Shared Services Comprehensive Plan - Umassp.edu

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Shared ServicesComprehensive PlanApril 1, 2019

Contents Executive Summary Background Structure and Approach Key Findings Peer Analysis Spend Analysis Recommendations Savings Opportunities Roadmap2

Executive Summary3

Over the last 6 months, a system-wide, cross-functional team took on the challengingproject of analyzing how UMass delivers services in certain Administration & Financeareas and developing a plan for a new service delivery model.Supported by the Board of Trustees and Chancellors, the team spent significant timechallenging the status quo and contributing creative ideas to a future service deliverymodel.This plan is the result of that effort. It represents a significant step on our journey to amore efficient and cost-effective service delivery model in a few targeted areas, andlays a foundation to explore further efficiency opportunities.Although much work remains as we move to design and implementation, we’re proudof what has been accomplished and we’re thankful to the dozens of UMassemployees who contributed to the development of this plan.Marty Meehan, PresidentLisa Calise, Senior Vice President of Administration & Finance and Treasurer4

Executive Summary-BackgroundFace fiscal challenges With higher education facing a challenging environment, effective and efficientmanagement of resources is imperative The University embarked on a plan to prepare for current and future challenges, exploringthe shared service delivery model to achieve improved service at a reduced costBuild on a strong foundation The University has established a solid foundation by leveraging common technology andworking “Better Together” (Efficiency & Effectiveness and Business Process Redesign) Alternative service delivery models, such as shared services, present opportunities to buildon the foundation and bring significant benefits to all campuses Initial focus on accounts payable, procurement, and payrollPlan collaboratively Commitment, direction, and support from the Board, President, and ChancellorsInvolvement and input from campus subject matter expertsAnalysis of FTE and spend data to quantify efficiency and savings opportunitiesExamination of peer systems to understand characteristics of leading service organizations5

Executive Summary-Plan HighlightsKey Findings Campus procurement organizations work collaboratively but are limited in their impact Accounts payable processes vary across campuses leading to missed efficiency opportunities Payroll runs successfully but resources are fractional and ownership is unclearKey Recommendations Establish a Unified Procurement Services Team responsible for system-wide procurement andaccounts payable led by a Chief Procurement Officer (CPO) Establish a governance structure to ensure strong campus customer relationships Establish Service Level Agreements (SLAs) to manage service quality Continue to analyze payroll and time and labor to develop a future service delivery modelKey Benefits Responsive, consistent, high-quality customer service Cost savings (mid-range estimate of 16.5 million) achieved through a focus on efficiency andstrategic sourcing/category management Professional development opportunities through a shift to a unified organizational structureImplementation Timeline – FY19 – FY 216

Background7

BackgroundThe Shared Services project was launched at the request of the President with the support of theBoard to assess the potential of a shared services model at UMass Objectives Evolve A&F organization to provide world-class service across the entire system Modernize functions to provide services at lower cost Re-invest savings back to academic programs and ensuring continued affordability Shared Services planning project should build on momentum of past initiatives: 2011 Procure-to-Pay Study Business Process Review (BPR) Efficiency & Effectiveness Taskforce (E&E) Delivery of comprehensive plan by January 2019* Refresh 2011 study on Procure-to-Pay and perform initial assessment of payroll Collaborate with campus leadership, faculty, and staff Focus on accounts payable, procurement, and payroll* Originally December 2018 but extension granted to allow for more analysis on Procurement8

Current ContextThe UMass system needs to be more efficient given long-term enrollment projections, flat statesupport, and the mission to maintain affordability. While growth has beenstrong, changingdemographics areexpected tocompromise enrollmentState Appropriation Fringe rate andcollectivebargaining drivingstate fundingincreasesFY19: 519,167Note: FY17 reduction to State Appropriation reflectsimplementation of Tuition Retention.Financial AidFY19: 382,803 University funded aid isthe largest source of“free” aid to students Increases to tuition andstudent need addpressure to this costUndergrad: In State TuitionFY19: 15,155 Need for reliablesources of funds thatsupport cost drivers Adds to student costof attendance;impacts financial aid9

Guiding PrinciplesPromote collaboration among campuses through an approach designed to identify andachieve efficiencies in services and to reduce the cost of operations. Continuous Improvement of financial/operational controls and service to campuses Leverage technology to modernize operations; concurrently, explore next generationERP architecture Utilize economies of scale to lower campus costs and improve efficiencies Establish more efficient and standardized processes Harmonize policies and maintain campus flexibility where appropriate Leverage campus expertise Maintain campus resources needed to manage local business relationships Establish a shared governance structure with campus representation Continuous improvement to measure results (establish Service Level Agreements andKey Performance Indicators against goals and standards Comprehensive analysis for the best location given cost and skills required10

Customer-centric ApproachInnovation and ProcessImproved ServiceOptimizationDeliveryCampusCustomersCost ReductionTransparency11

Structure and Approach12

Project GovernanceA governance model was established to set strategic direction and make key decisionsthroughout the planning phaseShared ServicesAdvisoryWorking GroupBoardof TrusteesPresident’sCouncilBetter Together (BT)Steering CommitteePlanning Phase Project TeamCross campus coordination13

Governance MembersA Steering Committee and an Advisory Committee were established to set program direction,make key decisions, and provide guidance.Name, Campus, & TitleBetterTogetherSteeringCommittee Lisa Calise, Senior Vice President for A&F/TreasurerPresident’s Office John Lindstedt, Executive Vice Chancellor for A&FUMass Medical School Joanne Yestramski, Sr. Vice Chancellor forFinance, Operations and Strategic Planning,UMass Lowell Andy Mangels, Vice Chancellor for A&FUMass Amherst Mike Barone, Interim Vice Chancellor forAdministration & Fiscal ServicesUMass Dartmouth Kathleen Kirleis, Vice Chancellor for A&FUMass Boston John Letchford, CIO University of MassachusettsPresident’s OfficeName & TitleAdvisoryWorkingGroup Stephen Karam, UMass Board of Trustees;Chair, Committee on Administration and Finance Mary Burns, UMass Board of Trustees;Chair, Advancement Committee Katherine Newman, Interim Chancellor, UMass Boston John McCarthy, Provost & Sr. Vice Chancellor forAcademic Affairs, UMass Amherst Scott Latham, Associate Professor, UMass Lowell Jim Julian, Exec. VP & COO, President’s Office Lisa Calise, Sr. V.P. for A&F and Treasurer, President’s Office John Letchford, CIO University of Massachusetts,President’s Office John Lindstedt, Executive Vice Chancellor for A&F UMassMedical School Mike Barone, Interim Vice Chancellor for Administration &Fiscal Services, UMass Dartmouth14

Project TeamThe project team was comprised of functional experts from each campus. The team conducted 3key workshops and several targeted meetings to collect feedback and input for the plan.CampusTeam Member & TitleAmherst Norm Gousy, ControllerLynn McKenna, Budget DirectorTim Cendrowski, Dir HR Systems OperationsJohn Martin, Director of ProcurementBoston Marie Bowen, Vice Chancellor, HRChris Giuliani, Associate Vice ChancellorKrisAnn O’Herron, Associate ControllerPeter Franciosi, Director of ProcurementAmy Chin, Payroll Manager Suzanne Audet, ControllerMike LaGrassa, Assistant Vice President Admin. ServicesElizabeth Sherry-Cazzone, Sr. HR CoordinatorJean Schlesinger, IS/FN Reporting Manager Lauren Turner, Senior Associate Vice Chancellor, HRSteve O'Riordian, Associate Vice Chancellor, Fin. ServicesTom Hoole, Chief Procurement OfficerHilary Clark, Director HR Operations and PayrollDartmouthLowellCampusTeam Member & TitleMedicalSchool Deb Harnois, Associate Vice Chancellor HRAmy Miarecki, Assistant VC Grants and Contract AdminBrian Girard, Director Purchasing & APRob Hyde, Accounts Payable ManagerPresident’sOffice Barbara Cevallos, ControllerMatt Gorzkowicz, Associate Vice President, A&FDavid Nero, Assistant VP Innovation and Ops ServicesLeeAnn Pasquini, Assistant VP Budget & PlanningJohn Dunlap, Deputy Chief Human Resources OfficerJohn Healey, Director of Enterprise ProcurementCarol Dugard, Assist Director, HR SystemsNicole Tirella, Associate ControllerLynne Farrell, Accounts Payable ManagerFrank Trolio, Operations ManagerMike Rizk, Procurement Systems SpecialistIrene Mauch, Business Processing Redesign LeadUITS Doug Anderson, Associate CIO for Planning and DeliveryEllen Kanter, Associate CIO Enterprise ApplicationsJohn Munroe, Director, Application Services, HR & FinanceDarpan Gokharu, Manager/HR SystemsMegan Momtaheni, Manager/FN Systems15

Planning Phase TimelineThe planning phase was a 20 week assessment and the development of a plan for a sharedservices modelCampus EngagementCommunicateand organizeSeptember ‘18PrioritizeprocessesCollect andanalyzedataReview bestpracticesDraft planFinalize planReviewtechnologyOctoberNovemberDec-January ‘1916

Planning Phase ApproachA collaborative approach was taken to develop the plan, including workshops, data analysis,and analysis of best practices and peers.UMass Project Team WorkshopsData Collection & AnalysisBest Practices & Peer AnalysisOrganizational Unit Comparisons for FinanceFinance Cost As A % Of Revenue(With me2TagName30.05%0.27%Peer - 1.21%1.09%GeneralAccounting and External Reporting Best PracticesThought Leadership*Sample Company - 2.51%TagName4TagName5Transaction ProcessingControl and Risk ManagementPlanning and StrategyTechnologyOtherAllocationName of Presentation0.27%0.14%World-Class - 0.67%0.24%Extent policies andprocedures for GeneralAccounting and External0.50%Reporting are standardized0.00%0.00%across business unitsTagName600Function ManagementIntegration of fixed assetsapplications withpurchasing/accounts payableapplicationsABC Co. has a Low, Inconsistent Leverage of Data Management andReporting Self-service ToolsPage 27 2006 The Hackett Group. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.Use of Data Management and AnalysisTools (Data Warehousing/Data Marts)Integration of fixed assetsapplications with generalledger applications*Sample CompanyHighTop PerformersLowNoneMediumName of PresentationMed 2006 The Hackett Group. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited.LowNoneExtent Internet Supports OnlineDistribution of Standard ReportsHigh*Sample CompanyMedianWorld-Class9 of 16 locations - NoneExtent Internet Supports Online,Self-service for Standard ReportsHighHighPage 49MedMedLowLowNone*Sample CompanyMedianWorld-Class15 of 19 locations - NoneSubject Matter ExpertsNone*Sample CompanyMedianWorld-Class15 of 19 locations - NoneName of Presentation 2006 The Hackett Group. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Key resources from each campus wereidentified by project sponsors andsteering committee members 3 workshops conducted along withfunction specific meetings as needed todevelop recommendations and inputinto the plan Current state FTE & costsCurrent state transaction specific dataBenchmarks (Accenture and Hackett)Future state FTE & cost savingsPage 66 Accenture best practices Examples of shared services delivered byhigher education organizations17

Plan DevelopmentTaking the work of the project team, we provided draft recommendations to the governancegroups, which provided feedback and made decisionsInputsGovernanceShared Service Plan Data AnalysisPresident’sCouncilGuidanceProject TeamWorkshopsBT SteeringCommitteeDecisionmakingExperiencefrom es &Benchmarks*DataAnalysis Comparison to BestPractices and Benchmarks* Recommendations Savings PotentialMeetingsandTown Halls Timeline* Accenture and Hackett Benchmarks18

Key Findings19

Priority Functions and Focus AreasPriority FunctionsFocus Areas Accounts payable Best practices Procurement Data analysis/SLAs Payroll Process prioritization Procurement Technology assessmentWhy focuson these functions? Aligned with best practices Repeatable & rules-based Measurable Low touch (vs. in-person, high-touch needed at the campus level) High volume/potential savings (drive economies of scale) Some collaborative work already done within each area20

Key ProcessesIdentified processes across accounts payable, procurement, and payroll were the focus forplanning phase activities and recommendationsAccounts Payable Invoice Management Travel & Expense Vendor ManagementPayrollProcurement Procurement ManagementSourcing & Category MgmtRequisition/PO ProcessingCompliance ManagementContract ManagementProcurement TechnologyCard Management Employee Data MaintenancePayroll IntegrationsTime and LaborEmployee PaySchedule ManagementPayroll ProcessingPre-PayrollOn-CycleAd-Hoc TransactionsPost-Confirm ProcessingAdminister Retroactive Payroll21

Accounts Payable Key FindingsWhile many aspects of the 2011 Procure-to-Pay Study have been implemented and savingsrealized, there are opportunities to generate more savings and efficiencies.1. Progress has been made since 2011 to create efficiencies in Accounts Payable Vendor Master data maintenance has been consolidated into one group in Amherst Implementation of BuyWays has funneled all spend through one source system Minimal implementation of prompt payment discounts2. Accounts Payable activity is performed by 36.5 FTEs across the system Benchmarks* and peer analysis indicate efficiency opportunities through unification ofresources and a continued emphasis on automation3. Unanimous consensus that Accounts Payable activities can be delivered via shared services4. Accounts Payable related policies and procedures differ by campus5. Users find the current travel and expense process and technology cumbersome* Based on Hackett Benchmark22

Procurement Key Findings (1/2)While many aspects of the 2011 Procure-to-Pay Study have been implemented and savingsrealized, there are opportunities to generate more savings and efficiencies.1. Progress has been made since 2011 and savings have been generated Approximately 14M in savings generated through re-negotiation of enterprise-widecontracts in select categories Common system implemented (i.e., BuyWays using Jaggaer) Hired a President’s Office procurement director to coordinate system-wide initiatives2. Procurement runs as a federation of independent procurement teams that works closelytogether on common initiatives Procurement Council meets weekly to discuss strategy and initiatives Collaborates on selective enterprise-wide initiatives Large dollar contracts are negotiated by a lead campus Coordinates strategy across campus and shares best practices3. Procurement activity is performed by 39.6 FTEs across the system Benchmarks* and peer analysis indicate an opportunity to further shift focus fromtransactional to strategic* Based on Hackett Benchmark23

Procurement Key Findings (2/2)4. Procurement responsibility varies across campuses Procurement manages accounts payable on some campuses but not others Procurement teams work with faculty, staff, and legal on contracts that may not involvea payment but may involve commitment of delivery of services On some campuses, procurement has become a de-factor risk manager5. A number of challenges to achieving greater benefits were identified Lack of clearly defined authority Lack of quality data & spend analytics & reporting High volume of calls not associated with supply chain Time required for more training/cross training Time required to manage public records requests24

Payroll Key FindingsWhile Payroll runs successfully every two weeks, there are many people across the system thatparticipate in the preparation of the bi-weekly payroll. There may be opportunities to rationalizethese activities and generate savings and efficiencies.1. UMass pays 30,000 employees accurately every 2 weeks2. No system-wide payroll process owner No clear functional or business ownership of Payroll (e.g., a system-wide Payroll Officer) Payroll is run by a collaboration of independent teams comprised primarily of campus HRand President’s Office UITS staff3. 50 people are involved in the bi-weekly processing of payroll 20.3 FTEs (50 headcount) perform bi-weekly payroll related activities including theupdates of employee data (e.g., tax withholding and deductions) FTE and headcount numbers do not include campus-based employees performing time& attendance functions4. UITS staff play a central role in processing of each payroll25

Peer Analysis26

Peer Analysis* A variety of higher education organizations were analyzed Maine, Missouri, Colorado, Indiana- Public systems with mature system-wide shared services Wisconsin, Illinois, New Hampshire- Public systems early in their shared services journey California- Public system using a distributed/shared model Yale- Private with evolving shared services Group calls, individual calls, and a site visit (Yale) wereconducted to learn more about their models Primary focus of further analysis was placed on the publicsystems with mature system-wide shared services Key characteristics were identified* The focus of the analysis was procurement and accounts payable. Payroll was not discussed27

Peer Analysis - Key CharacteristicsOrganizational Structure Separate operating unit System-wide unified procurement services led by aChief Procurement Officer (CPO) All procurement and AP staff report to CPOCustomer Service Emphasis on customer service Service Level Agreements (SLAs) in place Technology supports customer service functionsStaffing Strategy New job descriptions developed Leverage internal talent Staff co-located and campus based28

Peer Key Characteristics (Procurement and f Procurement Officer (CPO)/equivalentXXXXAll staff report to CPOXXXXSystem-level unified procurement organizationXXXXProcurement organization includes accounts payableXXXStaff centrally locatedXOrg built with new job descriptionsXXPreference for internal candidatesXXXUnified contact center/customer surveys usedXXXTechnology enabled communication for teamXXXService Level Agreements used (past or current)XXXCommodity-based model for procurementXXXSelect commodities excludedXXGovernance (past or current)XXXShared services costs allocatedXXXXXX29

Spend Analysis30

Spend Analysis ApproachA spend analysis was performed to articulate potential savings relative to the various functionswithin procurement Leveraged UMass financial (FY18 expenditures) andprocurement data (active contracts) Engaged Accenture Procurement Practice to conduct ananalysis and provide savings opportunities and estimates Accenture ran spend data through their database to associatetransactions with their spend categories Accenture Category Managers analyzed and provided potentialopportunities and savings estimates31

Spend Analysis Results 581M--Highest Savings-Potential Categories Categories where spend is concentrated,sourcing actions likely to net savings/benefits Demand management and focusing spend topreferred suppliers produce additional savings 329M--Lowest Savings-Potential Categories 1.2B Total FY 2018 Spend*LowestPotential27%NonAddressable26% 313M 329M Categories where vendor options are limiteddue to high switching/substitution costs,products/services are highly specialized, or totalspend within the category is low 581M 313M--Non-Addressable Categories* Does not include P-Card spend ( 37M)Highest Potential47%Note: Addressable spend determination based on Accenture methodology32

Highest Savings Potential ryExamplesEquipment, Engineering, Construction 141M Capital Equipment533 Construction Materials & Services Engineering/ArchitectureProfessional Services 140M488 100M IT Infrastructure & IT Software331 IT Services TelecommunicationsTechnology Management Consulting Professional Services Cleaning131 Grounds Office SuppliesFacilities 90MEnergy 51M19Industrial and Maintenance, Repair, andOperations (MRO) 34M270 21M Agency146 Market Research MediaMarketingTotals1 Vendor 581M Electricity Natural Gas MRO Equipment & Services Industrial – Metals1,918count is based on the distinct number of vendors for the respective category33

Lowest Savings Potential CategoriesCategoryTotal SpendLow-Dollar Tail Spend 131MOther (Education Specific) 84MVendor Count117,136257Sub-Category Examples Suppliers not in Accenture’s database Typically small to medium sized businesses Other Universities Healthcare Providers Academic related vendors Agricultural Products Chemicals, Dyes, Pigments, Paints Manufacturing – Drugs and FoodBasic Materials 48M99HR and Benefits 38M102 Benefits Providers Recruiting & Relocation Services 21M106 Meetings Retail Purchases Travel Expenses 3M32 Air Cargo Transport Small Package 1M14 Converted Paper-based Packaging Industrial Packaging Miscellaneous Packaging 329M17,746TravelLogisticsPackagingTotals1 Vendorcount is based on the distinct number of vendors for the respective category34

Non-Addressable Spend es Commonwealth of Massachusetts 306M University of Massachusetts Building AuthorityFees, Fines, Licenses & Permits 5M Varies public, private, and not-for-profit entitiesTaxes 2M Varies public, private, and not-for-profit entitiesTOTAL 313M35

Recommendations36

Overarching Recommendations1. Create a Unified Procurement Services Team that includes acustomer service function2. Provide services to all campuses through the Unified ProcurementServices Team3. Establish a shared governance structure with strong campuscustomer representation4. Maintain campus presence to manage local relationships5. Measure and report results against agreed-upon Service LevelAgreements (SLAs) and Key Performance Indicators (KPIs)37

Procurement Recommendations1. Create a Unified Procurement Services Team Manage transaction and other related tasks Manage implement strategic sourcing and category management Manage spend/data analytics/reporting Manage a customer service function Manage procurement technology and user support2. Create a position of system-wide Chief Procurement Officer Assign accountability for all UMass addressable spend Assign reporting relationships of all Procurement team resources to the CPO Maintain presence on campuses for demand and customer relationship management Define isolated commodities to be managed by select campuses3. Harmonize policies considering campus needs where appropriate Transaction approval thresholds Contracting terms4. Set annual targets for cost savings38

Accounts Payable Recommendations1. Create a Unified Procurement Services Team Create a customer service function to handle inquiries/requests Manage data entry and other repetitive tasks2. Harmonize policies considering campus needs where appropriate Transaction approval thresholds Travel & Expense policies Vendor master maintenance policies3. Automate accounts payable-related activities Perform due diligence on travel & expense processing tools Perform analysis of opportunities to automate invoice processing4. Pursue prompt payment discounts Benchmark data* indicates savings opportunities if prompt pay discounts are includedin eligible vendor contracts and managed via invoice processing* Accenture Benchmark39

Current Procure to Pay Structure 6 separate campus procurement and AP functions3 campuses with procurement and AP separate, 2 combined (Dartmouth AP managed by President’s r ector s of A&FProcurementProcurement(Controller)ContractsReq to gementAccountsPayable countsPayable rocurement(Controller)40

Recommended Future StateRecommending a Unified Procurement Services Team across4 functional areas*:Procurement OperationsStrategic ProcurementAccounts Payable/TravelCustomer Service* Recommended structure based on peer analysis and Hackett benchmarks41

Recommended Organization/Governance StructureUnified Procurement tor ingSVP ofAdministrationDirector ofand entReq to ics CustomerAdvisoryCommitteeKey Governance ElementsAll n focusCollaborative strategy and prioritization of resourcesContinuous performance and service urcingAccountsPayable andTravel*Customer Service function expectedto provide services across broaderA&F functions42

Key Customer Service ElementsStatus, Updates, Closing the LoopCustomer Contact CenterOne Phone NumberOne Email ed Procurement ServicesCustomer Service Team Log inquiries as cases Work with customer tounderstand and attemptto resolve the case Escalate as neededUnified Procurement ServicesFunctional Teams Manage cases that can’t beresolved by Customer ServiceTeam Work with customer andCustomer Service Team toresolve the case Escalation and Feedback43

Payroll Recommendations1. Perform a deep dive analysis on payroll processes to identify efficiency opportunities2. Perform deep dive analysis on time & attendance to identify efficiency opportunities3. Harmonize policies considering campus needs where appropriate4. Continue automation of payroll-related activities, including: Further expand employee self-service Further automate workflow for approvals and notifications Further enhance reporting capabilities Further expand use of digital forms and signaturesAdditional Accenture recommendations to be reconsidered after deep dive analysis1. Create a position of system-wide Payroll Officer2. Create a Unified Payroll Services team Create a customer service function Move data entry and other repetitive tasks to Unified Payroll services Create a group within the Unified Services Team to manage international employee data44

Savings Opportunities45

Savings Opportunity OverviewStrategic Sourcing andCategory Management 13.75 million*Estimated, ongoing savingsattributed to increasedemphasis on strategicsourcing and categorymanagementOperationalEfficiencyPrompt PayDiscounts 1.5 million** 1.25 million***Estimated annual savingsattributed to a shift to aUnified ProcurementServices Team modelEstimated annual savingsattributed to greaterutilization of prompt paydiscounts 16.5 million total estimated savings* Mid-point savings estimate from Accenture spend analysis (range from 5.3M to 22.1M)** Mid-point savings estimate from FTE analysis (range from 1.25M to 1.75M)*** Mid-point savings estimate from Accenture benchmark (range from 1.0M to 1.5M)46

Strategic Sourcing/Category Management Savings OpportunitySavings Opportunity GroupsLow Est.SavingsMid Est.SavingsHigh Est.SavingsStrategic Sourcing Savings Opportunity 4.4 7.0 9.5Category Management Savings Opportunity 0.9 5.0 9.3High Potential Category Savings Total 5.3M 12M 18.8M% Savings Total (against 581M)0.9%2.0%3.2%Low Potential Category Opportunity 0.0 1.0 2.0Low-Dollar Tail Spend Opportunity 0.0 0.75 1.3Low Potential Category Savings Total 0.0M 1.75M 3.3M% Savings Total (against 329M)0.0%0.5%1.0%Grand Total Savings 5.3M 13.75M 22.1MGrand Total % Savings (against 910M)0.6%1.5%2.4%47

Strategic Sourcing/Category Management Savings OpportunityMid-point target of 13.75M in estimated savings from implementing strategic sourcing andcategory management (including tail spend management) Target 7M in potential savings through increased strategic sourcing on targeted subcategorieso Typical savings capture timeline of 6-12 months Target 5M in potential savings through category management disciplineo Typical savings capture timeline of 12-24 monthso Shorter for UMass because of existing shared technology (

UMass Lowell Andy Mangels, Vice Chancellor for A&F UMass Amherst Mike Barone, Interim Vice Chancellor for Administration & Fiscal Services UMass Dartmouth Kathleen Kirleis, Vice Chancellor for A&F UMass Boston John Letchford, CIO University of Massachusetts President's Office Advisory Working Group Stephen Karam, UMass Board of .

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