MINUTE WHITE PAPER

READ TIME Esker

ORDER PROCESSING

BUILDING A BUSINESS CASE

FOR ORDER PROCESSING
AUTOMATION
How to Propel Your Project to
the Top of the List

www.esker.com
 BUILDING A
BUSINESS CASE FOR
ORDER PROCESSING
AUTOMATION

TABLE OF CONTENTS

Introduction...................................................................................... 3

Current State of Order Processing................................. 4

Building Your Business Case............................................... 5

Convincing the C-Suite & Other Members of

Executive Management.......................................................... 6

Getting IT Management on Board.................................. 8

Gaining the Approval of the CS Team........................10

Order Processing Automation Success Story...... 13

Conclusion...................................................................................... 14

About Esker.................................................................................... 15
 Building a Business Case for Order Processing Automation | 3

INTRODUCTION

Customer Service (CS) managers are acutely aware of the advantages that order processing
automation has to offer. But it’s never as easy as simply selecting a provider and implementing a
solution. Before an automated order management project can hit the ground running, one critical
hurdle must be cleared — getting buy-in from upper management and other key stakeholders.

Why Building a Business Case Matters

Today’s fast-paced and ever-evolving business landscape demands that upper management (i.e., the c-suite) focus on
streamlining business functions as much as possible. In terms of order processing, this places greater emphasis on things
like supply chain execution, growth management, and visibility related to inventory, regulatory compliance and customer
satisfaction.
As a result, members of the c-suite have a greater role to play in the purchasing of solutions related to the activities within
order fulfillment. It is therefore the responsibility of CS managers to demonstrate how automation will not only modernize order
processing for Customer Service Representatives (CSRs), but translate into benefits for the entire organization.
By building a well-thought-out and strategic business case for order processing automation, CS managers will dramatically
increase their probability of convincing the c-suite that:
§ The benefits of order processing automation are too encompassing to take a back seat to other projects.
§ The IT department will not be burdened with new infrastructure requirements or changes.
§ Any new solution will not require transformative changes on the part of CSRs or customers.
§ Automated order management is not only a company cost-saver, it makes the jobs of all key stakeholders easier.

Understanding the C-Suite Mindset

Order processing automation is mutually beneficial to both the c-suite and CS managers (as this white paper will explore in
detail), but differing priorities can make selling it a big challenge. While CS managers are more inclined to care about factors
that directly affect their team and department (e.g., processing efficiency, error reduction, etc.), the c-suite has a much broader
range of items competing for their attention that focus on the organization as a whole, not just a singular department.
Another common obstacle for CS managers who are building a case is getting the c-suite to reshape their perspective on order
processing automation. For starters, order management simply does not have the recognition as a process that can benefit
from automation in the way that accounts payable (AP), accounts receivable (AR) and others do. More than that, many c-suite
members still view the primary function of order management as “filling orders,” without clearly seeing the link between supply
chain success and economic profit. Failure to break the c-suite of this mindset all but ensures any improvement initiative will
be dead on arrival.

Purpose of This White Paper

The good news is, despite upper management consistently being cited as one of the biggest obstacles to getting automation
solutions implemented, the collective mindset of organizations is trending in a positive direction. According to 2014 worldwide
report by The Service Council™, 60 percent of organizations surveyed anticipate that customer service will be the top source of
competitive differentiation in the next three years1.
It is the goal of this white paper to enable CS managers to embrace their responsibility and equip themselves with the
knowledge and strategies needed to make order processing automation a reality. By better understanding how an automated
order management system works, CS managers can cite key performance indicators (KPIs) and analytics to more effectively
persuade their organization’s top decision makers.

1. Dutta, S. (May 2014). Service Transformation: The Business Case. The Service Council.
 Building a Business Case for Order Processing Automation | 4

CURRENT STATE OF ORDER PROCESSING

As one of the core competencies of supply chain success, order management has always been
viewed as a critical business process. However, running an effective operation has never been
more difficult thanks to expanding order delivery channels, evolving customer expectations
and complex global supply chains. More than ever, the responsibility of order management is
less about filling orders and more about maximizing business resources and driving further
business improvements.

Addressing the Manual Makeup of Order Management

One of the primary reasons order processing has been slow to the automation bandwagon is because not all customers have
the desire or ability to send documents electronically. Of all of the delivery channels, fax and email orders are the still the most
common. Not only does printing out and manually entering fax and email orders into an ERP system lead to more errors and
slower fulfillment, it prevents CSRs from providing high-quality customer service. Implementing an EDI infrastructure can help
reduce the amount of manual work, but EDI orders with exceptions can create a new batch of problems to resolve for both
CSRs and the IT department.
Traditional methods of order management are associated with higher costs, lower visibility, longer processing times and a host
of other negative effects. Left unchecked, they can impede business progress and the ability to gain a competitive advantage.

Fax Fax Customer

Machines Service

ERP
Email
CUSTOMERS YOUR COMPANY

CSRs ? POs

EDI Manager

Where Automation Fits In

Using intelligent data capture technology, electronic workflow and digital archiving, order processing automation has the
capability to turn every order into an EDI-like transaction, virtually eliminating all of the biggest challenges, including:
§ Staff dedicating much of their time to manually entering in order data
§ Excess paper, transportation and physical archiving expenses
§ Trouble accurately capturing data regardless of order delivery channel
§ Low visibility of order processing and approval status from the moment the order is received
§ Limited analytics, reporting and audit trail capabilities
§ Difficulty managing customer claims in a quick, collaborative way

Adding Context to the Discussion

Understanding the current state of order processing is important when building a business case because it allows CS managers
to provide more context into why automated order management is more than just a want — it’s a need. Whatever shortcomings
order processing has, whether on a grand scale or within your own organization, must be identified so that the c-suite understands
what valuable opportunities are on the table, and how order processing automation can capitalize on them.
 Building a Business Case for Order Processing Automation | 5

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BUILDING YOUR BUSINESS CASE

How your business case for order processing automation is crafted, packaged and presented
is entirely subjective. But before the actual phase of creating a business case begins, some
important preliminary steps are required. Below are three action items recommended for
maximum effectiveness and preparation.

Define Your Overall Objectives

It can be difficult to stick to a strategy if you fail to first identify what the project 01
plans to accomplish. This can include defining what phase(s) of order management
and fulfillment you wish to automate and what type of solution you want to pursue. Define Your Overall
Objectives
For example, do you plan on automating all phases of the process, or just a
particular aspect like capturing data off of sales orders or electronic archival
of documents? Do you plan on pursuing a solution that is implemented on-
premises and managed by your organization’s IT department or a cloud-
based solution that’s utilized as an off-site, on-demand service? All of
these are essential details to iron out before creating the business case.
02 03
Back Up Your Consult with
Business Case with Other Stakeholders
Back Up Your Business Case with Research Research

If there is one universal truth about the c-suite, it’s that they love their
metrics. CS managers can explain why an automated solution is good for
business all day, but when it comes down to decision time, upper management
is going to need measurable data to justify their decision.
An effective way to calculate projected return on investment (ROI) is by measuring current order processing costs and then
measuring them against projected improvement costs from prospective automation providers. Doing this research not only
helps validate the solution you’re propositioning, it shows the c-suite that you’re thoroughly invested in the project.

Consult with Other Stakeholders

This is a big one. Without stakeholder approval and cooperation, your proposal has little chance at coming to fruition. Obviously,
support from the executive decision makers is the end goal, but CS managers must also make time to consult with the other
departments that will be affected by an automated order management system. This can include everything from business
divisions and IT to supply chain managers and sales directors.
How to speak their language
For CS managers, the primary goal of automation is to make order processing operate more effectively. However, the c-suite
and other key stakeholders need to be convinced that it’s a good investment for not only for your department, but the entire
organization. Getting the green light to launch your project may be challenging, but it’s not impossible — the key is learning
how to push all the right buttons.
In the coming pages, this white paper explores in detail how to communicate your plan with three of the most influential
stakeholders for any order processing automation project: the c-suite/executive management, IT management and CSRs.
Effectively speaking the same language as these groups will be instrumental in gaining their support, and ultimately, approval
for your project.
 Building a Business Case for Order Processing Automation | 6

CONVINCING THE C-SUITE & OTHER

MEMBERS OF EXECUTIVE MANAGEMENT

Executive decision makers have many different factors to consider on proposed projects,
including their own self interests. Simply put, if your business case for order processing
automation includes a compelling answer to the ever-important executive question, “how does
this help me solve my problems?” the likelihood of project acceptance will be much greater.

Members of upper management may have different priorities company to company, but they all share common concerns.
Below are two of the biggest things every executive and c-suite member places on a pedestal. Your task is to demonstrate how
automated order management positively influences these factors.

Profitability and the Bottom Line

Improving company profitability is the end-all be-all for upper management. With this in mind, it’s critical to showcase just how
impactful great CS can be to an organization’s bottom line. For example, according to results from a recent Forrester Research
study, the revenue impact from just a 10 percent improvement in a company’s customer experience score can translate into
more than $1 billion2.
With this in mind, the c-suite is likely to respond positively to any new solution that can help the company:
§ Eliminate wasteful spending
§ Improve operational efficiency
§ Generate greater productivity from employees
§ Maintain current customers and attract new ones
Order processing automation as a revenue generator
Automated order management is proven to be an effective solution at lowering operational costs. It makes sense: The faster,
more efficiently orders can be processed, the higher likelihood of savings. To help build your business case, it would be wise to
expound on the cost savings to be gained — below are three of the biggest ways how organizations can minimize expenses via
order processing automation:

Reduce the amount Increase the ability to Improve employee

of order processing achieve lean business productivity and
errors. growth. customer satisfaction.

CS managers love that automation
eliminates error-prone manual
tasks. Conversely, the c-suite will be
happy knowing they won’t have to
increase inventory to compensate
for supply chain inaccuracies.
Automation eliminates manual
data entry. For CS managers,
that means a more accurate,
efficient operation; for the c-suite,
it translates to handling growing
order volumes without having to
add to new staff.
Freed-up CSRs can not only
better serve customers, they have
more time for upselling as well.
For the c-suite, higher customer
satisfaction rates translate
into retaining key clients and
increasing future sales.
 Building a Business Case for Order Processing Automation | 7

New Levels of Visibility and Analytics

As much as the c-suite will appreciate saving money within order processing operations through more efficient workflow, their
ability to effectively oversee and control the process is something that will really get their attention. The increasing amount of
activities, logistics and channels involved in the supply chain make visibility and collaboration a must. In other words, if a c-suite
member really wants to reduce inventory and become more agile, he/she must first have access to the metrics behind their
current operation.
Of all the top strategies that companies believe can alleviate the pressures of today’s supply chain costs and complexities,
the Aberdeen Group recently found that organizations cited “improving internal cross-departmental visibility” and “streamlining
processes for easier monitoring and enhanced usability” as
the top two actions3.
Packaged KPIs and dashboards
The overall goal of building a business case is to showcase
how the benefits of automation can transcend order
processing and strategically impact other critical aspects of
the organization. And nowhere is that more clear than the
real-time visibility and other analytical tools offered by top-
tier solution providers.
Much like statistics can now be used in professional sports
to analyze virtually any type of metric for a competitive
edge, many order processing automation solutions feature
packaged KPIs and dashboards that go beyond what
orders were filled to provide instant access into how many
orders are in the queue and how much cash it accounts for.
This type of enhanced control allows everyone involved to
perform daily tasks, monitor performances, and determine
the best approach for managing orders.
Dashboards are also customizable so that users can choose
what they want to display and to which user or profile. Plus,
users are free to remove, edit or add other indicators to their
dashboards.

VALUABLE DASHBOARDS FOR EVERY USER

COO CIO CS MANAGEMENT/STAFF SUPPLY CHAIN
§ Ratio of EDI, web, fax and §O
 rders lines per month and
§ Orders per month § Priority orders to validate
email orders CSR

§ Value of orders validated § Orders by submission type §O

 rders approved today § Orders waiting to validate
(fax, email, EDI)

§ Customer issues per month § Average order entry time §N

 umber of lines by
over the last six months § Out-of-stock orders
customer

§ Processing time by CSR

§W
 hose orders customers
spend the most time on

Complete audit trail

Most best-in-class sales order automation solutions also house a complete audit trail of every touch point within order
processing, providing insight into “who did what, when and where,” with the ability to monitor whether or not the proper checks
and validations took place. A record of all users’ order data changes is kept so no modifications can be made without leaving
a trace. For the c-suite, this provides some much-needed peace of mind regarding regulatory compliance for things like the
Sarbanes-Oxley Act, the HIPAA/HITECH Act and more.

2. Burns, M. (July 7, 2011). The Business Impact of Customer Experience. Forrester Research.
3. Heaney, B. (May 2013). Supply Chain Visibility: A Critical Strategy to Optimize Cost and Service. Aberdeen Group.
 Building a Business Case for Order Processing Automation | 8

GETTING IT MANAGEMENT ON BOARD

The c-suite and executive management aren’t the only ones who need convincing.
Undoubtedly, the IT department has its own list of priorities and apprehensions for any new
solution that’s implemented in the organization. If they are not consulted, or if their needs are
left unaddressed within the business case, your order processing project will fail to gain the
traction it needs to move forward.

Speaking the language of IT management starts with understanding their mindset. Primary concerns of IT related to order
processing automation may include:
§ Its effect on cost predictability for the IT department, both short-term and long-term
§ Not having the adequate amount of resources needed to invest in and maintain new infrastructure
§ The risk for security breaches and compromised business continuity
§ How compatible and flexible a new solution will be with current or future systems related to order management

Selling IT on the Cloud

Fortunately, mature technologies like cloud-based and software as a service (SaaS) solutions have emerged in recent years
boasting benefits like no additional software, hardware or maintenance requirements, and faster deployment and user
adoption. Since there’s no equipment to set up, the solution can be up and running quickly with little downtime.
This doesn’t mean that selling IT on the cloud is going to be a walk in the park. Like the c-suite, it’s common for IT management
to fall back on the “our current process, for all its flaws, still works well” argument. However, studies show that cutting costs
continues to be the top priority among IT professionals when determining the use of cloud computing4. One potential point
to include in your business case is a side-by-side comparison of an on-premises approach vs. a SaaS approach. The cloud
might not be the right fit for every organization or IT department, but as a whole, the benefits of cloud-based order processing
solutions are hard to deny.

ON-PREMISES APPROACH SAAS APPROACH

§A
 ll costs are paid up-front when acquiring the software § Payments are based on a combination of monthly
COST package. subscription fees and per-use charges.

§ The software is installed for the company at an offsite

§ Installing and setting up the software on-premises is the location hosted by the software provider, while setup is
INSTALLATION
company’s responsibility. performed by the provider’s support team.

§ Backing up data and software, as well as ensuring a copy § The data and software are automatically backed up on a
DATA BACKUP of the backup is in a safe location offsite, is the company’s regular (at least daily) basis by the software provider at
responsibility. their hosted site.

§ Technical support is generally available for an additional § Technical support is included in the monthly subscription
SUPPORT cost. price.

§ The company must purchase and install any upgrades so § Upgrades happen immediately and are included in the
UPGRADES that the software keeps up with its current needs. subscription price and are installed by the software provider.

§ As a company grows, it must purchase and install

SCALABILITY § Growth is handled automatically by the software provider.
additional servers to support the growth.
 Building a Business Case for Order Processing Automation | 9

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SaaS and the Advantage of Scalability

Another benefit of SaaS solutions is their scalability. This is a big selling point for IT management, and something that can
enhance your business case for what it really is — a long-term strategic business plan — rather than just a quick-fix for manual
order management.
As the overseers of all electronic equipment and day-to-day communication within the organization, IT plays a valuable role in
making sure other departments and business functions, not just order processing, have the best communication resources on
hand to be productive and successful. Cloud vendors, particularly those who can offer multiple automation solutions via the
same platform, allow businesses to go beyond order management to automate processes like AP, purchasing, AR and more,
eliminating the need for a myriad of different products or costly separate components on IT’s end.

Removing the Burden of EDI Exceptions

When it comes to order processing, the jobs of IT professionals are directly tied to the processes that CSRs use to handle
and manage customer orders. Take EDI orders for example: In a typical organization with EDI infrastructure, the number of
EDI orders actually processed without requiring human intervention can be quite low. Incoming orders might be coming in the
proper format, but item details could be wrong in the EDI file (e.g., product number, pricing, etc.). If this is the case, the time,
attention and resources of IT is often required to decipher the complex EDI order information in order for it to be correctly
processed and entered into the ERP/business system.
What an order processing automation solution does — and what your IT department will love — is fill the EDI automation gap
and increase the percentage of orders processed via EDI without altering existing business procedures or IT infrastructures.
Information from EDI orders is automatically captured and populated into a human readable version. Discrepancies are
automatically identified and flagged, making it easier for CSRs to verify, correct if needed, and start the workflow as usual. As a
result, IT resources can be freed up for more strategic projects.

Maintaining Compliance … in the Cloud

Businesses that operate in the healthcare industry have an added element of stress when it comes to order processing in the
form of maintaining HIPAA/HITECH Act compliance. And for the IT department, meeting these stringent requirements isn’t a
one-time deal — it requires consistently having to invest in training staff, adopting new security tests and updating technology.
Unless, that is, you find a cloud-based automation provider that has been formally reviewed as being HIPAA/HITECH compliant.
Maintaining compliance can be a major pain for the IT department, which makes order processing automation a huge
selling point. Any solution provider that has passed a formal security assessment of its cloud-based processes, controls and
procedures via a third-party has demonstrated its commitment to the safe and secure handling of electronic protected health
information (ePHI). This not only gives the c-suite peace of mind, it will take a considerable load off the back of IT.

4. Cloud ROI Survey Results Comparison 2011 & 2012, 2012. The Open Group.
 Building a Business Case for Order Processing Automation | 10

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GAINING THE APPROVAL OF THE CS TEAM

Of course, just because members of the c-suite and IT department need to be sold on the
benefits of order processing automation, doesn’t mean your own CS team couldn’t use some
reassurance. How customer orders are processed, managed and stored can say a lot about
the success of a company, and happier, more productive CSRs not only generate added value
toward CS, but to the overall reputation and profitability of a business.

Why Manual Workflow Needs to Be Addressed

Despite the fact that the digital era is phasing out some of the more traditional “human elements” of CS, that doesn’t make what
CSRs do any less important. Providing engaging, one-to-one support is still imperative. For example, according to recent study
findings, 89 percent of consumers have stopped doing business with a company after experiencing poor customer service5.

When situations call for a quick, definitive and informed response, having members of the CSR team digging through piles of
paper or searching for misplaced orders in filing cabinets is, obviously, a less-than-ideal work environment. In the course of
building your business case, it will be beneficial to call out exactly why manual workflow is detrimental to both the CSRs and
the c-suite.

Below are three of biggest difficulties faced by CSRs, and how they affect order processing performance and the c-suite:

ORDER DATA MUST BE KEYED IN TO THE ERP/BUSINESS SYSTEM.

CONSEQUENCES FOR CSRs: CONSEQUENCES FOR THE C-SUITE:
§ Time wasted doing manual tasks such as printing out email § Investing resources in CSRs to perform low-value and error-
orders, picking up fax orders and manually entering in data. prone tasks
§ Increased risk of error and slowdowns in order delivery due to § Slowdowns in the cash collection cycle caused by errors can
human intervention impact working capital
§ CSRs are dissatisfied, less invested in their job; high turnover
§ Unfulfilling job due to tedious day-to-day tasks
costs

ORGANIZING & STORING ORDERS IS DONE MANUALLY.

CONSEQUENCES FOR CSRs:
§ Time wasted filing orders in file cabinets or document storage
facilities
§ Difficult to locate copies in a timely fashion
CONSEQUENCES FOR THE C-SUITE:
§ Poor customer satisfaction, as a result of slow response
times, can hurt business reputation
§ Paper documents may find their way into the hands of
unauthorized personnel

§ Risk of losing or damaging important archived documents § In-office or off-site storage can be costly

MANAGING, TRACKING & ANALYZING CLAIMS IS DIFFICULT.

CONSEQUENCES FOR CSRs: CONSEQUENCES FOR THE C-SUITE:
§ Poor communication between services; lack of unique IM
§ Frustrated customers lost to competitors
system in the company

§ Little to no customer issue follow-up § Damaged reputation and financial losses

§ Inability to leverage customer feedback to generate new ideas

§ Errors resulting from manual claims handling
for product enhancement and shape corporate policy
§ Inability to recognize certain customers with recurring issues
§ Poor experiences with customers
or complaints
 Building a Business Case for Order Processing Automation | 11

The End-to-End Value of Automated Workflow

One of the biggest values that order processing automation delivers is that it addresses the problems of manual workflow
across the board — not just at a single stage. Because every phase of processing is made electronic, the need for any printing
out orders, human data entry and manual storage and filing is eliminated. Every order that comes through a business, no
matter how it arrives (e.g., fax, email, EDI, etc.), now goes through an automated order processing solution — from document
arrival to fulfillment. 3
VALIDATION

1 2 3 4
Incoming sales Based on the value of OCR The order is either File with PO data
orders received extracted fields, orders are automatically processed made available for
by email, fax, routed to the correct or presented to the CSR upload into ERP,
web portal or EDI. workflow path. for validation. indexed and archived.

ARCHIVE
READING &
No exception DATABASE
EXTRACTING ROUTING
detected
Touchless

FILE
AUTOMATION
SOLUTION
Exception
detected
CSR ERP POSTING
validation

www EDI

Wherever there is a benefit for the CS team, it’s usually the case that a benefit for the c-suite and other key stakeholders exists
as well. Translating these benefits in your business case will increase the likelihood of project acceptance.

BENEFITS OF AUTOMATED WORKFLOW

BENEFITS FOR CSRs:
§ Process orders and claims faster
§ Greater job satisfaction and professional development; more
time spent servicing customers and upselling
§ Able to handle volume fluctuations with ease
§ Improved accuracy and process control
§ Retrieve orders instantly and electronically
BENEFITS FOR THE C-SUITE:
§ Accelerated O2C cycle; higher customer satisfaction
§ Happier CSRs and greater professional development
opportunities; lower rate of staff turnover
§ Avoid adding headcount to manage growth
§ Greater support for regulatory compliance
§ Visibility in all stages of the business process

Streamlining Customer Claims Processing

The problems associated with manually processing customer orders isn’t the only aspect of a CSR’s job that can put a damper
on their day-to-day experience. Arguably, handling customer claims using manual methods can be a far more challenging
endeavor. Without the proper issue management system in place, actions like logging claims, accessing claims, prioritizing
daily actions, and ultimately resolving customer issues can be an unnecessarily complex and frustrating process.
Most best-in-class order processing vendors offer issue management tools as part of the solution package to streamline this
issue — a big selling point for winning over CSRs who may be skeptical of what a new system can actually do. With such a
solution, CSRs are able to log, track and manage all claims from the same interface used to process their customer orders.
Built-in dashboards not only help CSRs organize and simplify their daily activities, the information can easily be shared with
other parties, increasing overall collaboration.
 Building a Business Case for Order Processing Automation | 12

Promoting Reassurance Within Customer Service

Understandably, those who are part of the CS team will not always have a positive reaction to the news that there will be
changes associated with their jobs. It’s human nature to fear change, and even though the majority of CSRs comprehend the
benefits of order processing automation, that doesn’t mean they’re sold on the solution.
Job security
One of the biggest fears for CSRs is the thought that an automated solution will put them out of a job. However, that is rarely
the case. Most businesses that utilize an order processing solution simply do so to “fill in the gaps” of their operation; in other
words, automate the manual aspects that really should be automated. Doing so not only allows CSRs to retain their position,
but encourages managers to repurpose however much of their time is saved to perform tasks of greater business value. For
example, instead of manually entering order data, a CSR can instead spend his/her time engaging with customers, analyzing
information, upselling, etc. This is a crucial point to convey when building your business case to the CS team.
Learning curve and user acceptance
Another common concern among CSRs is the learning curve for a new solution. Even though the current process may be
inefficient, experienced staff members understand their roles and have a system in place that they’re comfortable with.
It will put the minds of CS managers at ease to know that, at least for many of the leading solution providers, order processing
automation solutions are implemented using the Agile methodology and Change Management practices, which allows users
of the new solution to get hands-on experience early on in incremental stages and be more receptive to procedure changes.
Benefits of Agile and Change Management approaches include:
§ Gaining the benefits of the solution more rapidly with faster ROI
§ Ability to make decisions and modifications with context and experience
§ Quickly receiving new features to test
§ Being directly involved in the project; greater process insight
§ Investing resources in the most valuable features
§ Reducing risks and lowering overall startup costs

5. 2011 Customer Experience Impact Report: Getting to the Heart of the Consumer and Brand Relationship, 2012. Oracle. (Based on a survey commissioned by RightNow and conducted by Harris Interactive).
 Building a Business Case for Order Processing Automation | 13

ORDER PROCESSING AUTOMATION SUCCESS STORY:

For over 20 years, Parts Town has supplied genuine OEM replacement parts for commercial
cooking equipment to the restaurant industry, delivering the highest level of customer service for
food equipment replacement parts, commercial kitchen accessories and selected food equipment.

The Back Story

Parts Town had always relied on traditional methods to process its inbound customer orders — a daily volume of approximately
2,000 documents. After the orders would arrive, CSRs would print out paper copies of the POs, manually enter the data into
Parts Town’s SYSPRO™ ERP system, and then file it in a personal folder or inbox.
The company maintained this system the best that it could; however, as Parts Town’s business grew at a rate of 40 percent
annually, the order management operation became more and more chaotic as volumes increased. Because everything was done
manually, the team was running into a lot of processing errors, and both managers and CSRs had little visibility into the workflow.

Key Considerations
When it came time to choose a replacement solution, Parts Town knew it would have to make a business case to all of the
departments affected by the decision, including: management, IT, CSRs and the company’s Distribution Center (DC). To meet
the eclectic needs of its business, Parts Town selected a cloud-based automation provider it already had experience with, having
implemented an AR solution just a year earlier. The provider’s order processing solution met Parts Town’s key requirements by
helping to facilitate “lean growth,” improve workflow efficiency and accuracy rates, and enhance visibility.
Parts Town’s Director of Customer Experience praised the comprehensive nature of the solution, saying: “Our DC managers can
now see the number of orders in the queue and use that data to allocate resources and forecast what needs to be done with
supply chain and staffing. We used to have people staying late because the CSR team was sitting on orders. Now, people working
in the DC are able to go home to their families — it’s been a transformational improvement in terms of how we run our operation.”

Our DC managers can now see the number of orders in the queue and use that data to allocate
resources and forecast what needs to be done with supply chain and staffing.
- Director of Customer Experience, Parts Town

Benefits Achieved
§ Eliminated almost all fax machines §E
 nhanced supply chain efficiency and order processing
management thanks to fewer manual tasks
§A
 ccelerated order processing time by minutes thanks
to reduced manual tasks and “taught” rules within the §F
 reed up warehouse space by eliminating PO archiving
solution
▪ § Reduced turnaround time for order acknowledgements
§ Increased visibility and control into every order, allowing
§ Improved flexibility to extend same automated platform
for prioritization and real-time tracking
to other business processes (e.g., AP)
§ Reduced employee overtime hours
 Building a Business Case for Order Processing Automation | 14

CONCLUSION

Your project is not the only one vying for approval and budget dollars within the organization.
Upper management may understand the benefits of order processing automation in a general
sense, but often can lack the necessary insight into how those benefits can translate beyond
order management to the business as a whole. Creating a clear and comprehensive business
case is the key to convincing key stakeholders and propelling your project to the top of their
to-do list.

Now that you are better equipped to speak convincingly to the key stakeholders, it’s time to move forward on actually building
your business case. Be sure to include the following essential elements as you begin the process:
§ Description of your current order management process and proposed solution
§ Projected timeline and project costs
§ Calculated project benefits and potential risks
§ Any other assumptions based on your project knowledge
This white paper can be used as a fallback to measure the quality of your business case as it’s assembled as assurance that
no important details were overlooked. Good luck!
 Building a Business Case for Order Processing Automation | 15

Esker on Demand

ABOUT ESKER
Esker is a worldwide leader in cloud-based document process automation software. Organizations of all
sizes use our shared platform of solutions, offered on-demand or on-premises, to automate accounts
payable, order processing, accounts receivable, purchasing and more. Esker’s solutions are compatible
with all geographic, regulatory and technology business environments.

Global Expertise
Founded in 1985, Esker’s solutions are used by over 11,000 customers globally, from small to mid-sized businesses to large
corporate entities. Esker operates in North America, Latin America, Europe and Asia Pacific with global headquarters in Lyon,
France, and U.S. headquarters in Madison, Wisconsin.

World Headquarters:
U.S. Headquarters: Lyon, France
Madison, Wisconsin

Cloud Computing
Esker is one of the first software vendors capable of offering a 100% cloud computing automation solution to its customers.
Esker’s on-demand customers now represent 40% of Esker’s total sales revenue.

One Platform. Any Process.

Esker’s solutions span the entire cash collection cycle — from order-to-cash to procure-to-pay — allowing organizations to
automate virtually any business process that runs on paper documents:
§ Order Processing: Automate the entry and routing of incoming customer orders.
§A
 ccounts Receivable: Streamline every aspect of AR with on-demand invoice delivery, customer portal support and tools
for collections management.
§ Accounts Payable: Automate entry and routing of incoming AP invoices and other financial documents.
§P
 urchasing: Electronically process and deliver supply chain documents based on vendor preferences.
 WHITE PAPER
Esker

©2015 Esker S.A. All rights reserved. Esker and the Esker logo are trademarks or registered trademarks of Esker S.A. in the U.S. and other countries.All other trademarks are the property of their respective owners.

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