Research Justification
THE DOW CHEMICAL CO.
Noël de Clippelaar - 00068765 – HZ University of Applied Sciences
1st Examiner: B. Bijkerk 2nd Examiner: S. Bakker In-company supervisor: P. Drumont
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Abstract
The goal of this research is to provide The Dow Chemical CO. with relevant information in order for the company to find solutions regarding the current invoicing procedures of multi-line invoices. Dow indicates to experience a loss in valuable time during the current invoicing process. It is of high importance to understand the way of invoicing and to discover the bottlenecks and failures causing the additional time needed for posting an invoice. Firstly, the research is mainly focused on only understanding the process. Afterwards, a time saving substitute is requested and found within the company’s environment but without any shared knowledge. This potential solution requested research regarding its use and requirements. This hopefully, will result in a new time-saving process with an improving trend of
productivity. Three recommendations regarding the professional product are proposed in this report however the conclusion would be to execute the implementation of an automation plan.
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Table of Contents
Abstract... 1
1. Preliminary research ... 1
1.1 Company/Product analysis & developments... 1
1.2 Proble m Analysis ... 4
1.3 Lite rature review ... 6
1.3.1. Invoice handling ... 6 1.3.2. Productivity ... 7 1.4 Information gaps... 8 1.5 Research questions... 9 1.6 Project aim ... 10 2. Research Approach ... 11 2.1 Approach pe r sub-question... 11 2.2 Data collection ... 12 2.3 Data analysis... 13 2.4 Ope rationalization ... 13 3. Results ... 14
3.1 What is the process of handling invoices within the Procure -to-Pay departme nt? 14 3.2 What are the limitations and bottlenecks of the invoice handling process? ... 15
3.3 What tools are available within Dow to remove limitations? ... 15
4. Conclusion... 18
5. Recommendations ... 20
6. References ... 23
Appendix A – Interview with Bhaskar Varadharaju ... 26
Appendix B - European Commission standard for invoice processing... 28
Appendix C – Related Dow departments ... 29
Appendix D – RACI Matrix ... 31
Appendix E – Research goals explained with SMART- model ... 32
Appendix F - Upload process ClipperTool ... 34
Appendix G – TimeChimp ... 43
Appendix H – Requirements Invoice Upload Template ... 44
Appendix I – Dimensions and Indicators ... 46
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Appendix K – First interview with Peter Drumont (PtP Leader) ... 49
Appendix L – Glossary... 50
Appendix M – List of Potential Suppliers based on Max Total Amount ... 51
Appendix N – DTP invoicing procedure manually ... 52
Appendix O – Interview met Rik Bonny... 53
Appendix P – DTP’s of all invoicing options ... 55
Appendix Q – Second interview with Peter Drumont (PtP Leader) ... 60
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1. Preliminary research
1.1 Company/Product analysis & developments
Dow Chemical Company is an American chemical and plastics manufacturer that is one of the world’s leading suppliers of chemicals, plastics, synthetic fibers, and agricultural products. Headquarters are in Midland, Michigan (D&B Hoovers, n.d.). Dow Chemical Company was founded in 1897 by chemist Herbert H. Dow of Midland to supplement the Midland Chemical Company (1890) and the Dow Process Company (1895). Created in part because Dow required a bleach plant to use the wastes from the bromine extraction processes performed by Midland Chemical, the new company also began extracting other chemicals such as chlorides, magnesium, and calcium from Michigan’s plentiful brine deposits (Science History Institute, 2017).
The company is active on a global level and operates in 4 different regions (Dow Chemical Benelux, 2019):
EMEAI: Europe, the Middle East, Africa and India NAA: North America, Alaska
LAA: Latin America, Asia APAC: Asia-Pacific
The company is currently ranked in the top 3 of the list of the largest chemical producers on a global scale (Tullo, 2018).
1.2 Problem Analysis
Beginning of year 2019 it has been noticed within the management of the Procure-to-Pay department (PtP) that invoices for the supplier called 'DSV' faced a lot of problems with timely processing invoices as they are currently processed manually. DSV is a global provider of logistics solutions and deals with transporting products, and is also managing the
warehouse-warehouse transports together with other sales transports. They are operative in Air, Road and Marine transport. This supplier has been chosen to be used during this research after an interview with Peter Drumont, leader of the Procure-to-Pay department and also the in-company supervisor who guided this research, see appendix K.
The time-consuming invoicing problem was underpinned by having an interview with the leader of the operations team from Dow that handles DSV invoices, he confirmed that the current process faced many errors causing a delay in processing time. This research and
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questionnaire is mentioned in appendix A. Before continuing on explaining the problem a clear overview of the related departments has to be noticed in appendix C.
The main problem, which Dow wants to solve is the current time-consuming process of DSV invoices. With switching to automation, Dow has more time for other tasks within the department. This problem with DSV has been around since February 2019, but unfortunately there was not enough capacity beginning 2019 within the company to find a solution for it. Procure-to-Pay Department was already cooperating with DSV and they were willing to work together and to provide the necessary information regarding this research, this was discussed during a meeting with the supplier. When the research is successful, more of the invoices will be paid on time and the processing time will decrease. This is something to strive for as it can be said that every vendor wants their invoices to be paid on due date, meanwhile Dow is able to spend the time saved with the automated process on other tasks.
The invoices Dow received from DSV are such called as a multi- line invoice. These multi- line invoices that DSV sent to DOW are regarding default cost and includes between approximately 50 and 2000 line items. A cost line item is part of an invoice, all these ‘lines’ combined creates an invoice. These line items must be inserted manually, and due to the manual effort it is very time-consuming to finalize just one invoice. This because the system has to validate each entry. It has been stated that it takes approximately 30-40 minutes to process 50 line-items. This means that one invoice of 2000 line items will take, at least, 1200 minutes to book. Per month the PtP department receives 10 - 15 invoices of this format. The booking of these invoices will be in parts and can be saved during the process. This is in itself a time-consuming process, but unfortunately it can take even longer if one of the last line items in the invoice is erroring and causing that the entire invoice has to be re-created.
The problem arose under the Procure-to-Pay department, as they have to deal with the failures of the invoices and noticed the recurring setback of a time-related delay in paying the invoices, caused by the time-consuming multi- line invoices. The paid-on-time rate, but also the automation rate, will be negatively influenced due to this problem. The Dow Chemical company did not adjust their current way of processing multi- line invoices. As a result, the automation rate stagnated, and the requested goal hasn’t been reached yet, even though the company has got the potential to increase their rate when solving this time-consuming problem. Furthermore, because of a lack in improvements regarding handling the multi- line invoices, the current process is still taking too much time and effort.
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1.3 Literature review
Since the error notifications keep coming back during the invoicing process, Dow should consider automating the current process. This will be substantiated by means of the section literature review, here the research question will be explained together with the associated sub-questions on the basis of relevant theory. Invoice handling and Productivity have been chosen as the concepts that are related to the research. A detailed explanation and literature analysis regarding these concepts have been found and is explained in the sub-headers of this paragraph. In this way, a clear picture will be created of the content of the research questions and to represent the relationship between the project and the theory. In this paragraph the concepts will be explained on basis of their dimensions and their unique
indicators. In addition, a concise theoretical definition of the concept is given in order to make clear exactly what it entails.
1.3.1. Invoice handling
The first, and perhaps the most important concept of this research and research
question, is to understand how invoices are handled today and what is involved. Dow receives all of DSV's invoices via functional mailboxes (a mailbox that either a single user or multiple users can access at the same time and send e-mail from to support an accomplishing of a specific tasks/supporting issues that come across) and are therefore subject to PDF-invoicing. These PDF invoices are traceable and therefore useful for Dow when archiving the invoices. Invoicing is the process of sending an invoice or multiple invoices. An invoice is another word for a bill which is send to the customer when a product or service has been sold and delivered. Invoicing is therefore the sending of invoices (De Bruijn, sd).
Invoices can be received on paper, PDF, or by other electronic means. The invoice must either be scanned or manually entered into the system. From there, the invoice amounts must be coded for the correct accounts, cost centers or projects. Then, the invoice has to be sent to the responsible person or budget owner for review and approval. The
multi-step approval workflows take time but can be automated for faster and more efficient processing (Biedron, 2018).
European countries and the European Commission have set up a standard for the processing of invoices in response to the large number of different types of invoices present in Europe, referring to appendix B. These different formats create unnecessary complexity and high costs for companies and government agencies. Although all contracting authorities must accept electronic invoices that comply with the European standard, the specific national rules
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European e-invoicing infrastructure. The latter will be provided by service providers on the market (Europese Commissie, 2019).
The European commission explained the invoicing process as mentioned below, the source of saving is also explained:
Step 1. The seller prepares the invoice
This step refers to the compiling of information such as man hours, list of items, usage of services etc. necessary to issue an invoice. This process happens before the invoice itself is created and is not affected by the form of the invoice.
Step 2. The seller issues the invoice
The invoice is created in the system and exported into the relevant format, paper, pdf, html, structured XML.
Step 3. The seller sends the invoice
The invoice that has been created is sent to the buyer by using a method that suits the form, i.e. physically, by email or through messaging platforms.
Step 4. The buyer receives the invoice
As an invoice is received by the buyer it needs to be correctly identified as an invoice and assigned to the correct internal process.
Step 5. The buyer approves the invoice
The invoice is reviewed to verify that it matches the quantities and prices ordered and received.
Step 6. The buyer books the invoice into accounts
The buyer enters the necessary information from the invoice into their accounting system(s) and assigns the relevant accounting keys.
Step 7. The buyer schedules payment
The payment for the invoice is scheduled either according to contracted terms or based on payment information in the invoice.
Step 8. The buyer archives the invoice
The invoice is stored for later retrieval. A brief overview is showed in appendix B. 1.3.2. Productivity
According to J. In 'T Veld, productivity is the relationship between the efficiency and effectiveness with which an organization or an entire economy is able to convert the means of production into results (In 'T Veld, 2002). However, other researches imply that productivity
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Frankel, 1961). Hoeffnagel states that employees need technology and digital solutions to increase their productivity. 49% say that automation technology will enable them to be more productive, while 52% assume that artificial intelligence will have a positive impact on their role. This is the conclusion of a Ricoh survey among European employees, including 101 Dutch respondents (Hoeffnagel, 2017). Maurits Aalders, Director of Marketing, Ricoh Netherlands states: "There are many tasks and processes that require too much time and that can actually be automated or streamlined. By freeing up this time, technology allows
employees to work smarter and focus on adding real value to their business" (Hoeffnagel, 2017). The definition of productivity that best fits the research on the basis of the above theory is the theory of Kendrick and Frankel (1961).
Unfortunately, it is not possible to use a ruler to measure how high or how good a person's productivity is. However, there are other tools that are very useful. There are several software tools that can be used to measure productivity. The KPI that will be used is the program TimeChimp. This allows you to record the hours of your employees in an easy way (Baltus, 2018). With this tool the company can measure the FTE (fulltime-equivalent), and therefore the change of productivity regarding invoicing, after implementation. FTE is used to indicate the productivity of an employment contract. 1 FTE stands for 1 full working week. Someone with an assignment of 0.5 FTE therefore has an assignment for half a week.
TimeChimp is also the program that will be used during the project to measure productivity among the employees who process the invoices. As with measuring the automation, this will be measured before and after the project so that a clear overview is created. Exactly what will be measured are the hours needed to process 1 invoice in the old way and 1 invoice in the automated way, doing so it will become clear whether more or less invoices can be processed per day.
1.4 Information gaps
Now that the problem, the company and the literature review have been described, a clear overview of the research has been created. It is now clear what Dow wants to achieve and how it can improve the current situation and try to solve the problem as best as possible. This section explains what information is still missing to give direction to this research so that correct and relevant information is retrieved. When gathering insights by means of having interviews and using desk research, opportunities will arise that can be used to answer the current research questions and support this report in a positive way.
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for improvement in the PtP invoicing process. The overview contains the current invoicing process, the limitations of the current process and alternative procedures to improve the handling of invoice in such a way that it is time-saving.
Regarding the first sub question, ‘What is the process of handling invoices within the Procure-to-Pay department?’ this gap can be covered after interviewing the lead of Dow’s processing team as he or she is aware of the current invoicing procedure that Dow is using. Doing so, an overview of the current invoicing process had to be found to cover the information gap of this research question. From the moment this information has been received, necessary steps have been taken to find a suitable and implementable alternative.
The second sub question benefits from knowledge such as the errors that occur during the procedure. When an overview of the current errors is made, there can be searched for solutions to tackle these failures. It turned out that a qualitative research was the most
suitable in this situation. The lead of Dow’s processing team contributed by sharing his or her knowledge via an interview.
The gap that has to be fulfilled related to the third sub question is the lack of understanding the different invoicing procedures. Value has been added regarding this sub question when information respecting the already existing tools within Dow was gathered. This information was gather by having a qualitative research with an expert in invoicing, together with holding a desk research. Since Dow is a very large company, there are many tools that are currently used to book different kind of invoices. A selection of these
procedures would already contribute in clarifying this information gap.
1.5 Research questions
To fill the information gaps the following research question was created: What are
the opportunities for improvement after gathering insights in PtP process regarding invoice handling in order to reach Dow’s annual goals and reduce the required effort regarding invoice handling?
The sub-questions underneath will be answered in the process of the research with the aim to
fulfill the gaps mentioned in the previous chapter:
(1) What is the process of handling invoices within the Procure-to-Pay department? (1.1) What are the limitations and bottlenecks of the invoice handling process? (2) What tools are available within Dow to remove limitations?
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1.6 Project aim
As mentioned earlier in the problem analysis and the research question, with writing an automation plan, the ultimate aim is to minimize the effort required to process invoices. This is by far the largest and most important goal during this project. But firstly, the aim of the project is to find other processes to book the DSV invoices and observe whether these options are worth to be implemented. Looking at several possibilities within the company to achieve this goal, the aim for a reduction in time is at least 50% of the current processing time. Please find in appendix E a clear overview of the goal and output of this research, defined by the SMART Model.
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2. Research Approach
In this chapter is explained how the sub-questions have been approached. Furthermore, it is discussed how the data has been collected and analyzed. Finally, an overview of the
operationalization has been given. In total, 6 interviews were held to cover the qualitative research.
2.1 Approach per sub-question
The first sub-question, mentioned on page 10, has been answered by means of desk research and partially thanks to a qualitative study mentioned in the next paragraph. Desk research has been divided into two sub definitions: internal and external research (Juneja, 2015). During this research ‘internal desk research’ was used because much information has been generated from within Dow by observations and collecting relative data from the database that Dow is using.
As mentioned before, the first and the second part of the first sub-question were answered with a qualitative study. This study showed the limitations and bottlenecks of the invoice handling process. The use of interviews has been chosen during this qualitative research to ensure specific answers and create knowledge about the current process and its limitations. A quantitative research didn’t fit here because answers for particular questions regarding a new process were required and not the use of quantitative feedback. Whereas quantitative research is about testing data, qualitative research is about substantiating,
supplementing, developing, applying or contradicting existing or new theories, products and services (Reulink & Lindeman, 2005). In a participatory observation, the researcher goes into the field and participates in everyday activities. In this way, the research can show the daily course of events (Scholl, 2012). Thanks to one interview, mentioned in the next paragraph, with the team leader of Dow’s Invoice Processing team, it was possible to understand the current process and the limitations or problems that the processors are facing. Both from a technical but also emotional point of view.
The last sub-question showed what tools were available within Dow and has been answered with desk research and a qualitative research, the collected information of these researches is mentioned in the next chapter. An interview with the invoicing expert Rik Bonny was sufficient to gather enough data regarding the alternative invoicing tools available within Dow. Also, digging into the manuals per invoicing procedure created an overview that shows the applicability per invoicing procedure.
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As it is already mentioned in the questions itself, there might be other processes within Dow that would be useful in this research. Only limited information has been given due to Dow’s restricted policy. Each influential factor on the framework has already been determined in the literature review. The literature review provided insight into the definitions of the concepts used during the study. For example, In 'T Veld (2002) and Kendrick and Frankel (1961) both provided different definitions of the concept of productivity. Furthermore, automation was explained by Groover (1999).
2.2 Data collection
Regarding the sub-question 1, during the internship, necessary data has been collected through internal desk research and qualitative research. Internal information includes all the information that an organization itself already has (Tubbing, 2014). The data has derived from the already existing ERP (Enterprise Resource Management) system from Dow called ‘SAP’ (Systeme, Anwendungen und Produkte). As this system provides information about every invoice processed within Dow, this is where data has been collected from and where
possibilities to reduce the FTE can be created. After some investigations in the Dow system, a manual has been found with an explanation step by step on how to process a multi- line
invoice manually. This document is called a ‘Desktop Procedure’ (DTP). A DTP describes in detail each basic task and procedure needed to accomplish a specific job effectively and accurately. It assures consistency of task performance and allows you to make employees accountable for reliable results. Of course, this DTP is restricted and may therefore not be shared outside Dow. However, a brief overview is given in appendix N.
An interview with a colleague has ensured added value to this first sub-question. As the related colleagues are located in India the interview was held by means of WebEx meetings (online conference tool provided by the company Cisco to host or join a meeting online from any device) and recorded through transcribing. Meetings via WebEx were necessary due to the different locations between colleagues. Data such as the kind of issues that came across the manual process have been gathered through the interview that has been held with Bhaskar Varadharaju, see appendix A for reference.
Furthermore, data for the second sub-question was also collected by means of interviews and desk research. Qualitative research was relevant regarding collecting information for the second sub-question, after an interview with Rik Bonny, compliance analyst within PtP, all the possible ways of invoicing has come to the surface and are
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the database and are therefore part of desk research. The results of this desk research are mentioned in appendix P, here are the DTP’s that have been found showed per invoicing tool.
2.3 Data analysis
The data that is required to answer the first sub-question has been found in the system that Dow is using already. This data was collected and divided by terms of relevance and importance. Moreover, this information has been analyzed by means of transcribing. Transcribing has been defined as the action of recording something written, spoken, or played by writing it down. Furthermore, transcribing can be divided in three categories: Standard Verbatim, True Verbatim and Intelligent Verbatim. The category that has been used during this research was Standard Verbatim (Mcintosh, 2013). Standard Verbatim is one degree more detailed than intelligent verbatim transcription. In this style, every word on the recording is transcribed as is, including grammatical errors and false starts. However, extra details like stutters and repetitions are removed. (IndianScribes, 2018). This transcription is lightly edited to improve readability and therefore a preferred over the other styles. Together with the internal desk research, the qualitative research was also analyzed by means of transcribing. As stated before, the interview with Bhaskar has been held during WebEx meetings and described by transcribing the interviews. The other meetings were held face-to-face and explained in the appendices.
2.4 Operationalization
Appendix I shows the operationalization chart with all the concepts that are mentioned
in the literature review. Furthermore, every concept is divided in a dimension, these dimensions are converted into indicators that makes them measurable. The indicators are underpinned by the questions in the. As mentioned before, for the concepts automation and productivity, it is hard to determine a dimension. However, after a conversation with the in-company supervisor, a way was found to measure and the divide the concepts. Once again, they aren’t fully scientifically underpinned but are fully based on in-company processes and definitions. The interview with the in-company supervisor regarding the dimensions and indicators is mentioned in appendix Q.
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3. Results
In this chapter the results of the research have been explained divided per sub-question, both positive and negative outcomes are described.
3.1 What is the process of handling invoices within the Procure -to-Pay department?
Through interviews with Bhaskar, appendix A, desk research, appendix N and
appendix B, it became clear how Dow processes invoices within the PtP department. The
procedure has been explained from creating an invoice up to and including paying this invoice. After contacting Bhaskar Varadharaju, the leader of PtP's invoicing team, it became clear how the invoicing is done. This was thanks to the transcribed interview that has been held, appendix A. Furthermore, answers were found when using Desk Research as it was possible to find the procedure within the Dow system, explained step by step. Furthermore, the standard of invoicing explained by the European Commission, showed in appendix B, also clarifies the steps of invoicing used in the European Union. However, it wasn’t possible to receive a recorded version of the invoicing procedure or to understand the process by performing it. Below is a step-by-step invoicing process for DSV's Multi-line Invoices, described by Bhaskar himself, supported with the DTP that has been found within the system regarding the manual invoicing procedure, mentioned in appendix N.
Step 1. Scanning same invoice via OAWD (is a standard SAP transaction code for converting
documents into the SAP system) multiple times proportionately to the total number of invoice line items for split posting.
Step 2. Segregating and entering the PO (A purchase order (PO) is a commercial document
and first official offer issued by a buyer to a seller indicating types, quantities, and agreed prices for products or services. It is used to control the purchasing of products and services from external suppliers) or Shipment details into system.
Step 3. Upon PO/Shipment upload into system, system consumes huge time to get the process
run in the backend.
Step 4. If there is any discrepancy in the given PO/Shipment while posting the invoice it is
completely a hectic task along with huge time consumption to locate or track the exact PO/Shipment details which are causing for discrepancy by searching line by line.
Step 5. Upon finding the discrepancy caused PO/Shipment, details would be sent to
stakeholder (any individual, group, or entity that benefits from access to and use of preserved information, or who support or fund those who do), to get alternative booking details or to get the error ones rectified.
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Step 6. Processor needs to block the invoice to split the postings which were posted with
remaining valid PO/Shipment details until the resolution was found for the discrepancy PO/Shipment.
Step 7. Finalize the process by posting the invoices so that it can be taken into the next
payment batch.
3.2 What are the limitations and bottlenecks of the invoice handling process?
The limitations and bottlenecks were also mentioned during the interview with
Bhaskar Varadharaju in appendix A. The problems that have occurred during this process are mainly that the PO/Shipment discrepancies cause blocking the invoice to post and that the system is taking long time to verify each shipment. Often, the system triggers a log/Run time error because of a huge line items overload. These bottlenecks are problematic for Dow because they took time that could be put to good use elsewhere in the department. What Dow was also struggling with during the invoicing process is that certain parts are very time-consuming. For example, scanning the invoice in the system via OAWD, takes a long time. Furthermore, if there was any discrepancy in the given PO/Shipment while posting, the invoice was a completely hectic task along with huge time consumption to locate or track the exact PO/Shipment details which are causing for discrepancy by searching line by line. These time-consuming setbacks all occur during the manual invoicing process.
3.3 What tools are available within Dow to remove limitations?
Rik Bonny, compliance analyst for Dow, was interviewed for his knowledge about invoicing. During the interview with Rik it became clear what tools were available within Dow to process invoices, appendix O. The different invoicing options are as follows:
Invoicing Process
1 Manual invoicing with PO via MIRO (transaction in SAP)
2 Manual invoicing without PO via FB60 (transaction in SAP) NOPO booking.
3 Invoice upload template, uploading invoice in SAP when using a macro-driven excel file (VBA)
- -NOPO via FB60
- -NOPO via MIRO with admin PO creation - -PO Based
4 Self-billing (ERS, Evaluated Receipt Settlement). Booking via MRRL (transaction in SAP), triggered by Goods Receipt.
5 Down payments, via MRIS (transaction in SAP) PO has been put in place to trigger a down payment.
6 OTM, Oracle Transportation Management. Transaction triggered by carrier in OTM and finally posted. After approval from Dow. Also through MIRO.
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7 Ariba, internet based platform whereby PO and invoice data are being exchanged. Also through MIRO transaction
8 Elemica, internet based platform whereby PO and invoice data are being exchanged. Also through MIRO transaction
After understanding the different processing options thanks to investigating the DTP’s, a selection have been made with the most suitable solutions. In below table every procedure is mentioned together with the feedback of the Desk Research of the invoicing options, the applicability of the procedure for processing Multi liners invoices is also discussed. As can be seen, the Invoice Upload Template is the only applicable option to process the Multiliner invoices. The current process used to process Dow Multiliner invoices is the manual invoicing with PO procedure.
In addition to desk research, qualitative research has also led to just one possible solution, the Invoice Upload Template. After an interview with APAY Specialist Dimitri Pluym (appendix J), it turned out that, according to him, an upload template was the only time saving alternative for the current way of processing invoices. Dimitri was interviewed for his knowledge about freight, Multiliner invoicing and OTM.
Invoicing Process Applicable yes/no
Explanation for applicability
Manual invoicing with PO Yes This is possible, however very time consuming. PO's have to be uploaded one by one and wait each time for the balance to load. If something goes wrong during the posting and the posting must aborted, this invoice part needs to be started again with entering all orders again. however, this method is now used for multiliner invoices. Processing team is splitting up the invoice is reasonable to process parts, where they can load the invoice with for example 50 line items at a time. So 1 invoice posting of 1000 line items is 20 invoices postings in the end.
Manual invoicing without PO No Not applicable as the multiline invoices have to be posted with PO, this procedure post invoices without PO.
Invoice upload template -NOPO via FB60 No Not applicable as the multiline invoices have to be posted with PO, this procedure post invoices without PO.
Invoice upload template-NOPO via MIRO No Not applicable as the multiline invoices have to be posted with PO, this procedure post invoices without PO.
Invoice upload template -PO Based Yes Applicable as you can load all the items at once on the PO’s without having to be in a transaction and wait for load time. Done with a spreadsheet, all line items at the same time. Error resolution via Excel and not SAP and result = 1 invoice posting.
Self-billing No Not applicable for subsequent debit freight costs (multiliners invoice contains of these type of costs). Only solution is a Service PO where you have receiving for each cost. Also very time consuming, not for PtP but for the site operations.
Down payments No Not applicable as this is not a down payment. Costs are incurred via delivered service. OTM No Not applicable as OTM is only used for export shipments (sales from Dow to customer) and
not imports (purchases from Suppliers, like the Multiliners invoices). Ariba No Not applicable as this tool is not used for freight services.
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The Invoice Upload Template is an excel file that must be filled in with required information before it can get uploaded into the system, how the template looks like is mentioned in appendix F. The required information for the Upload Template is mentioned and explained in appendix H. When clicking on the button ‘invoice file upload’ the excel file will, thanks to macros, automatically be generated into the system as an invoice. An ‘excel macro’ is a piece of programming code that runs in Excel environment and helps to automate routine tasks. Simplified, a macro is an action or set of actions that can be automated
(Verkooijen, 2019). This means that all the manual steps mentioned in the previous paragraphs above aren’t necessary anymore to process a multi- line invoice.
Dow received a file from DSV containing the following information:
Figure 2. Received information DSV.
The received information was directly copied in the ‘ClipperTool’ in the tab called ‘Input’. This tool was created by myself as it was necessary to filter the information send by DSV. This tool generates, also thanks to macros, the above-mentioned information into the required information for a successful upload with the Upload Template. Again, referring to appendix
F, here is described and showed what the ClipperTool looks like and how it works.
Normally, the invoice details from DSV must be send to the processing team of Dow. Bhaskar his team will then use this new method instead of the manual process. After
processing an invoice with the automated process, the processing team will describe how long it took to post the invoice. However, the in-company supervisor suggested to keep the
responsibility of posting the invoices within his team for the next months, instead of passing to the processing team of Bhaskar. Eventually, this is the final goal of the project but before doing so the process has to be fully understandable to instruct Bhaskar his team properly.
The tool has been tested already and the outcome is quite surprising. The aim was to reduce the processing time with 50%. This means that the FTE had to change from 0.6 to 0.3 to reach the requested results. Instead of reaching a FTE of 0.3, the use of the ClipperTool was so successful that a FTE of 0.01 has been reached. This means that instead of three working days it took only 30 minutes with the use of the ClipperTool to post the invoices. This is a huge improvement. Every step has been timed with the use of TimeChimp, the results per step have been mentioned in appendix G.
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4. Conclusion
In order to be able to answer the main question of the research, it was important to understand exactly how the current PtP process worked. Thanks to desk research and transcribing these results, it has been clarified that the European countries and the European Commission have set up a standard for the processing of invoices in response to the large number of different types of invoices present in Europe. It has gradually become clear which stages an invoice passes before it was booked. Think of preparing, creating and sending an invoice. But also receiving, approving, providing a confirmation after delivering of goods and booking are steps that are indispensable for paying an invoice. This is exactly the procedure that Dow is following regarding invoicing. This overview has been created after a qualitative research among colleagues. When having interviews, either face-to-face of via WebEx, information has been gathered that showed the current process used within Dow. This qualitative research also showed the bottlenecks and limitations of that invoicing procedure. This information came across the surface after interviews with Bhaskar Varadharaju and information collected by means of Desk Research.
Different tools have been found within Dow to process invoices. However, only one of the processes has been chosen to speed up this manual process, this tool is the Invoice Upload Template. What is going to happen is that Dow switches from a manual process to an
automated process, this research showed that using this template is much faster than the original manual process. Because of the large workload within Dow there was never the possibility to investigate the time-consuming process but from August 2019 Dow was able to investigate the issue and soon in turned out that out of all the different invoicing options the Invoice Upload Template was the most suitable solution.
At this moment, all knowledge has been gathered during the research, it is clear what the current invoicing process is, what the bottleneck and limitations during the old process is but also what tools were available to process an invoices. After creating the ClipperTool it became easy to generate required information from documents that DSV has provided Dow. Furthermore, the Invoice Upload Template, in combination with the ClipperTool, ensures a much faster uploading time than the original process and all the other invoicing options.
Gathering complete insight of the Invoice Upload Template process and their requirements took longer than desired and this is a critical point that would have been done differently in the future. It soon became clear that the document was going to be successful but before this was certain it had to be tested first. To test the process of the Invoice Upload
19
Template it was necessary to have an invoice that was not booked. Unfortunately, this took over 2 months to receive a new invoices due to the fact that invoices were send directly to the processing team instead that the invoice was sent to me. Only after a few months it was clear what was needed to process and upload the multi- line invoices using the template, the ClipperTool was one of its requirements and this file ensures that the correct information is gathered. DSV wasn’t willing to provide the information in a separated file as they are already providing other documents to another department within Dow. These such called ‘billing reports’ are time consuming to create. Therefore, DSV didn't want to deliver both files as this is taking too much time. Finding a solution for this problem caused a delay in the research and the collection of results. Eventually, as a reaction to this, the ClipperTool has been created. This Tool easily gathers necessary information from the billing report to run the Invoice Upload Template.
Finally, inconsistent settings from the system and the computer meant that nothing could be tested for a long time and thus no FTE results could be described. Only after
discovering this issue changes have been made regarding the settings meanwhile a significant period of valuable research time has slipped away.
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5. Recommendations
The results have shown that the use of the template is definitely time-saving and therefore successful. Without this research, Dow would still face problems when invoicing Multi-line invoices. In this chapter, recommendations will be given on the continuation of the use of this professional product and partly on the results of the research. Think about the use of this product in other situations, but also about all the requirements for its use and the continued testing of the quality. Dow would like the Template to be usable by any employee that is related to handling invoices. Lastly, it will be clear how to reach the goals that haven’t been fulfilled yet. These recommendations came across the surface after a face-to-face
discussion with the in-company supervisor of Dow; Peter Drumont and are explained with the ‘SAFe’ strategy. This interview has been mentioned in appendix S.
(1). Hyper Care.
Suitability: Since issues appeared like part of the invoice that have not been processed when using the Invoice Upload template, recommendations have been made to get rid of the problems that occur and ensure a high quality invoicing tool. Implementing this hyper care is related in such a way with the goal of the research that it will increase the quality of the professional product. Having a hyper care for 2 months will create an overview of the opportunities for improving the quality of this invoicing process. The bottlenecks and limitations will be explained and a solution will be found to cover them.
Acceptability: it is expected from Dow that this tool works a 100% without any failures to make sure that every invoice will be paid hence this recommendation is acceptable and required to be executed. Following this recommendation does not come with any high risks as no money has to be invested and no risky choices are required to make.
Feasibility: During this Hyper Care the processing team will not be in lead to process the invoices with the Upload Template. This responsibility lays with the creator of the ClipperTool, as he/she is the person who knows exactly how the ClipperTool works in combination with the Invoice Upload Template. From this moment, DSV will only send the invoices towards this person instead of sending it to the processing team. Instead of
outsourcing the process to the invoice processing team, the in-company supervisor wanted to continue on processing the invoices within his department. Doing so, PtP can still ensure that the annual goals will be achieved. The roles and responsibilities will be divided as mentioned in appendix D.
21
(2) Leverage the uploading template.
Suitability: Dow is always looking to improve processes and therefore leveraging this invoicing process is a great chance to increase not only the processing time of multiliners for the supplier DSV but only the other suppliers that are dealing with this kind of invoices. Research with the in-company supervisor has shown that there are 13 other suppliers who also use the multi-liners. The number of line items per invoice is much lower, but the number of invoices Dow receives on a monthly basis is much higher. Unfortunately, this information is confidential and may not be with external parties. What can be mentioned is that the runner-up of DSV in this list sends 250 invoices to Dow each month with 50-70 line items per invoice. Leveraging the uploading template to other suppliers is required in such a way as Dow is striving for continuous improvement this recommendation is one to be considered.
Acceptability: When leveraging the invoice upload template as standard process Dow would benefit a lot in terms of saving working hours compared to the old process. These hours can be used to cover other task or to save money from wages. Therefore, it is highly assumable that Dow supports this recommendation. It can be said that only positive feedback will be received. Just like the previous recommendation, the level of risk is very low and definitely worth trying. Hence can be said the recommendation is acceptable. When the template will also be used for other suppliers, the productivity will increase even more. Also the automation rate and the paid on time rate will both be positively influenced. In other words, a large-scale roll-out of the upload template among all 13 other suppliers. These suppliers have been mentioned in appendix M.
Feasibility: this strategy is having no additional cost and is therefore financially very interesting. Levering processes has already been done many times before within Dow. No new skills are required to leverage the new tool hence no extra efforts are requested which makes the rate to succeed much higher.
(3) One Pager.
Suitability: this invoicing tool has never been used before to book multiliner invoices, therefore it is required for Dow to ensure that every step and every detail of the process is explained. The scope of using the invoice has to be explained together with the requirement and the manual for using the ClipperTool. A One Pager is the perfect solution for these requested items.
Acceptability: Creating a One Pager doesn’t bring any kind of risk with it as this will be created in a simple Word document. The main language of the One Pager will be English
22
as this language is most commonly used within Dow. The return of investing in this strategy is that every employee is having tasks related to invoicing Multiliners, will contribute from reading the One Pager and speed up the procedure. The outcome of this strategy is highly positive and therefore it is assumable that Dow will also come with nothing but positive feedback.
Feasibility: A One Pager is simple one page document that gives a high- level
overview of a product, service, or business (Kopywriting Kourse, sd). This One Pager should contain all information about the use of the template. Considering how and who should have access to the template and which data is of utmost importance in the template? Which data must be provided by the supplier and which data must be provided by Dow?
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6. References
Baltus, W. (2018, March 22). Hoe meet je productiviteit? Retrieved from ZZP Barometer: https://zzpbarometer.nl/2018/03/22/hoe- meet-productiviteit/#.XXz1ty4zaUk Biedron, R. (2018). What Is Invoice Processing? Finance & AP , 5.
D&B Hoovers. (n.d.). The Dow Chemical Company. Retrieved from D&B Hoovers: http://www.hoovers.com/company-
information/cs/company-profile.the_dow_chemical_company.669e4de7d9376016.html De Bruijn, E. (n.d.). Wat is facturatie? Retrieved from Zelfboekhouden.org:
https://zelfboekhouden.org/kennisbank-boekhouden/begrippenlijst/facturatie/ Dow Chemical Benelux. (2019). Leverancierswijzigingen. Retrieved from Dow:
https://nl.dow.com/nl-nl/over-dow/dwdp-changes/leverancierswijzigingen Europese Commissie. (2019). eInvoicing. Retrieved from Europese Commissie:
https://ec.europa.eu/growth/single- market/public-procurement/digital/einvoicing_nl Hoeffnagel, W. (2017, September 11). Werknemers hebben behoefte aan automatisering om
productiviteit te verhogen. Retrieved from Dutch It Channel:
https://dutchitchannel.nl/583961/werknemers- lsquo-automatiseringstechnologie-helpt-productiviteit-te-verhogen-rsquo.html
In 'T Veld, J. (2002). Analyse van organisatieproblemen. Groningen: Noordhoff Uitgevers B.V.
IndianScribes. (2018, November 12). 4 Rules of Verbatim Transcription. Retrieved from IndianScribes: https://www.indianscribes.com/4-rules-of- verbatim-transcription/ Juneja, P. (2015). Desk Research - Methodology and Technique. MSG Management study
guide, 1.
Kendrick, J. W., & Frankel, M. (1961). Productivity Trends in the United States. Economic, 682.
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Kopywriting Kourse. (n.d.). How to Write A One Pager with Templates and Examples. Retrieved from Kopywriting Kourse: https://kopywritingkourse.com/one-pager-examples/
LeanSixSigma. (n.d.). Vakjargon en Lean en Six Sigma termen. Retrieved from LeanSixSigma: https://www.sixsigma.nl/woordenboek/raci
Mcintosh, C. (2013). Cambridge Advanced Learner's Dictionary 4th edition hardback. Cambridge: Cambridge University Press.
Public Procurement. (n.d.). e-Procurement. Retrieved from Public Procurement: https://www.publicprocurement.be/nl/federale-diensten/e-procurement
Reulink, N., & Lindeman, L. (2005). Kwalitatief Onderzoek: Participerende observatie. Nijmegen: Radboud Universiteit.
Rouse, M. (2018, September). procure to pay (P2P). Retrieved from TechTarget: https://searcherp.techtarget.com/definition/procure-to-pay-P2P
SAP Ariba. (n.d.). What is Source-to-pay? Retrieved from SAP Ariba:
https://www.ariba.com/solutions/business-needs/what- is-source-to-pay
Science History Institute. (2017, December 4). Herbert Henry Dow. Retrieved from Science History Institute: https://www.sciencehistory.org/historical-profile/herbert-henry-dow Tubbing, L. (2014, August). Fieldresearch vs. deskresearch. Retrieved from De
afstudeerconsultant:
http://deafstudeerconsultant.nl/afstudeertips/onderzoeksmethoden/fieldresearch-vs-deskresearch/
Tullo, A. H. (2018, July 30). C&EN’s Global Top 50 chemical companies of 2017. Retrieved from C&EN Chemical & Engineering News:
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Tuovila, A. (2019, September 24). Accounts Payable (AP). Retrieved from Investopedia: https://www.investopedia.com/terms/a/accountspayable.asp
Verkooijen, A. (2019, November 11). Wat is een macro in Excel? Retrieved from Soofos: https://soofos.nl/macro- in-excel/
WebFinance Inc. (n.d.). Purchasing. Retrieved from BusinessDictionary: http://www.businessdictionary.com/definition/purchasing.html
Zaman, E. (2017, May 4). Practice of RACI matrix in an organization. Retrieved from BBA Lectures: https://www.bbalectures.com/practice-raci-matrix-organization/
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Appendix A – Interview with Bhaskar Varadharaju
Q1.
How many DSV multi-liner invoices are you receiving (monthly?)
Without any time frame DSV multi-liner invoices were getting same time nearly 10 to 15 invoices together and in the another month there won’t be any multi liner invoices inflow into system. Q2.
What are the invoice cost types (eg. Imports on PO, shipments etc.) being billed on these invoices and how many line items on average do these contain?
Invoices are usually received for custom clearance charges Q3.
What is the estimated turnaround time to have a multi-liner invoice indexed and posted? Usually DSV multi line invoices are received in an average with 2000 lines
Per day a processor can done posting with 700 lines, hence on an average a processor will take close to three days for split posting of a 2000 lines invoice, and there are situations we have received an invoice with 4000 lines as well.
1. Can you please explain the work process steps performed to have a multi-liner invoice processed in current process (without any template)
Scanning same invoice via OAWD multiple times proportionately to the total number of invoice line items for split posting
Segregating and entering the PO/Shipment details into system
Upon PO/Shipment upload into system, system consumes huge time to get the process run in the backend
If there is any discrepancy in the given PO/Shipment while posting the invoice it is completely a hectic task along with huge time consumption to locate or track the exact PO/Shipment details which are causing for discrepancy by searching line by line
Upon finding the discrepancy caused PO/Shipment, details would be sent to stake holder to get alternative booking details or to get the error ones rectified
Processor has to A block the split postings which were posted with remaining valid PO/Shipment details till the resolution comes for the discrepancy PO/Shipment
2. Do we receive any digital info from DSV (eg. excel template) with all charges reference numbers and corresponding amounts?
DSV would not provide any details in excel attachment but the stake holder provides approval and booking details to trouble shooter for processing the invoice
Q4.Process wise can you please advise on what is taking most time to process such invoices (eg. Prepare invoice posting or Error solving during posting etc.) And where do you see improvements to be made?
Both the activities, segregating booking details for invoice posting and error solving while posting the invoice consumes huge time of processor. The below are the more time consuming activities for multi-line invoice processing
Scanning same invoice via OAWD multiple times proportionately to the total number of invoice line items for split posting
Segregating and entering the PO/Shipment details into system
Upon PO/Shipment upload into system, system consumes huge time to get the process run in the backend
27
If there is any discrepancy in the given PO/Shipment while posting the invoice it is completely a hectic task along with huge time consumption to locate or track the exact PO/Shipment details which are causing for discrepancy by searching line by line
Upon finding the discrepancy caused PO/Shipment, details would be sent to stake holder to get alternative booking details or to get the error ones rectified
Processor has to A block the split postings which were posted with remaining valid PO/Shipment details till the resolution comes for the discrepancy PO/Shipment
Q5.
What kind of issues do you come across when manual processing a multi-liner invoices? PO/Shipment discrepancies causes delay in posting the invoice
System taking long time to get the invoice processed and very often system triggers log/Run time error because of huge line items overload burden
Q6.
Do you think that the current process is time-consuming or not and why or why not?
Obviously current process procedure is a time consuming activity because of huge number of line items where the processor used to take more than two days to action one invoice
Q7.
Does it often happen that you receive an error during the process and therefore have to start again? If yes what error and how do they resolve them
Yes, the error would occur often due to Bulk of line items overload to the system and Discrepancy in the POs
Processor can done nothing other than re-launching ECC and processing with decreased number of line items during the error occurrence because of bulk line items overload to the system
In-case PO discrepancy processor has to hold the invoice to get valid PO details for posting the invoice. Q8.
How do you feel about a time-saving method for having these kind of invoices processed with any alternative solution (e.g Upload Template only solution?)
OTM uploading is the best option
28
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Appendix C – Related Dow departments
Purchasing: The Purchasing department is responsible for acquiring goods or services to
accomplish the goals of an organization. The major objectives of Purchasing are to maintain the quality and value of a company's products, minimize cash tied-up in inventory, maintain the flow of inputs to maintain the flow of outputs, and strengthen the organization's
competitive position (WebFinance Inc, sd).
Source-to-Pay: Source-to-Pay (S2P) is a process that starts with finding, negotiating with,
and contracting the supplier of goods, and culminates in final payment for those goods. S2P software relies on technology, big data, and digital networks to create procurement efficiency. Rather than treat procurement as a series of disparate tasks, best-in-class organizations
aggregate purchases across business units to improve performance, provide better spend analysis, and drive business value (SAP Ariba, sd).
DSS: Diamond System Solutions (DSS) designs, delivers and supports world-class,
innovative business process solutions by combining information technology and business process expertise into a collaborative team spanning Dow functions. Globally, the team enables new business capabilities through easy-to-use, customer-focused solutions, enabling growth, accelerating productivity and delivering value for Dow businesses and customer’s capacity according to Dow Intranet (Restricted information, 27th November).
Sourcing: Also Strategic Sourcing Center (SSC) will create value for Dow by allowing more
time to be more strategic. The concept is based on the premise that by clarifying roles, and elevating the focus of strategic buyers, they will create:
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Better accountability Move faster than suppliers Reduce our vulnerability The SSC will also:
Align business and procurement strategies Negotiate and select suppliers
Initiate and communicate to partners "implementation agreements"
Partner with Accenture for increased market intelligence and capacity according to Dow Intranet (Restricted information, 12th November).
Procure-to-Pay: Procure-to-Pay is the process of requisitioning, purchasing, receiving,
paying for and accounting for goods and services. It gets its name from the ordered sequence of procurement and financial processes, starting with the first steps of procuring a good or service to the final steps involved in paying for it (Rouse, 2018).
Procurement: Procurement is the process and transaction of purchasing orders. This leads to
greater effectiveness and efficiency in procurement procedures, administrative simplification, and greater transparency in public procurement (Public Procurement, sd).
Pay: Pay or Accounts Payable (AP) is an account within the general ledger that represents a
company's obligation to pay off a short-term debt to its creditors or suppliers. Another common usage of "AP" refers to the business department or division that is responsible for making payments owed by the company to suppliers and other creditors (Tuovila, 2019).
31
Appendix D – RACI Matrix
RACI Matrix or Linear Responsibility Chart (LRC) can also be called as a responsibility assignment matrix. A useful tool to classify the sequence of work in a process and the roles and responsibilities for each of the task (Zaman, 2017). This RACI Matrix has been created with the information from appendix B and appendix C combined.
RACI is an acronym (LeanSixSigma, sd) for the following:
Responsible:
The one who does the work. Accountability is given to the person who is accountable.
Accountable:
The person who is (ultimately) responsible, authorized. When it comes to it, he/she must be able to make the final judgement, have the right to veto.
Consulting:
Someone who is consulted in advance. Is two-way communication. This person gives (partly) direction to the result, he/she is consulted prior to decisions or actions.
Informed:
Someone who is informed afterwards about the decisions taken, about the progress, the results achieved, etc. This is one-way communication.
32
Appendix E – Research goals explained with SMART-model
This appendix explains the required goals of the research on the basis of the SMART-model.
Specific: The aim of this research is to investigate the current way of invoice handling and to
improve it where possible. Improvement means reducing the time required and thus
increasing the productivity for this process, Dow wants the productivity to increase by 50%. Now that it has become clear that the multi-line invoices for the supplier DSV have the greatest impact, it has been decided to further investigate this type of invoice and to find solutions for it. Dow wants the productivity to increase by 50%.
Measurable: Under which (measurable/observable) conditions or form was the objective
achieved? Dow can state that the goal is achieved when the productivity of the current process has increased by 50%. This can be measured on the basis of the FTEs of the colleagues who process these multi-liner invoices. When the FTE is known before implementation, the extent to which it has been successful and whether the FTE has changed can be seen quickly after implementation. Based on an interview, it has become clear that there is currently a FTE of 0.6. The ultimate goal is to reduce this to 0.3 based on a 40 hour working week.
Attainable: Together with the colleagues that are handling the multi-line invoices, we will
work on improving the current process as much as possible and aim for the goals as mentioned above, most of the responsibilities are laying with me but the knowledge of different other parties and colleagues is required to fulfill in the needs of Dow. Of course, a two-way communication with the supplier DSV is also very important during the research to achieve goals. DSV is in agreement with sharing information when needed to the research to contribute in the outcome.
Relevant: Since I was already working at Dow before I started my graduation internship here,
I was able to gain knowledge about the invoice processes and therefore I exactly know how the procedure goes within Dow. Furthermore, I had already made contact with the Supplier DSV at that time. These are all aspects that will increase the chances of success. Furthermore, this contact with the supplier gave me a much better insight into how they feel about the problems regarding the Multi- line Invoices and showed me the opportunities for Dow. Of course, before I started this project, I discussed with my in-company supervisor whether the goals that have been set are realistic and achievable. During these meetings I was told that the ultimate goal can be achieved within this timeframe, although Dow is already in good cooperation between both parties, the initiative of the research lies with me.
Time based: The project that I am working on is a graduation internship, this means that the
period that I will be doing an internship is set at about 5 months. In this period Dow wants the project to be completed. The start date of the project was August 19th and the deadline of the research was January 6th but is postponed to March 12th.
34
Appendix F - Upload process ClipperTool
Upload process ClipperTool explained per step.
Upload template:
Step 1.
Every company that Dow is doing business with does have its own unique number. In contrary, Dow does have sister companies with a unique number as well, this number is called a company code. The three most
commonly used company codes are mentioned in co lumn ‘D’. As the codes are restricted, I am not allowed to share them in my thesis.
These codes have to be filled in in row 2. Furthermore, the invoice date, currency and incoming date have to be filled in as well. The file will automatically convert this information in tab ‘FileConversion’. This tab will be used to collect all the required data for the Invoice Upload Template.
Step Description
1 Input invoice company, issuance, currency and receipt date in Header tab. 2 Copy data provided by DSV and paste as values in Input tab.
3 Right-click the Pivot table in the Summary tab and click Refresh.
4 Copy Pivot data and paste as values in FileConversion blue columns (ensure table is/ formulas are extended).
5 Look up PO Number in SE16N table VFKP under Ref.doc.no. (REBEL) export and overwrite data in VFKP tab (ensure same layout). Filter on Service Agent ******* to only reflect DSV related PO's.
6 Look up PO Number2 in SE16N table EKBE with PO History Category K, export data and overwrite data in EKBE tab (ensure same layout).
7 the Additional Cost Amount 1 of the PO's with category K have to added to a valid PO. 8 invalid PO is marked with X in column D, delete line with invalid PO completely.
9 Look up PO Number2 in SE16N table EKPO and overwrite data in EKPO tab (ensure same layout). 10 Copy data in FileConversion tab and paste as values in the template (see Upload tab).
35
Step 2.
Copy data from the excel file received from DSV and paste it as values in the input tab:
Step 3.
The ‘summary’ tab is, thanks to macros, connected with the ‘input’ tab. Therefore, when the pivot in the
‘summary’ tab is refreshed the information added in the ‘input’ tab will be filtered and inserted in the pivot. This information is needed later in the process. The refreshed pivot will look like below.
36
Step 4.
The details from the pivot needs to be copied and pasted in column A to C in the ‘FileConversion’ tab. The orange columns will automatically be filled in according to the information in the firs t 3 columns.
