicing and payment mechanisms that accompany the delivery.

This OFS Portal white paper examines the current state of spend analytics at a number of Oil & Gas companies and will attempt to help demonstrate its value and some of the known best practices of implementation. Key findings are:

• Spend analytics must be aligned with sourcing strategies,
• Project team and top management support are key to success,
• Tie spend analytics to a master data management strategy,
• eProcurement is key enabler

This paper looks at ‘supplier management’ and explains both why the topic should be of central importance to procurement and supply chain executives, and also why this is not always the case. Procurement has gone through a number of changes of focus over the years, and the time may be right for the supplier to become the centre of procurement thinking, strategy and operations. There are very good reasons why that should be the case; not least that suppliers now account for a much higher proportion of the cost base for Upstream organizations compared to internal staff costs.

As the oil and gas industry entered the 21st century, a complicated and expensive web of connections between suppliers and their customers’ purchase-to-pay (P2P) solutions evolved. To combat this, suppliers needed an efficient and effective way to integrate to all their customers in addition to reducing the cost to run their business integration.