Proceso Negocio 2026012011

Process Overview of Logistics and Billing

Logistics Journey from Order to Invoice

• The logistics team schedules the trip, sending codes to the coding area along with the order. This initiates the creation of an order in the system.

• The coding area sends travel information to "la torre," which generates a cargo dispatch note containing details like truck number, liters loaded, and product type.

• Variations in loading quantities occur; for example, if 20,000 liters are ordered, actual loading may vary slightly (e.g., 20,001 or 19,994 liters). These data points are recorded and sent back through an interface.

Modifications and Invoicing Process

• Upon sending this information back, the original order is modified based on actual quantities loaded. This leads to invoice generation reflecting accurate data.

• The process involves validating all details such as driver information and product specifics before finalizing invoices. Variations arise due to inventory levels affecting what can be dispatched.

Challenges in Operations

• Despite having a structured process, operational challenges frequently arise that complicate billing. For instance, issues with freight costs not being configured correctly can lead to discrepancies.

• If freight costs are incorrectly set (e.g., $9,000 for one unit), it affects how invoices are generated based on actual quantities loaded.

Invoice Blocking Mechanism

• Many clients' orders face automatic blocking during invoicing due to discrepancies or credit limits. Adjustments must be made manually for each case before generating invoices.

• Credit limits also play a significant role in blocking orders; if a client exceeds their limit (e.g., $10 million), it prevents automatic invoicing until resolved.

Current Issues and Solutions

• A significant number of orders get blocked due to collection issues or operational problems related to outstanding debts from clients.

• Addressing these blocks requires careful review of each order's freight cost adjustments and ensuring compliance with pricing strategies while generating invoices accurately.

Discussion on Billing and Credit Limit Challenges

Overview of Billing Process

• The discussion begins with the multiplication of 9000 by liters, indicating a potential solution that requires careful analysis to avoid creating false expectations.

• A question arises about whether a stop can be transformed into an alert, emphasizing the need for case-by-case reviews in billing processes.

Issues with Credit Limits

• There are challenges related to credit limits causing blocks in billing; manual adjustments are made to freight costs to facilitate transactions.

• When costs are adjusted manually, it significantly reduces the overall amount, allowing some transactions to proceed despite credit blockages.

Role of Collections Department

• Clarification is sought regarding who is responsible for authorizing billing when blocked by credit limits; it is confirmed that this responsibility lies with the collections department.

• The authorization process involves communication through email or SAP, where collections must approve any release from blockage.

Manual Authorization Process

• It is noted that authorization requests often occur outside of SAP, requiring direct communication between sales and collections teams.

• The direction from management plays a crucial role in authorizing releases from blockage, highlighting a manual aspect of the process.

Refactoring and Adjustments

• The conversation shifts towards refactoring invoices due to various operational issues such as customer demands or logistical changes.

• It’s mentioned that many clients do not face blocks at all, leading to frequent refactorings based on discrepancies in freight charges or delivery requirements.

Handling Redirected Deliveries

• Adjustments are necessary when deliveries change destinations; invoices must be canceled and reissued for new locations.

• The team discusses how they manage redirections effectively while ensuring accurate invoicing through proper documentation.

Refactoring Process Challenges

Issues with Direct Invoicing

• The refactoring process involves creating a direct invoice order, which differs from the initial order that specifies logistics for delivery. This distinction causes confusion regarding the handling of orders.

Concerns About Information Consistency

• There is anxiety about the reliability of information during direct invoicing, especially when discrepancies arise in data between different invoices or clients. This inconsistency complicates the refactoring process.

Handling Changes in Client Information

• If there is a change in the client's legal name or tax details, a completely new order must be created instead of reusing existing invoices. This is necessary to ensure all fiscal data aligns correctly with the new client information.

Manual Data Entry Requirements

• When creating a new order due to changes in client information, all data must be entered manually, as previous reference orders become irrelevant and do not provide useful information for the new invoice.

Need for Reconciliation Processes

• A reconciliation process is essential to address discrepancies such as pricing errors and transportation costs between original and refactored invoices. Without this process, differences remain unaddressed, leading to potential financial issues.

Tracking Invoice Cancellations

Importance of Documenting Cancellations

• It’s crucial to document cancellations thoroughly to understand their reasons—whether they are due to redirection or program cancellations—and track these exceptions effectively within the system.

Daily Invoice Metrics Inquiry

• Questions arise regarding daily invoicing metrics: how many invoices are issued versus how many are refactored? Understanding these numbers can help identify patterns and areas needing improvement in billing processes.

Volume of Invoices Processed

Tracking Refactored Invoices

• There is currently no available report detailing how many invoices are factored versus those that have been refactored; establishing this metric could enhance understanding of operational efficiency and accuracy in billing practices.

Monthly Invoice Volume Insights

• On average, around 1,200 invoices are processed daily, translating into approximately 24,000 monthly invoices; understanding this volume helps gauge operational capacity and identify trends over time concerning cancellations and adjustments made during invoicing periods.

Types of Billing Processes Discussed

Different Billing Methods Utilized

• Various billing methods exist beyond direct invoicing; generic billing processes also play a role depending on operational needs across different locations where products are distributed from various bases throughout the country. Understanding these methods can clarify operational workflows further.

Understanding the Billing Process in Logistics

Overview of Client Transactions

• A client requests 3,000 liters, leading to a distribution where 18,000 to 20,000 liters are loaded and billed to multiple clients.

• The original invoice is canceled and reissued based on the actual quantity delivered to each client.

Definition of Bases

• "Bases" refer to distribution centers or warehouses where products are stored before delivery.

• Deliveries involve loading a truck with a set amount (e.g., 25,000 liters), but only part of it may be delivered to different clients.

Billing Process Comparison

• The billing process for Pemex differs from that of other plants; it involves specific logistics programming within their platform.

• Orders are created in SAP for each delivery trip, ensuring accurate tracking and invoicing.

Data Management and Invoice Matching

• All invoices from Pemex are recorded in a database linked with SAP for efficient data management.

• If discrepancies arise (e.g., if Pemex loads 19,999 liters instead of the ordered amount), adjustments are made automatically in the system.

Filters for Invoice Accuracy

• Three key filters ensure invoice accuracy: date match, product type (regular or premium gasoline), and quantity delivered.

• Tolerances exist for minor discrepancies (around 2,000 liters); however, significant mismatches will invalidate the invoice match.

Finalizing Invoices

• The finalization process includes verifying that all details align correctly between what was ordered and what was delivered.

• Key factors considered include customer destination, date of delivery, product type, and quantity. Exact matches are rare due to operational variances.

Facturación y Procesos de Pemex

Problemas en la Generación de Facturas

• La generación de facturas puede verse afectada por bloqueos, como datos fiscales incorrectos o errores en el pedido, lo que requiere revisión manual.

• Existen destinos genéricos utilizados para la facturación, permitiendo a logística emitir facturas a múltiples clientes sin un cliente tipo establecido.

Proceso Manual de Facturación

• Se utilizan "facturas genéricas" cuando no hay un cliente específico; se fuerza un emparejamiento con pedidos específicos según las solicitudes logísticas.

• El proceso es manual y depende de la disponibilidad del cliente para recibir productos, lo que puede retrasar la facturación.

Volumen y Trabajo Manual

• Aproximadamente el 15% de las facturaciones son genéricas, implicando una carga significativa de trabajo manual.

• De mil cien viajes diarios que factura Pemex a Burgos, solo alrededor del 60% se factura efectivamente debido a diversas razones operativas.

Desafíos en la Facturación

• No todas las compras realizadas a Pemex se reflejan en las facturas emitidas; algunas son para almacenamiento y pueden ser facturadas más tarde.

• La automatización del proceso es complicada debido a decisiones diarias sobre qué y cómo se debe enviar cada factura.

Refacturación y Correcciones

• La refacturación implica crear nuevas facturas basadas en correcciones necesarias tras cancelar una factura original.

• Se utiliza un tipo específico de pedido para manejar estas correcciones, asegurando que los clientes reciban los productos correctos con las cantidades adecuadas.

Direct Invoicing Process Overview

Introduction to Direct Invoicing

• The speaker introduces the concept of direct invoicing, emphasizing its role in managing refacturas (re-invoices).

• Direct invoices are utilized for consumption reports from clients, specifically mentioning Terraiza as a key example.

Consumption Reporting and Order Management

• The process involves receiving daily consumption reports from clients, which dictate how orders are placed.

• Administration of contracts is responsible for validating and sending consumption data to the invoicing department.

Manual Invoice Creation

• The speaker describes their manual approach to creating invoices based on client specifications, including different legal entities involved.

• Emphasizes the importance of following specific instructions from sales representatives or contract administration when generating invoices.

Challenges with Pricing Accuracy

• Discusses issues faced with pricing discrepancies during invoice creation, particularly with certain industrial clients who require precise billing.

• Highlights a recurring problem where SAP does not align unit prices and subtotals correctly, leading to complications in invoice submission.

Workarounds and Additional Systems

• When SAP fails to provide accurate figures, the speaker resorts to using alternative systems for manual calculations.

• This reliance on external systems adds extra workload but is necessary due to persistent inaccuracies within SAP.

Issues with Client Portal and Documentation

Challenges with Client Portal

• The client portal rejects certain transactions, leading to cancellations for minor amounts (e.g., one cent), which complicates the process.

• Internal comments highlight the need for thorough documentation of findings to ensure clarity and completeness in reports.

Documentation Process

• Emphasis on recording issues separately to compile a comprehensive document for review by relevant stakeholders.

• Noted that most issues arise from specific clients, particularly regarding small transaction discrepancies that require manual intervention in another system.

Logistics and Order Processing

Modalities in Logistics

• Discussion about logistics not updating order modalities correctly, affecting how orders are processed based on volume (liters).

• Clarification that different modalities correspond to varying capacities of transport vehicles (e.g., 20,000 liters vs. 60,000 liters).

Pricing Errors Related to Modalities

• Issues arise when logistics fails to change the modality during order processing, leading to incorrect pricing configurations.

• When re-invoicing due to price differences, it is crucial that prices reflect the correct date of service rather than the invoice date.

Understanding Product Pricing

Components of Pricing Structure

• Explanation of how product pricing includes transportation costs and variations based on logistical decisions.

• The term "molecule" is used interchangeably with "product," indicating confusion around terminology related to pricing structures.

Clarity in Cost Breakdown

• Importance of distinguishing between product costs and additional charges like transportation; ensuring clear communication about what is included in pricing.

Pricing Configuration and Transaction Management

Issues with Pricing Configuration

• The speaker discusses the need for reconfiguration of prices in the system, specifically mentioning that despite December's pricing being set, it must be adjusted to reflect a new date for refactoring.

• A suggestion is made to assign a unique transaction folio to track operations effectively, emphasizing the importance of identifying variables such as client and transport details.

Challenges in Transaction Processing

• There is confusion regarding how transactions are processed without a specific folio, which complicates tracking and managing similar transactions.

• The speaker highlights difficulties in distinguishing between transactions due to similarities in product type, quantity, and timing, raising concerns about data management.

Data Management Concerns

• A proposal is requested for better control over transaction data management within SAP to avoid discrepancies caused by external systems.

• The discussion touches on issues related to rounding errors affecting pricing consistency across different transactions with the same client.

Variations and System Limitations

• The need for reviewing configuration settings within SAP is emphasized to minimize variations that lead to complications during refactoring processes.

• Instances are mentioned where price configurations do not align when attempting to refactor transactions, leading users to seek alternative systems due to poor support.

Addressing Rounding Issues

• Rounding discrepancies are discussed as a significant issue impacting billing accuracy; there’s a call for clarity on how SAP handles decimal configurations.

• A mention of direct invoicing from bases indicates ongoing discussions about improving operational efficiency while addressing existing challenges.

Service Orders Discussion

• A shift occurs towards discussing service orders related to logistics and security services alongside product offerings, indicating an expansion of topics beyond just pricing issues.

• Questions arise regarding whether there’s an established invoicing process for these service orders, highlighting the need for clarity on operational procedures.

Delivery Operations and Logistics Management

Overview of Delivery Operations

• The discussion begins with a focus on delivery operations, specifically programming deliveries from local bases rather than terminal locations. This emphasizes the importance of utilizing regional resources for efficiency.

• Deliveries are executed through manual orders placed by the company, highlighting the reliance on trusted transporters for logistics management.

• There is flexibility in sourcing products; while Pemex is a primary supplier, other options exist to meet operational needs without strict adherence to one vendor.

Order Processing and Logistics Coordination

• Orders are categorized as plant orders, which require specific documentation such as remissions and transport letters to ensure accurate tracking of product quantities during delivery.

• The process involves filling out necessary paperwork based on the amount being transported (e.g., 20,000 liters), ensuring that all details align with logistical requirements.

Client Interaction and Order Fulfillment

• Clients initiate requests through logistics teams who then coordinate with plants to fulfill these orders. This establishes a clear chain of communication between clients and suppliers.

• The logistics team plays a crucial role in managing order requests and ensuring that all necessary information is relayed accurately to facilitate smooth operations.

Variability in Product Quantities

• Variations in delivered quantities can occur due to discrepancies between expected and actual amounts loaded onto transport vehicles.

• It’s noted that discrepancies are monitored closely; any differences must be documented for accountability when comparing initial loading against final unloading at client sites.

Quality Control Measures

• Quality control measures include verifying inventory counts upon arrival at client locations. Any variances must be reported back to logistics for further investigation.

• Despite manual processes, billing continues through SAP systems, maintaining consistency across different types of transactions (direct vs base invoicing).

Distinctions Between Billing Processes

• A distinction is made between direct billing processes versus base billing processes, emphasizing that both methods involve manual input but differ in their initiation points within the supply chain framework.

• Direct invoices are generated internally by staff while base invoices depend on external requests from clients or plants, showcasing varied operational dynamics within the organization.

Transaction Processes in Order Management

Overview of Transaction Types

• All types of orders are processed within a single transaction, with distinctions based on order categories. The main takeaway is that despite the differences, they share the same transactional framework.

• A menu appears listing various order types, including direct service invoices and plant orders. This highlights the structured approach to managing different requests efficiently.

Logistics and Order Fulfillment

• The discussion touches on logistics involving delivery trucks (pipas), which can handle multiple orders simultaneously. Variations in reporting are acknowledged but do not hinder logistical operations.

• Clarification is sought regarding team availability for further discussions on billing processes, indicating an ongoing collaborative effort to streamline operations.

Training and Operational Requirements

• Questions arise about training needs related to SAP operations among team members. It emphasizes the importance of ensuring all staff are adequately trained in current operational requirements.

• Specific challenges with freight costs associated with different truck sizes are discussed, underscoring the need for accurate configurations to avoid errors in order processing.

Configuration Issues and Solutions

• There’s a mention of complications arising from invoice adjustments when dealing with different clients. This points to potential configuration issues that require attention for smoother transactions.

• Further training is suggested as necessary for understanding invoice creation and configuration settings, highlighting gaps in knowledge that could impact efficiency.

Closing Remarks and Future Sessions

• The session concludes with plans for future meetings focused on service orders and credit notes, indicating a commitment to continuous improvement in processes.

• Participants express gratitude for the session's insights while confirming their readiness for upcoming discussions, reinforcing teamwork and collaboration moving forward.