Global Process Standardisation

4Regions — the UK, Germany, Poland and Brazil

Purchase-to-PayStandardised to one global process

1Global standard adopted despite very different starting points

app.serendata.co.uk/purchase-to-pay/regions

Purchase-to-Pay · Global

Impact by region

Impacts186Regions4Readiness7.4

ImpactAudienceRegionReadiness

Purchasing approvals move to centralised teamsOperational managersBrazilAt risk

Supplier onboarding shifts to shared servicesLocal procurementPolandPotential risk

Purchasing approvals move to centralised teamsOperational managersGermanyPotential risk

Supplier onboarding shifts to shared servicesLocal procurementUKOn track

Three-way match in the global standardAP teamsUKOn track

01Scenario

A global manufacturing organisation was standardising its Purchase-to-Pay process across the UK, Germany, Poland and Brazil. Each region was starting from a different as-is position, with different legacy processes.

While some regions were already operating close to the future global standard, others faced significant changes to roles and responsibilities. For example, purchasing approvals previously owned by local operational managers were moving to centralised teams, while supplier onboarding activities handled locally were shifting to a shared service model.

In some areas, the future-state process was still being defined, but implementation activity was already beginning. The programme needed to understand the scale of impact in each region, the resource and interventions required, and the different journey each would need to reach the same global process standard.

02Solution

The organisation began building its implementation picture in Serendata while future-state processes were still being defined, capturing known impacts, audience groups, stakeholders and actions as the programme developed.

As the future-state processes matured, the BPMN was ingested into Serendata. Impacts were then connected to processes, audience groups, end users and change actions.

This gave Process Owners visibility of where impacts were greatest, which regions required more resource or intervention, and how readiness and engagement were progressing against each region’s individual implementation journey.

03Results

Regions were able to move at different speeds without delaying the wider rollout
Teams experiencing significant role changes received more intensive preparation ahead of transition
Regions closer to the target state avoided unnecessary training and implementation activity
Process Owners had greater confidence that regions were ready to adopt the standard at go‑live
The organisation achieved more consistent adoption of Purchase-to-Pay across regions

All four regions successfully transitioned to the same global Purchase-to-Pay standard despite very different starting points.

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