{"id":6240,"date":"2026-11-13T17:44:54","date_gmt":"2026-11-13T17:44:54","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=6240"},"modified":"2026-11-13T17:44:54","modified_gmt":"2026-11-13T17:44:54","slug":"master-data-management-issues-and-opportunities","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2026\/11\/master-data-management-issues-and-opportunities\/","title":{"rendered":"Master Data Management Issues and Opportunities"},"content":{"rendered":"

Cross-Company Perspectives on Organization, Governance, and AI from Two Global Manufacturers<\/em><\/p>\n

Peeriosity Master Data User Group Peercast | September 2026<\/p>\n\n\n\n\n\n\n\n\n
Host \/ Format<\/strong><\/th>\nPeeriosity Master Data User Group Peercast (audio conference + shared slides)<\/th>\n<\/tr>\n<\/thead>\n
Presenters<\/strong><\/td>\nSenior Manager, Global Continuous Improvement Finance and Master Data, Company A (global automotive supplier); Senior Manager and Assistant Manager, Master Data, Company B (diversified global manufacturer)<\/td>\n<\/tr>\n
Facilitator<\/strong><\/td>\nMichael Hostetler (Peeriosity)<\/td>\n<\/tr>\n
Format<\/strong><\/td>\nModerated panel discussion with slide presentations from each panelist and open audience Q&A<\/td>\n<\/tr>\n
Audience<\/strong><\/td>\nPeeriosity member companies with representatives holding master data responsibilities; roughly a dozen attendees on the call<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Overview<\/strong><\/p>\n

Peeriosity hosted a Master Data User Group Peercast titled \u201cMaster Data Management Issues and Opportunities,\u201d facilitated by Michael Hostetler. Two panelists presented their companies\u2019 master data operations: a master data leader from Company A (a global automotive supplier) and a master data leader from Company B (a diversified global manufacturer), joined by a Company B colleague. The session covered organizational structure, data quality and duplicate-record management, ownership and governance, workflow tooling, vendor fraud controls, and early AI adoption in master data management, with open Q&A from attendees throughout.<\/p>\n

Note that this document is a summary. Peeriosity-100 members have full visibility to company names, presenters, Peercast attendees, and a recording of the Peercast discussion.<\/p>\n

Key Themes<\/strong><\/p>\n

    \n
  • Master data as an AI enabler:<\/strong> both panelists framed clean, accurate master data as a prerequisite for intelligent automation \u2014 flawed inputs produce flawed AI recommendations.<\/li>\n
  • Fragmentation and duplicate records:<\/strong> historical system migrations (legacy ERPs into SAP) left duplicate and orphaned records at both companies; cleanup is constrained less by technology than by the business cost of touching open purchase orders, EDI setups, and other downstream dependencies.<\/li>\n
  • Ownership and governance friction:<\/strong> both companies described tension over whether the business function or the master data team owns data decisions. Company B formalized this with a \u201cJoint Accountability Matrix\u201d and Global Process Managers; Company A resolved most friction through 15 years of established process and stakeholder consultation.<\/li>\n
  • Centralized intake, decentralized creation:<\/strong> both firms route change requests through structured workflows (Company A: enterprise workflow forms; Company B: ServiceNow and, regionally, Salesforce) rather than accepting ad hoc email requests, with 3\u20134 day turnaround SLAs for standard changes.<\/li>\n
  • Vendor bank-detail fraud controls:<\/strong> both panelists described tightening verification of vendor bank account changes through document-based validation, though neither currently uses a third-party verification service such as Trustpair.<\/li>\n
  • AI adoption is early-stage:<\/strong> both companies use AI to support, not replace, master data processes. Company A uses AI agents for process documentation lookup and email\/fraud anomaly detection; Company B is earlier in exploring AI, tied to a broader ERP modernization effort.<\/li>\n<\/ul>\n

    Panelist Company Snapshots<\/strong><\/p>\n

    Company A and Company B run master data differently in scope and tooling, but converge on the same operating pressures \u2014 legacy duplicates, governance ownership, and early AI use:<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n
    <\/th>\nCompany A<\/strong><\/th>\nCompany B<\/strong><\/th>\n<\/tr>\n<\/thead>\n
    Master data location<\/td>\nGBS center in Europe (primary), plus small teams in China<\/td>\nGlobal Shared Services (GSS); formalized as its own MDM service line in 2023<\/td>\n<\/tr>\n
    Scope<\/td>\nCustomers, vendors, GL accounts, cost centers, limited internal orders, material and sales pricing exceptions<\/td>\nCustomer and vendor master only, across geographies<\/td>\n<\/tr>\n
    Team size<\/td>\n5 in the European\/GBS team (team leader + 4 accountants); 1 accountant in Asia Pacific<\/td>\nNot specified on the call<\/td>\n<\/tr>\n
    Systems<\/td>\nSingle SAP HANA instance company-wide (achieved within the past year); enterprise workflow tools for intake<\/td>\nSingle SAP ERP instance; ServiceNow for customer master intake; Salesforce for vendor onboarding in India only; exploring a new ERP platform<\/td>\n<\/tr>\n
    Vendor onboarding SLA<\/td>\n3\u20134 days for change requests<\/td>\n~3 days for change requests; ~14 days for new vendor onboarding (11-step governance process)<\/td>\n<\/tr>\n
    Bank-detail verification<\/td>\nBank-provided portals, government bank-account registries (EU), and supplier due diligence; no third-party tool<\/td>\nDocument-based validation (voided checks, bank letterhead); no callback process, no third-party tool<\/td>\n<\/tr>\n
    Duplicate records<\/td>\nOngoing legacy issue from pre-master-data-team system migrations; actively reduced but no regular cleanup cadence<\/td>\nLong-standing legacy duplicates (decades of history); periodic inactivation of unused vendor records; customer-side dedup effort just started<\/td>\n<\/tr>\n
    Governance model<\/td>\nMature \u2014 ~15 years in place; stakeholder consultation rather than unilateral process design<\/td>\n\u201cJoint Accountability Matrix\u201d splitting ownership steps between business and master data team; Global Process Managers bridge gaps<\/td>\n<\/tr>\n
    AI use today<\/td>\nSupports processes: documentation lookup agents, email\/fraud anomaly detection<\/td>\nMinimal so far; being considered alongside a broader ERP modernization effort<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    Notable Takeaways<\/strong><\/p>\n

      \n
    • Team evolution beyond data entry:<\/strong> the Company A panelist described a deliberate shift from a \u201cdata entry team\u201d to one that advises business users on system setup, calling this especially important as AI and automation take over routine tasks.<\/li>\n
    • Migrations without cleanup create lasting debt:<\/strong> both panelists cited system migrations (SAP consolidation, GSS lift-and-shift) where master data records moved without validation, leaving duplicate and orphaned records still being resolved years later.<\/li>\n
    • Duplication is sometimes intentional:<\/strong> both companies noted legitimate business reasons for duplicate vendor records (e.g., differing EDI setups or shipping locations), managed through documented exception processes rather than blanket prohibition.<\/li>\n
    • New employees are the main friction point:<\/strong> both panelists said most pushback on process comes from employees new to the company who are unfamiliar with established workflows, not from entrenched resistance.<\/li>\n
    • Company B\u2019s next step:<\/strong> exploring a unified workflow\/intake platform to replace its currently fragmented tools (Jaggaer for vendor onboarding, Salesforce for India-only customer intake, ServiceNow elsewhere), potentially paired with a new ERP implementation.<\/li>\n<\/ul>\n

      Audience Q&A Highlights<\/strong><\/p>\n

        \n
      • Supplier update turnaround \/ process communication:<\/strong> Company A cited a 3\u20134 day SLA and described training new requesters via recorded walkthroughs and mandatory use of the formal Vendor Master Request workflow. Company B confirmed the same ~3-day SLA for change requests, with a longer 14-day, 11-step process for new vendor onboarding.<\/li>\n
      • SAP MDG adoption and third-party bank verification tools:<\/strong> Neither company currently uses SAP MDG or a third-party verification service such as Trustpair. Company B is exploring broader ERP alternatives; Company A uses bank portals and, in some EU countries, government bank-account registries.<\/li>\n
      • Duplicate vendor record monitoring:<\/strong> Company A has no regular ongoing cleanup process but checks for duplicates at time of creation, reducing duplicates over 10+ years of process discipline. Company B performs periodic inactivation of unused vendor records but has not undertaken active clean-up efforts given the scale of legacy data; customer-side clean-up work has only recently begun.<\/li>\n<\/ul>\n

        The moderator noted that Peeriosity\u2019s Accounts Payable research area has an existing poll on third-party bank-verification software usage, which attendees were encouraged to review.<\/p>\n

        Source: Peeriosity Peercast recording and transcript, \u201cMaster Data Management Issues and Opportunities,\u201d September 2026.<\/em><\/p>\n

        <\/span><\/span><\/span><\/p>","protected":false},"excerpt":{"rendered":"

        Cross-Company Perspectives on Organization, Governance, and AI from Two Global Manufacturers Peeriosity Master Data User Group Peercast | September 2026 Host \/ Format Peeriosity Master Data User Group Peercast (audio conference + shared slides) Presenters Senior Manager, Global Continuous Improvement Finance and Master Data, Company A (global automotive supplier); Senior Manager and Assistant Manager, Master […]<\/p>\n

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