A carregar...
Publicação
Automatização robótica de processos financeiros - automatização de processos financeiros SAP pela introdução de RPA
| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 4.22 MB | Adobe PDF |
Autores
Resumo(s)
Em todas as organizações são efetuadas diariamente centenas de processos de negócios.
Mais de 80 por cento dos processos de negócio são rotineiros, repetitivos e geram pouco valor
acrescentado. A padronização e otimização dos processos e sua automatização são fundamentais na
eficiente e eficaz gestão dos recursos.
A Automatização Robótica de Processos (RPA) permite automatizar processos rotineiros,
simples e flexíveis, propensos a erros com elevada carga administrativa, o que permite às
organizações, reduzir custos e transferir mão de obra de tarefas rotineiras, para tarefas de controlo e
análise e de apoio à decisão.
Contudo não existem à data orientações claras de como implementar um RPA.
Este trabalho de projeto pretende propor uma estratégia de utilização do RPA –
frequentemente referido como bot – nos serviços partilhados de contabilidade e finanças de uma
empresa de referência, designada por XP, cotada na bolsa, no software de Planeamento de Recursos
(ERP) SAP, através da ferramenta de RPA Uipath, e identificar as grandes oportunidades, benefícios e
desafios, e os passos necessários para implementar uma ferramenta RPA.
A abordagem de investigação passa pelas seguintes fases: definição do processo a
automatizar, definição de estratégia de implementação, desenvolvimento e implementação da
solução e posterior validação e análise de benefícios.
Para medir as vantagens resultantes da implementação do RPA, foram recolhidos os seguintes
indicadores: Tempo total que um funcionário leva a executar as tarefas que o bot substituirá, tempo
total que o bot leva a executar as tarefas automatizadas, e a percentagem que resulta em falhas e
erros pelo bot.
Realizaram-se questionários a 17 profissionais dos serviços partilhados de contabilidade e
finanças da Empresa XP a fim de obter insights sobre a automatização do processo deste projeto e
dos objetivos a que este trabalho se propõe.
A grande maioria dos questionados carateriza a tarefa automatizada como repetitiva,
monótona e simples. Os benefícios da automatização são elevados, permitiu redução de 66% no
tempo de execução da tarefa. Quanto aos principais impactos esperados para o departamento
organizacional, estão: libertação de recursos de tarefas rotineiras e monótonas para tarefas de maior
valor acrescentado, sistematização e coerência de processos.
Foi possível identificar bons processos que poderão ser desenvolvidos através de RPA. Os
departamentos com maior potencial de automação estão contas a pagar, tesouraria e
processamento de salários, existe potencialidade e abertura de futuras automatizações tanto na
contabilidade e finanças como em outros departamentos.
O principal desafio da implementação do RPA é tecnológico, daí ser necessário o envolvimento
de equipas de IT e reengenharia de processos.
Relativamente às limitações a literatura atualmente disponível acerca de RPA é muito escassa,
e este estudo está limitado a um único processo.
O desenvolvimento do projeto de RPA serviu para demonstrar a sua viabilidade técnica, no entanto a
decisão da empresa em avançar com projetos de desenvolvimento de RPA depende de outros
fatores entre eles a viabilidade financeira, daí recomenda-se que, em trabalhos futuros, para além de
se alargar o âmbito para outros processos, se elabore um Business Case.
In all organizations, hundreds of business processes are carried out daily. More than 80 per cent of business processes are routine, repetitive and generate little added value. The standardization and optimization of processes and their automation are fundamental in the efficient and effective management of resources. Robotic Process Automation (RPA) allows the automation of routine, simple and flexible processes, prone to errors with an excessive administrative burden, which allows organizations to reduce costs and transfer labour from routine tasks to control and analysis tasks and decision support. However, there are currently no clear guidelines on how to implement an RPA. This project work proposing a strategy for using RPA - often referred to as bot - in the shared accounting and finance services of a reference company, called XP, quoted on the stock exchange, in the SAP Resource Planning (ERP) software, through the UiPath RPA tool, and to identify the excellent opportunities, benefits and challenges, and the steps required to implement an RPA tool. The investigation approach considers the following phases: definition of the process to be automated, the definition of the implementation strategy, development and implementation of the solution and subsequent validation and analysis of benefits. To measure the benefits resulting from implementing the RPA, the following indicators were collected: Total time that an employee engages to perform the tasks that the bot will replace, the total time that the bot takes to perform automated tasks, and the percentage that results in failures and errors by the bot. Questionnaires were carried out to 17 professionals from the shared accounting and finance services of the XP Company to gain insights into the automation of the process of this project and the objectives this work proposes. Most respondents characterize the automated task as repetitive, monotonous, and simple. The benefits of automation are notable, allowing for a 66% reduction in task execution time. As for the main impacts expected for the organizational department, they are: freeing up resources from routine and monotonous tasks for tasks with greater added value, systematization and process coherence. It was possible to identify good processes that can be developed through RPA. The departments with the most considerable potential for automation are accounts payable, treasury and salary processing, there are potential and openness for future automation both in accounting and finance and in other departments. The key challenge of implementing RPA is technological, hence the need for the involvement of IT teams and process reengineering. Regarding the limitations, the literature currently available on RPA is exceedingly scarce, and this study is limited to a unique process. This RPA project served to demonstrate its technical feasibility. However, the company's decision to proceed with RPA development projects depends on other factors, including financial viability, so it is recommended that in future works, in addition, to extend the scope to other processes, a Business Case is created.
In all organizations, hundreds of business processes are carried out daily. More than 80 per cent of business processes are routine, repetitive and generate little added value. The standardization and optimization of processes and their automation are fundamental in the efficient and effective management of resources. Robotic Process Automation (RPA) allows the automation of routine, simple and flexible processes, prone to errors with an excessive administrative burden, which allows organizations to reduce costs and transfer labour from routine tasks to control and analysis tasks and decision support. However, there are currently no clear guidelines on how to implement an RPA. This project work proposing a strategy for using RPA - often referred to as bot - in the shared accounting and finance services of a reference company, called XP, quoted on the stock exchange, in the SAP Resource Planning (ERP) software, through the UiPath RPA tool, and to identify the excellent opportunities, benefits and challenges, and the steps required to implement an RPA tool. The investigation approach considers the following phases: definition of the process to be automated, the definition of the implementation strategy, development and implementation of the solution and subsequent validation and analysis of benefits. To measure the benefits resulting from implementing the RPA, the following indicators were collected: Total time that an employee engages to perform the tasks that the bot will replace, the total time that the bot takes to perform automated tasks, and the percentage that results in failures and errors by the bot. Questionnaires were carried out to 17 professionals from the shared accounting and finance services of the XP Company to gain insights into the automation of the process of this project and the objectives this work proposes. Most respondents characterize the automated task as repetitive, monotonous, and simple. The benefits of automation are notable, allowing for a 66% reduction in task execution time. As for the main impacts expected for the organizational department, they are: freeing up resources from routine and monotonous tasks for tasks with greater added value, systematization and process coherence. It was possible to identify good processes that can be developed through RPA. The departments with the most considerable potential for automation are accounts payable, treasury and salary processing, there are potential and openness for future automation both in accounting and finance and in other departments. The key challenge of implementing RPA is technological, hence the need for the involvement of IT teams and process reengineering. Regarding the limitations, the literature currently available on RPA is exceedingly scarce, and this study is limited to a unique process. This RPA project served to demonstrate its technical feasibility. However, the company's decision to proceed with RPA development projects depends on other factors, including financial viability, so it is recommended that in future works, in addition, to extend the scope to other processes, a Business Case is created.
Descrição
Project Work presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business Intelligence
Palavras-chave
Automatização Robótica de Processos RPA ERP SAP Financeiro Robotic Process Automation Financial