{"id":22290,"date":"2022-02-21T09:42:30","date_gmt":"2022-02-21T08:42:30","guid":{"rendered":"https:\/\/www.solypse.com\/?page_id=22290"},"modified":"2022-04-02T17:03:29","modified_gmt":"2022-04-02T15:03:29","slug":"cas-usage-process-mining","status":"publish","type":"page","link":"http:\/\/www.solypse.com\/en\/cas-usage-process-mining\/","title":{"rendered":"Cas d’usage process mining : order to cash"},"content":{"rendered":"
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\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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UN CAS D\u2019USAGE: LE PROCESSUS ORDER-TO-CASH<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Le processus Order to Cash (O2C) d\u00e9signe la succession des activit\u00e9s relatives \u00e0 la gestion de la commande client. Il est transverse et implique plusieurs \u00e9quipes: ventes, production, logistique, service client, finance. Il inclut les \u00e9tapes suivantes:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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  • le devis : r\u00e9ception d\u2019une demande client, elaboration et validation d\u2019un devis et envoi au client<\/span><\/li>
  • le traitement de la commande : r\u00e9ception et enregistrement de la commande, pr\u00e9paration de la commande et exp\u00e9dition du produit (ou fourniture du service)<\/span><\/li>
  • la facturation: \u00e9mission de la facture, le recouvrement, l\u2019enregistrement et r\u00e9conciliation du paiement<\/span><\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    Devis<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Commande client<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Preparation de la commande<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Livraison<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Facturation<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    Encaissement<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    Les enjeux sont triples:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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    • La satisfaction client :<\/strong> le moindre grain de sable dans l\u2019une des \u00e9tapes, c\u2019est le risque de voir le client vous tourner le dos. Le client recherche la fluidit\u00e9, exige la conformit\u00e9 et appr\u00e9cie la rapidit\u00e9.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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      • Les co\u00fbts :<\/strong> tout d\u00e9lai ou d\u00e9viation interne cr\u00e9e du travail suppl\u00e9mentaire, impacte la productivit\u00e9 et engendre des co\u00fbts directs et indirects.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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        • Le fond de roulement :<\/strong> plus le processus est fluide et rapide, plus l\u2019encaissement se fait rapidement, contribuant de mani\u00e8re significative au fond de roulement de l\u2019entreprise<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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          ORDER-TO-CASH, UN PROCESSUS TRANSVERSE ET EN CONSTANTE \u00c9VOLUTION<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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          Transverse<\/strong> – Le processus Order to Cash (O2C) est un processus qui implique plusieurs d\u00e9partements : les ventes, la production, la logistique, la finance, le service client. Chaque d\u00e9partement a ses propres processus qui tournent sur un syst\u00e8me sp\u00e9cifique (ERP, CRM, outil logistique\u2026). Il est donc tr\u00e8s difficile de conna\u00eetre la r\u00e9alit\u00e9 du processus O2C de bout en bout et de coordonner les efforts et les responsabilit\u00e9s des diff\u00e9rentes \u00e9quipes.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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          \u00c9volutif<\/strong> – Le processus O2C est aussi un des processus les plus mouvants au sein de l\u2019entreprise. Une nouvelle offre, une contrainte logistique, des clients dont les habitudes et les attentes changent: le processus se doit d\u2019\u00e9voluer pour maintenir la qualit\u00e9 de l’exp\u00e9rience client.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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          Les challenges<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Livraisons en retard<\/p>

          Co\u00fbts de gestion de commande \u00e9lev\u00e9s<\/p>

          Satisfaction client en baisse<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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          Les sources d'inefficacit\u00e9<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Les 3 principaux obstacles \u00e0 la performance<\/span><\/p>

          46% Manque de flexibilit\u00e9 des r\u00e9seaux logistiques\u00a0<\/span><\/p>

          42% Manque de visibilit\u00e9 au sein des processus<\/span><\/p>

          41% Manque de visibilit\u00e9 sur la performance des fournisseurs<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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          58% des dirigeants interrog\u00e9s disent que leur clients commencent \u00e0 exiger des delai de livraison encore plus courts<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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          Les marges de progression<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Livraisons Ponctuelles (OTD)<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          \n\t\t\t\t\t\t\t\t\n\t\t\t\tMoyenne\t\t\t<\/span>\n\t\t\n\t\t
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          \n\t\t\t\t42.8%<\/span>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          \n\t\t\t\t\t\t\t\t\n\t\t\t\tTop performers\t\t\t<\/span>\n\t\t\n\t\t
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          Satisfaction client<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          \n\t\t\t\t69%<\/span>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          \n\t\t\t\t\t\t\t\t\n\t\t\t\tTop performers\t\t\t<\/span>\n\t\t\n\t\t
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          Commandes totalement automatis\u00e9es<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          enqu\u00eate men\u00e9e par Celonis en 2021 aupr\u00e8s de 2,000 dirigeants dans 6 pays et 8 secteurs autour des activit\u00e9s de: Accounts Payable, Accounts Receivable, Procurement et Order Management<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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          Order-to-Cash, comment le process mining peut aider?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          Le process mining est le seul outil qui permette de visualiser un processus de bout en bout a travers plusieurs systemes d\u2019information et cela de fa\u00e7on objective, exhaustive et en temps reel.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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          La plateforme Celonis est \u00e9quip\u00e9e d\u2019une application Order to Cash pr\u00eate \u00e0 l\u2019emploi.\u00a0<\/span><\/p>

          Les KPIs standard sont d\u00e9j\u00e0 configur\u00e9s (OTD, touchless order, order cycle time, rework rate\u2026). Il suffit de connecter l\u2019outil \u00e0 vos diff\u00e9rents syst\u00e8mes d\u2019information gr\u00e2ce aux connecteurs existants. En quelques semaines, et sans perturber les syst\u00e8mes en place, vous atteignez un niveau de maitrise de votre process O2C qui vous permet de gagner du temps, d’am\u00e9liorer la productivit\u00e9 et d\u2019augmenter la satisfaction client.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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          ORDER-TO-CASH, CE QUE LE PROCESS MINING VOUS APPORTE<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          La plateforme de Celonis vous donne acces a :<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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          • des KPIs partages : toutes les equipes travaillent sur la base d\u2019indicateurs communs<\/li>
          • la comprehension immediate des causes racines: sans aucune competence de data scientist, vos managers identifient rapidement si le probleme vient d\u2019un client ou d\u2019un produit particulier et peuvent mettre en place des actions correctives<\/li>
          • le pilotage en temps reel : sur la base de l\u2019analyse des causes et des recommendations de l\u2019outil, les managers peuvent agir immediatement sur les commandes prioritaires en selectionnant les criteres de priorite, retirant les points de blocage et en communiquant aux equipes operationnelles les actions precises a mettre en place<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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            les directeurs ont une vue d\u2019ensemble en temps reel<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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            les managers sont alertes des blocages critiques et decident d\u2019actions eclairees et ciblees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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            \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
            \n\t\t\t\t
            \n\t\t\t\t\t\t\t\t\t

            les equipes operationneles agissent sur les vraies priorites avec confiance et reactivite<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

            \n\t\t\t\t
            \n\t\t\t\t\t

            ILS ONT ESSAY\u00c9, ILS ONT AIM\u00c9<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
            \n\t\t\t\t\t\t
            \n\t\t\t\t\t
            \n\t\t\t
            \n\t\t\t\t\t\t
            \n\t\t\t\t
            \n\t\t\t\t\t
            \r\n

            -20% <\/p>\r\n

            cycle time<\/p>\r\n<\/div>\r\n

            \r\n

            3M a r\u00e9duit de plus de 20% le temps de cycle de traitement des commandes\r\n<\/p>\r\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

            \n\t\t\t\t
            \n\t\t\t\t\t
            \r\n

            +27%<\/p>\r\n

            OTD<\/p>\r\n<\/div>\r\n

            \r\n

            Ascend a am\u00e9lior\u00e9 de 27% son taux de livraison ponctuelles en moins de 4 mois\r\n\r\n<\/p>\r\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

            \n\t\t\t
            \n\t\t\t\t\t\t
            \n\t\t\t\t
            \n\t\t\t\t\t
            \r\n

            x8<\/p>\r\n

            touchlesse<\/p>\r\n<\/div>\r\n

            \r\n

            L'Or\u00e9al a multipli\u00e9 par 8 son taux de Touchless orders\r\n\r\n<\/p>\r\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

            \n\t\t\t\t
            \n\t\t\t\t\t
            \r\n

            -20% <\/p>\r\n

            re-travail<\/p>\r\n<\/div>\r\n

            \r\n

            AkzoNobel a r\u00e9duit de 20% son taux de factures retravaill\u00e9es manuellement\r\n\r\n<\/p>\r\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

            UN CAS D\u2019USAGE: LE PROCESSUS ORDER-TO-CASH Le processus Order to Cash (O2C) d\u00e9signe la succession des activit\u00e9s relatives \u00e0 la gestion de la commande client. Il est transverse et implique plusieurs \u00e9quipes: ventes, production, logistique, service client, finance. Il inclut les \u00e9tapes suivantes: le devis : r\u00e9ception d\u2019une demande client, elaboration et validation d\u2019un devis […]<\/p>","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"footnotes":""},"class_list":["post-22290","page","type-page","status-publish","hentry"],"yoast_head":"\nCas d'usage process mining : order to cash - Solypse<\/title>\n<meta name=\"description\" content=\"Le process mining par l'exemple. 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