Source to Pay Summit program 2014_FINAL

March 26th & 27th Hotel Birger Jarl | Stockholm | Sweden

Two days focusing on revealing and discussing the future in spend under management and financial supply chain control!

Organizer is EBG e-BusinessGuide - an independent business process development network

Welcome to Source to Pay Summit 2014! For the fourth time we meet in Stockholm to exchange procurement and finance experiences. Someone gave me great feedback from the 2013 summit - ”We really discussed HOW to overcome challenges and grasp opportunities we see” The 2014 summit consists of two conference days. March 26th - 27th 2014 | Hotel Birger Jarl EBGs summits score at an average 4,7/5 scale in terms of delegate and expert organization satisfaction. That doesn’t mean we stop developing our newroking summits!

Don’t miss out on EBG signature

benchmarking sessions: Theme Discussions

6 reasons why you shouldn’t miss out on S2P Summit 2014 1.

You create your own agenda depending on your challenges and the opportunities your organization wish to develop

2.

In total 360 minutes of pure experience exchange through Theme Discussions led by your peers and expert organizations

3.

In total 245 minutes of inspirational Focus Sessions led by your peers and expert organizations

4.

Structures and processes that all have in common and all can exchange experiences in

5.

Unique international knowledge along the end-to-end source-to-pay process

6.

The possibility to keep sharing experiences with peers after the summit though EBG exchange

Come join us! You can also sign up for our Post Summit Page where we gather as much material as we possibly can from the Summit. It doesn’t beat meeting face-to-face but make feedback opportunities for your

Listen to and share knowledge with peers!

colleagues and yourself back at the office. Welcome!

Anna Bjärkerud Managing Director EBG e-BusinessGuide [email protected] +46 73 581 93 02

SOURCE TO PAY SUMMIT 2014 | HOTEL BIRGER JARL | STOCKHOLM | SWEDEN | WWW.S2PSUMMIT.EU

| March 26th 08: 15

Registration and breakfast

08: 55

Opening of Source to Pay Summit 2014 March 26th

09: 05

Key Note: The New Economics of Commerce Revolutionizing Business Relationships from Me to We The 21st Century demands that businesses rethink their approach to commerce. And no – capitalism is not dead. Kate Vitasek will provide what may seem paradoxical – a lighthearted yet evocative overview of some of the best academic research into how companies should be approaching the economics of commerce in the new millennium. Get ready to get back to the office and apply Nobel prize winning thinking, such as: • John Nash’s equilibrium theory, proving that businesses can turn 1+1 into 2, 3 or even more by working collaboratively to optimize results and solve tough business problems • Solow’s Law, explaining why brains are better than brawn if you are trying to improve your business’s balance sheet • Coase’s Law, reminding business how to avoid the ever fatal “Priceberg” • Oliver Williamson’s advice on why being nice to suppliers can help reduce costs better than a Pit bull of Procurement And - how does this apply to real life examples where businesses have enabled innovative ways to incorporate we as a way to transform business relationships. Kate Vitasek, Faculty, lead researcher Vested, University of Tennessee

09: 55

Theme Discussions | Session 1 Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion run for 40 minutes.

How organizations are redefining and transforming sourcing business relationships

1

• •

2

You are doing it all right - great contracts with great suppliers. Yet still too many purchases are made outside contracted suppliers. Here you will discuss

The 21st century demands that businesses innovate, create value, and get sustainable results. Many sourcing deals are often structured with fundamental flaws in the business model that prevents transformational results. • •

Increasing spend under management or the challenge in controlling purchase behavior

how to gain more control.

What are the trends in insourcing, outsourcing and hybrid approaches? What is the difference between transaction based models, outcome based business models and investment based models? How can innovation become a bigger part of sourcing strategies, metrics and long term relationships? What is the groups experiences - how do you ensure long term innovation through your business relationships?

•

In what ways does a policy help gain control - or doesn't it help?

•

In what ways and to what degree can you visualize contract compliance and its impact internally?

•

How can you make it easy for end users to do right?

Mimmi Alladin, Procurement Manager Indirect Material, Siemens

Kate Vitasek, Vested & David Frydlinger, Partner, Lindahl How to increase contract compliance 4

Sourcing, supplier and organization trends for indirect spend – regional, local or global strategies?

3

More and more organizations are looking at more strategic ways of working with indirect spend. Sourcing is becoming increasingly important, here you can discuss trends, challenges and opportunities that faces procurement organizations of tomorrow. • • •

Nordic, European or truly global – how should you estimate the options? Supplier support and evaluation – should Nordic suppliers compete on a European and global market? What skills are needed in order to support a more strategic indirect procurement organization?

Jean-Baptiste Pivard, experienced indirect procurement manager

Most companies are aware that increased contract compliance leads to reduced purchasing costs. But what is needed to reach a high level of contract compliance? Share your experience and listen to others that have succeeded. • More and more people use internet for shopping when not at work. What impact does it have? What are the most effective ways to change professional spending habits? • Is reducing the number of suppliers going to make it easier for users to find what they are looking for? • How do you improve the internal customer satisfaction and at the same time ensure high compliance to the purchasing policy?

Thomas Nerland, Procurement Adviser, Municipality of Trondheim Charlotte Mattsson, Head of Global Account Management, Capgemini IBX Business Network


How do you support supply chains that are not focused on indirect spend? The construction industry has a variety of complex supply chains – from product design and project planning to purchasing and invoicing. More and more construction organizations are looking at ways to manage, visualize and connect more and more of their projects supply value chains. Technology is an enabler in order to connect these value chains, yet creating end-to-end system structures is a challenge. In this discussion you bring your own similar complex supply chain experiences! • • •

5

How can more category spend be captured in modern e-procurement solutions

What categories can be managed in todays e-procurement solutions? What are the possibilities in modern e-procurement solutions? How do you create the business case?

• • •

In order to connect as much of the end-to-end supply chain – how have you linked your support systems together with PM? What is your experience in connecting procurement with reports and invoice matching? To what extent do you need to create separate processes in order to control your entire supply chain?

Erik Bergseth, Director, Visma

Sharing the path of improved procurement performance

Fredrik Söderbring & Marcus Lund, JM Matti Bjerking, Senior Account Manager, Basware

8

How to transform procurement organizations from a traditional support function to an expert function and an internal business partner

7

Any organization taking a holistic view on procurement is bound to experience the challenges and opportunities at hand. Strategies might become obsolete, operationalization might not happen as planned and although you have the mandate still stakeholder involvement and management is tricky. Here you can discuss your challenges with Anders and benchmark strategies and outcomes with him. How has the need for more legal control increased? What does taking a pragmatic view on procurement mean? How do you involve stakeholders and what is their response? Learning from past mistakes and looking ahead – how to not loose faith along the line!

A global context where outsourcing has been the strategy and strong process driven procurement necessary in order to ensure efficiency and standardization put pressure on those set to develop a future oriented procurement function. On one hand there is a need for operational excellence and high PO and contract compliance and on the other hand there is a need to transform procurement into becoming an internal business partner.

• • • •

Discuss opportunities and challenges in that task: • How should that procurement function be organized? • What skill sets are necessary? • What different roles will be needed to develop and prevail as an internal business partner?

Anders Rydblom, Procurement Manager NoMed, Mölnlycke Health Care

Outsourcing your sourcing function - what are the do’s and dont's? 9

Doing it all by yourself or letting external suppliers in is a hot topic. In this discussion Ulrika invites you to share Your experiences and best practise.

Jörgen Zetterström, Director, Sourcing Indirect & Licensing, Sony Mobile Communications

• Which areas within procurement group’s experience? • Enabling more focused strategic control - what are the pros and • Internal buy-in and gain - share feedback!

are most commonly outsourced - what is the procurement resources vs. losing cons? end user and finance experiences and

Ulrika White, Manager Global Indirect Purchasing, Gambro

10:35 Coffee break

11: 15

Theme Discussions | Session 2 Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion run for 40 minutes. Same discussions as in Session 1.

1

12: 00

2

3

6

Some years back e-procurement solutions were most about truly indirect and non strategic spend capture. That has changed. In this discussion you can share your experience from wanting to capture more category spend and how to do it.

4

5

6

7

8

9

Focus Sessions | 1 & 2

Sourcing, supplier and organization trends for indirect spend – regional, local or global strategies? More and more organizations are looking at more strategic ways of working with indirect spend. Sourcing is becoming increasingly important, listen to Jean-Baptiste telling his view on the trends, challenges and opportunities that faces procurement organizations of tomorrow.

From procurement strategy to success How to develop procurement processes in a large complex organization. During the last 10 years the municipality of Trondheim has increased contract compliance from approximately 50% to more than 90 %. And with their use of eProcurement Solution they save NOK25 million per year – a cost reduction of 10%.

• How important are reviewed indirect sourcing strategies becoming? • Nordic, European or truly global – how can the options be estimated? • Supplier support and evaluation – should Nordic suppliers compete on a European and global market? • What skills is needed to support a more strategic indirect procurement organization?

• Procurement strategy including eProcurement Solution • Dedication from the senior management and the city council • Funding for investment and implementing

Jean-Baptiste Pivard, experienced indirect procurement manager

Thomas Nerland, Procurement Adviser, Municipality of Trondheim

• Demands to the internal organization and to our vendors


12:35

Networking Lunch

13: 45

Focus Sessions | 3 & 4

Following the path of improved procurement performance

e-procurement solutions manage more categories than you think!

It started off with a phone call, that is how EBG first came across Anders and Mölnlycke Health Care. Since then he and Mölnlycke Health Care have been a part of every S2P Summit EBG have produced. The idea being to follow an organizations journey as we all know it is structuring and developing procurement in any organization. Here Anders will take you on a journey along their procurement transformation for the past three years.

The maturity in e-procurement solutions is growing fast. Some years ago few categories were applicable for e-procurement. Now the situation is totally different and you might be surprised how much of your categories that are now covered by e-procurement solutions. Listen to Eriks overview of Vismas experiences and case studies.

• The changing environment of procurement in the health industry • A pragmatic view on procurement transformation – first things first! • Ensuring stakeholder involvement, a journey of its own • Learning from past mistakes and looking ahead

• What categories can be managed in todays e-procurement solutions? • How can it be managed - view some samples from industries such as: retail, logistics and bank and insurance. • Get some ideas on how to find your own possible savings and how to create your own business case



14: 25

Panel discussion - past, present and future procurement possibilities and challenges A lot has happened recent years in the source-to-pay area in the market. A lot has happened in the technology area too, enabling further spend control and increased control over cash flow. A lot is happening in the end user market and technology needs to follow user behaviour. In this panel discussion we will hear what system providers and consultants used to working with numerous small, medium and large size organizations can tell about what they think you should consider when creating and operationalizing source-to-pay strategies in the future.

14:55 15: 25

Afternoon break


Benefit realization – How do you demonstrate success of you P2P system roll out

Sharing the path of improved procurement performance 1

2

Any organization taking a holistic view on procurement is bound to experience the challenges and opportunities at hand. Strategies might become obsolete, operationalization might not happen as planned and although you have the mandate still stakeholder involvement and management is tricky. Here you can discuss your challenges with Anders and benchmark strategies and outcomes with him.

Despite an ambitious business case building on all the great benefits with a new P2P solution you risk getting stuck in just making the basic functionality work as expected. How do you track benefits post go live to drive and demonstrate success? Here you will share your insights on post system roll out priorities and measures. • • •

In what ways should you measure the effect – short (go live preparations) and long (BAU) term How do you avoid getting stuck after the initial project delivery? How do you ensure stakeholder involvement to ensure maximum use of the system?

Tommy Nielsen, Source 2 Pay Global Programme Director, AstraZeneca

How to transform procurement organizations from a traditional support function to an expert function and an internal business partner

How has the need for more legal control increased? What does taking a pragmatic view on procurement mean? How do you involve stakeholders and what is their response? Learning from past mistakes and looking ahead – how to not loose faith along the line!

• • • •


How to continuously improve your Source-to-Pay process? 3

4

A global context where outsourcing has been the strategy and strong process driven procurement necessary in order to ensure efficiency and standardization put pressure on those set to develop a future oriented procurement function. On one hand there is a need for operational excellence and high PO and contract compliance and on the other hand there is a need to transform procurement into becoming an internal business partner.

In this Theme Discussion you can share your own experiences, and benchmark against each other. What does continuous improvement within source-to-pay mean for different organizations? Nokia has established a company-wide e2e business process framework, to support all units in productivity and process performance improvement. Source-to-pay is one of the core areas. Come and discuss your S2P continuous improvement journey and hear experiences from others.

Discuss opportunities and challenges in that task: • How should that procurement function be organized? • What skill sets are necessary? • What different roles will be needed to develop and prevail as an internal business partner?

• • • •

Jörgen Zetterström, Director, Sourcing Indirect & Licensing, Sony Mobile Communications

How to establish the foundation for continuous improvement in S2P? How do you work with change management, how do you change the culture? Predictability in process performance: what are good S2P KPIs? How to improve your S2P process maturity and achieve better business results? • What does success look like? Exchange thoughts with others about the S2P improvement journey Antti Koski, Business Process Lead, Source-to-Pay, Nokia


How to increase contract compliance Most companies are aware that increased contract compliance leads to reduced purchasing costs. But what is needed to reach a high level of contract compliance? Share your experience and listen to others that have succeeded. •

• •

5

What is your definition of source to pay and purchase to pay and why? In what ways do you measure the entire or part of S2P or P2P flows? How are your KPIs set along the procurement and finance department?

Attendee led discussion; share your metrics!

Some years back e-procurement solutions were most about truly indirect and non strategic spend capture. That has changed. In this discussion you can share your experience from wanting to capture more category spend and how to do it. 7

You are doing it all right - great contracts with great suppliers. Yet still too many purchases are made outside contracted suppliers. Here you will discuss how to gain more control.

•

• • •

How can more category spend be captured in modern e-procurement solutions

Thomas Nerland, Procurement Adviser, Municipality of Trondheim Charlotte Mattsson, Head of Global Account Management, Capgemini IBX Business Network

Increasing spend under management or the challenge in controlling purchase behavior

• •

What categories can be managed in todays e-procurement solutions? What are the possibilities in modern e-procurement solutions?

•

How do you create the business case?


In what ways does a policy help gain control - or doesn't it help? In what ways and to what degree can you visualize contract compliance and its impact internally? How can you make it easy for end users to do right?

Mimmi Alladin, Procurement Manager Indirect Material, Siemens

Sourcing, supplier and organization trends for indirect spend – regional, local or global strategies?

9

More and more organizations are looking at more strategic ways of working with indirect spend. Sourcing is becoming increasingly important, here you can discuss trends, challenges and opportunities that faces procurement organizations of tomorrow. • Nordic, European or truly global – how should you estimate the options? • Supplier support and evaluation – should Nordic suppliers compete on a European and global market? • What skills are needed in order to support a more strategic indirect procurement organization? Jean-Baptiste Pivard, experienced indirect procurement manager

16: 10

Theme Discussions | Session 4 Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion run for 40 minutes. Same discussions as in Session 3!

1

16: 50

2

3

4

6

It is not new by any means, the discussion about P2P or S2P. But there are still as many opinions about what it actually mean and can bring to an organization as there are opinionated papers written about it.

More and more people use internet for shopping when not at work. What impact does it have? What are the most effective ways to change professional spending habits? Is reducing the number of suppliers going to make it easier for users to find what they are looking for? How do you improve the internal customer satisfaction and at the same time ensure high compliance to the purchasing policy?

• •

Exchange discussion: What is the importance and understanding of source-to-pay?

5

6

7

8

9

End of the day! Drinks reception in exhibition area for all, courtesy of Pagero Dinner at 18:15 at entrance floor, pre-book when you register Welcome to dinner, see you tomorrow or next year?

If necessary beyond EBGs control alterations in the program or of the event might occur. For accurat schedule and content visit www.s2psummit.eu


8

| March 27th 08: 15

Registration and breakfast

08: 55

Opening of Source to Pay Summit 2014 March 27th

09: 05

Key Note: World-Class Performance in Procurement & Finance Today's Chief Financial Officers (CFOs) are concerned with everything from maximizing shareholder value to accurate quarterly earnings forecasts and developing the next generation of finance leaders for the company. They recognize that to be successful they must obtain, interpret and report critical information at an ever-increasing pace, while ensuring compliance across a dynamic enterprise. Tom Bangemann will share his experience in creating agile organizations of tomorrow. • • • • • • •

Overview and trends in procurement and finance Best practices in Procurement and Finance Selected metrics overview Process cost reduction vs. spend reduction? Talent management implications E-Invoicing development and trends GBS and off shoring trends

Tom Bangemann, Senior Vice President Business Transformation, The Hackett Group

09: 40

Key Note: Driving Efficiency and Cost Improvement through Platform-based BPO Deciding how to manage and organize tactical procurement is growing more and more critical. Deutsche Post DHL decided to outsource one region to benchmark with internal Tactical Purchasing Shared Services Centers and will here share their process and lessons learned. • How clear separation of Sourcing and Purchasing activities improves leverage • Catalog Management Solution as enabler for re-organization of Purchasing services • Staff optimization from reducing locations worldwide Jerker Gunnarsson, Senior Director, Procurement at Deutsche Post DHL

10:15

Coffee break

10: 45

Theme Discussions | Session 1 Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion runds for 40 minutes.

World-Class Performance in Procurement & Finance 1

Continue to discuss and benchmark your organization against world class performance. Where are you heading? • • • • • • •

Overview and trends in procurement and finance – do you recognize your organization? Best practices in Procurement and Finance – how do you compare? Selected metrics overview – what metrics are you using? Process cost reduction vs. spend reduction – what is your strategy? Talent management implications – how are you building your organization? E-Invoicing development and trends – what does it look like in your organization? GBS and offshoring trends – what does it mean for you?

Tom Bangemann, Senior Vice President Business Transformation, The Hackett Group

Finance needs Procurement – How to boost the share of touchless invoices and other relevant KPIs

2

Increasing the share of fully automated invoice transactions means increased efficiency in the whole organization, not only in Accounts Payable. What other KPIs are relevant to measure? What drivers make you meet or exceed the KPI targets? Share your experience and listen to others that have succeeded. • • •

Automation of invoice transactions requires a purchase order for matching. What are the most effective ways to change purchasing behaviour in the organization? How do you succeed getting suppliers to send electronic invoices that match the order? How can increased spend under purchase order improve cash flow forecasting?

Dan Mattsson, Senior Product Manager, Capgemini IBX Business Network


How to continuously improve your Source-to-Pay process?

What is the future of financial supply chain management?

3

4

In this Theme Discussion you can share your own experiences, and benchmark against each other. What does continuous improvement within

On the buy-side, the timing of payments, inventory, payment terms with suppliers and discount arrangements all impact working capital. Smarter management of the finacial supply chain can reduce the cost of working

source-to-pay mean for different organizations? Nokia has established a company-wide e2e business process framework, to support all units in productivity

captial and operational cost generally.

and process performance improvement. Source-to-pay is one of the core areas.

•

How is the dynamic between treasury, AP and procurement changing?

•

In what ways can financial and information flows within a company and between business partners be optimized?

•

What about the final P in S2P – how are tools like dynamic

Come and discuss your S2P continuous improvement journey and hear experiences from others.

discounting evolving? Peter Loughlin, Managing Editor, Purchasing Insight

Touch-less Invoicing: The road to “Business Impact” & Financial Control A lot of focus is spent on acquiring a large percentage data capture (e-

•

How to establish the foundation for continuous improvement in S2P?

•

How do you work with change management, how do you change the culture?

• •

Predictability in process performance: what are good S2P KPIs? How to improve your S2P process maturity and achieve better

•

business results? What does success look like? Exchange thoughts with others about the S2P improvement journey

5

Antti Koski, Business Process Lead, Source-to-Pay, Nokia

Invoices) into your ERP (Workflow) system. This is a good thing, but not always on its own. If the quality of data (e-invoices) received by your system still need

What does successful governance structures look like and why do they work?

a lot of manual error handling and human intervention the investment fails to meet the mark.

At Ericsson, the Shared Service Organization (SSO) manage two processes

•

What are the main challenges of automated booking services today?

•

What are the challenges of business message processing in your

within Purchase to Pay: indirect spend purchases and invoice to pay processes. They have robust regional governance structures with the same challenges as most – how do you move from knowing what needs to be improved, internally, externally and between the SSCs and the business/customer and actually making it happen. Here you

environment? •

How do you utilize real-time business reporting for various

will share and discuss experiences in governance execution.

stakeholders in your organization? •

6

What business impact and advantages can be achieved by automating the booking and handling of business messages?

Anders Edlund, VP Global Sales, Pagero Accounts payable and payment fraud – how big is the problem? Phoney invoices, faulty letters with changed account details, system

•

What does your governance structure look like?

•

How have you defined ”who does what” within your governance structure?

•

How do you align business needs with SSO governance structures?

•

How do you ensure continuous improvement between the business and SSO and incorporate change management needs?

7

Ragnar Dellcrantz, Project Manager Shared Services Organization, Ericsson

hacking, bank file fraud and fake instant payment requests – the ways in which fraudulent activities occur increases constantly leaving organizations at risk. Here you will benchmark your own experiences.

What does it take to roll-out Purchase-to-Pay in a decentralized worldwide organization Scania has made a strategic decision to develop and implement a common

•

Is AP fraud a big problem – what is the groups experiences?

• •

What do the different types of fraud look like? Are the attempts mainly low-tech or high-tech?

•

What can AP do in order to help prevent fraud and

companies worldwide. The aim is to offer an easy to use purchasing including

protect ourselves against both high- and low-tech attempts?

catalogue service, with a focus on flawless invoice automation. Working with

8

purchase-to-pay process including system support in commercial

multinational and often self service unities across many different countries demands ease of use and people skills. Discuss challenges and opportunities that lies in

Ulrika Kolb, Manager Accounts Payable &

automating invoicing enabled by purchasing support and catalogue services across

Håkan Holmberg, Manager Accounts Payable, ABB

nations. •

Shall demand or can demand - what are the best ways of getting both internal and external stakeholders onboard? Need of a selling solution and management commitment.

•

Once a system is implemented the need for change management is huge - what are the best ways of supporting usage growth?

•

How do you ensure continuous improvement and avoid status quo in you purchase-to-pay development?

Rutger af Sandeberg, Business Control | Commercial Operations, Scania CV Mia Lenman, Channel Manager, Basware

11: 30

Theme Discussions | Session 2 Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion run for 40 minutes. Same discussions as in Session 1.

1

2

3

4

5

6

7


8

12:15

Networking Lunch Afternoon Focus Sessions

13: 15

Vested Outsourcing: Turning Transformation Into Reality: Transformation and outcome-based outsourcing are today's buzzwords But how do you take these easy to say but hard to implement concepts and make them a reality? Join this interactive session as Kate Vitasek shares her award winning research on the Vested business model and methodology. She will share the five must have "rules" you need to apply to be successful with your own outsourcing efforts. Henric Häggquist will join Kate and share how Microsoft interpreted the five rules in their award winning "OneFinance" agreement that has proven to be one of the most successful outsourcing efforts of the 21st century. Microsoft has globally transformed their procure-to-pay and record processes Henric Häggquist, Senior Director of Financial Outsourcing WW, Microsoft & Kate Vitasek, Author, Educator, and Architect of the Vested Business Model

14: 00

A supplier perspective on buyer demand for improved data intelligence The e-invoicing development have at large been due to buyers demanding e-invoices from their suppliers. The advantages are clear – more control, better data quality, more rapid approvement cycles and greater ways of working with liquidity. But what about the supplier – no supplier have only one demand to consider and few large organizations operate in single markets. Listen to HPs journey towards EMEA e-invoicing compliance meeting different customers demand for e-invoices. • • • •

Trends in buyer centric demands for e-invocing in both private and public sector Solution set-up enabling flexible system environments for e-invoicing What is the complexity and the diversity of the current market Benefits from a buyer and supplier outlook

Thomas Bonwetsch, Program Manager, Hewlett Packard Germany

14: 35

What impact does organizational structure have on Purchase to Pay? Pete wrote an article recently in which he stated ”The biggest challenge to making P2P work is the disconnect between finance and procurement”. Most have experiences of functional silos such as procurement and finance – looking at a process such as procure-to-pay requires a matrix like structure.” Listen to Pete’s thoughts on cross-functional challenges and opportunities. • • • • •

P2P – should it be led by finance or procurement? How can a function driven organization succeed with a matrix project such as P2P? In what ways must management be organized to secure both cross-functional and functional success? How should communication channels be structured and how should decisions be made to achieve targets? How do you measure success and what KPIs need to be put in place?

Peter Loughlin, Managing Editor, Purchasing Insight

15:05

Afternoon break

15: 30


What does successful governance structures look like and why do they work?

1

At Ericsson, the Shared Service Organization (SSO) manage two processes within Purchase to Pay: indirect spend purchases and invoice to pay processes. They have robust regional governance structures with the same challenges as most – how do you move from knowing what needs to be improved, internally, externally and between the SSCs and the business/customer and actually making it happen. Here you will share and discuss experiences in governance execution. • • • •

What does your governance structure look like? How have you defined ”who does what” within your governance structure? How do you align business needs with SSO governance structures? How do you ensure continuous improvement between the business and SSO and incorporate change management needs?

Ragnar Dellcrantz, Project Manager Shared Services Organization, Ericsson

Key elements in a global OneFinance transformation change program 2

They have won multiple internal recognition awards as well as industry awards for their OneFinance. Here you will discuss what that transformation consists of and how to create a foundation for constant innovation. • • •

What is the meaning of a global OneFinance and who are the stakeholders Moving from transactional SLAs to innovative partnerships – what are the do’ and dont’s Once global processes have been set – how do you work with governance?

Henric Häggquist, Senior Director of Financial Outsourcing WW, Microsoft


What impact does organizational structure have on Purchase to Pay?

3

Maverick spend – a costly black financial and administrative hole 4

In any organization, maverick spend – an invoice without an order – is a Discuss your experience in cross-functional process development - what does it look like in your organization? • • • • •

headache. This is both a structural and organizational challenge and it is finance that can tell the story in great detail. The purchased amount might be

P2P – should it be led by finance or procurement? How can a function driven organization succeed with a matrix project such as P2P? In what ways must management be organized to secure both crossfunctional and functional success? How should communication channels be structured and how should decisions be made to achieve targets? How do you measure success and what KPIs need to be put in place?

A supplier perspective on buyer demand for improved data intelligence

5

Bring on your supplier or buyer experiences of improved data exchange. Managing different information channels, different VAT rules and different system set-ups is a challenge. Here you can share your thoughts and share your insights.

•

What can an e-invoicing win-win agreement between buyer and supplier look like What are the challenges in different markets and how can they be overcome In what ways can both buyers and suppliers benefit from sending e-invoices

Thomas Bonwetsch, Program Manager, Hewlett Packard Germany & Anders Edlund, VP Global Sales, Pagero Finance needs Procurement – How to boost the share of touchless invoices and other relevant KPIs

7

Increasing the share of fully automated invoice transactions means increased efficiency in the whole organization, not only in Accounts Payable. What other KPIs are relevant to measure? What drivers make you meet or exceed the KPI targets? Share your experience and listen to others that have succeeded. • • •

will discuss what finance can do in order to lower the amount of maverick spend. • What ways of capturing spend are being used (purchase cards etc) and what effect have they given? • In what ways are policies written and used and with what result? • Who needs to do what in order to decrease maverick spend – finance, procurement and management? Johan Stebrant, Manager, Financial Services, TeliaSonera

Peter Loughlin, Managing Editor, Purchasing Insight

• •

small but once paid the administrative cost have made it very expensive. Here you

How do you improve Purchase Order - Goods Received - Invoice matching rates?

6

You are doing it all right and a 3-way matching process is set up. The contracts are there, POs are being sent, goods and services receipt is set up as well as the final matching of invoices. Still, many finance departments find themselves with mismatching data, resulting in manual handling and late payments. What someone ordered in accordance to contract and policies may or may not have been received and receipt recorded matching the PO or stated in the same manner as in the invoice. Thus automatic matching is prohibited. There are no single truths as to how to improve matching rates - here you will share your experiences and benchmark against each other. Discuss: • How have you chosen to set up your matching today? • How do you manage your matching errors today? • In what ways do you manage goods and services received? • What is needed in order to minimize data errors and increase matching rates? Ulrika Kolb, Manager Accounts Payable, ABB

Automation of invoice transactions requires a purchase order for matching. What are the most effective ways to change purchasing behaviour in the organization? How do you succeed getting suppliers to send electronic invoices that match the order? How can increased spend under purchase order improve cash flow forecasting?

Dan Mattsson, Senior Product Manager, Capgemini IBX Business Network

Theme Discussions | Session 4

16: 15

Choose a discussion before the Summit. Write down what choices you made! If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers! Each discussion run for 40 minutes. Same discussions as in Session 3!

1

17: 00

2

3

4

5

6

7

End of the day and end of Source to Pay Summit 2014!

If necessary beyond EBGs control alterations in the program or of the event might occur. For accurat program and content visit www.s2psummit.eu

Source to Pay Summit 2015 will be held at Hotel Birger Jarl April 22-23rd SOURCE TO PAY SUMMIT 2014 | HOTEL BIRGER JARL | STOCKHOLM | SWEDEN | WWW.S2PSUMMIT.EU

Expert Organizations 2014

Welcome to meet the experts 2014!

About Visma Visma makes businesses more efficient, through offerings of software, outsourcing services, commerce solutions, retail IT-solutions, and IT-related projects and consulting. Visma simplifies and digitalizes core business processes within the private and public sector. 340,000 customers in Northern Europe utilize Vismas products and services, and an additional 330,000 use Visma as a hosting partner. The group has 5 600 employees and its net revenue amounted to NOK 6 500 million in 2013. Our cloud platform for procurement and invoice management, Visma Proceedo, is a user friendly solution that helps get increased control and quality as well as lower costs. It will help you manage your agreements, orders, and supplier invoices, enabling large savings for your company in both time and money. Read more at www.visma.se/proceedo

About IBX Business Network The IBX Business Network is part of the Capgemini Group, one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model. Connecting over 250 large buying organizations, 550 000 suppliers and providing services in more than 100 geographies, the IBX Business Network is a Cloud-based, ERP independent, e-Procurement platform that optimizes user-experience, enables superior spend management, while exacting lower total cost of ownership. Part of Capgemini’s BPO portfolio, the IBX Business Network is a complete ready-to-run procurement service that supports the entire closed-loop Source-Purchase-Pay process, resulting in lower costs and faster ROI, increased spend visibility and transparency, increased control and compliance and improved supplier quality. Learn more about us at: http://www.capgemini.com/procurement/ibx-business-network

About Basware Basware is the global leader in cloud based e-invoicing and purchase-to-pay solutions with more than 1,000,000 users in over 60 countries. Basware’s B2B Cloud solutions and services provide an open, secure and global ecosystem for buyer and supplier collaboration, connecting more than 1.9 million buyers and suppliers globally. The solutions are architected to meet the needs of SMEs and global enterprises and are built upon Basware’s deep knowledge and experience of B2B financial processes, coupled with intelligent cloud connectivity and the Open Network. With Basware, organizations benefit from more efficient procurement, accounts payable and accounts receivable processes, sustainable cost savings, better insight to cash flows and improved buyer-supplier relationships. The solutions are available via the cloud, on-premise or through business process outsourcing in Europe, the US, and Asia-Pacific through an extensive network of Basware offices and business partners. www.basware.se A complete change in how companies pay and get payed. Full visibility and total control over spend and cash flow. Read more about the co-operation between MasterCard and Basware. www.basware.com About Lindahl Lindahl is one of Sweden’s largest law firms. The firm’s clients often come from knowledge-based, innovative and high-technology industries. In addition to the broad range of skills offered by a large firm, lawyers at Lindahl have cutting-edge expertise within intellectual property law, life sciences, dispute resolution, outsourcing and the TMT sector. The firm also has extensive experience in areas such as banking and finance, capital markets, M&A and real estate. Lindahl has extensive international experience and a well-developed global network of leading law firms. Today, Lindahl has approximately 400 employees, of which two thirds are lawyers, working from offices in Stockholm, Göteborg, Malmö, Uppsala, Örebro and Helsingborg. Learn more about the firm at www.lindahl.se. To read more about Vested, visit www.lindahl.se/en/vested

Introducing Elcom – On Demand e-Procurement Solutions Elcom develops a range of eProcurement solutions including P2P, catalogue management, sourcing, contract management and e-invoicing. We currently enable over 100,000 users within 250 organisations across the US and UK to manage over €12 billion euros of procurement spend. These buyers are connected to over 100,000 suppliers via the Elcom network. Elcom was one of the first providers to deliver its solution from the cloud. Elcom solutions adapt to you not the other way around. Our P2P’s unique multi-tenancy approach provides organisations with the centralised controls and compliance they need, yet the flexibility to effectively distribute the solution out to a wide range of end-users with differing business processes and requirements. >>read more www.elcom.com About Wax Digital Wax Digital is a global Top5 Source-to-Pay eProcurement solution provider. Delivering complete spend management for mid to large-sized organisations through our intuitive, easy-to-use and accessible software: web3 Read more www.waxdigital.com


About Semantix Being able to communicate in multiple languages is a success factor. Did you know that the inclination to buy or act increases by 25% if recipients receive information in their own language? Coordinated translation purchasing brings many benefits, including the following: Better service with faster turn-around and shorter delivery times, and your own dedicated team. Higher quality through our translators’ deeper knowledge about your business and your products, and consistent terminology. Improved efficiency since we can optimise the translation process and plan our translators’ time. Lower prices with bigger volumes, more efficient processes, better translation memories and term databases. Semantix is the Nordic countries' largest language company, with services in translation, interpretation, content design and language training. The company has a network of 7,000 translators, interpreters and language consultants and offers language services in all languages. Semantix has six offices in Sweden, two in Norway and four in Finland. www.semantix.se/en/

About ExperBuy Procurement outsourcing is ExperBuy's speciality. Its reduces your total cost of ownership, enables your purchasing teams to remain concentrated on your core business and contributes to meeting the needs of your internal customers. One big difference between our offer and the capabilities of other outsourcing companies is that we payour suppliers and in this way can consolidate several PO’s. Instead of many suppliers you will end up with only one preferred vendor – ExperBuy, and with our invoices you will receive the informations necessary for your accounting dept. Direct savings ExperBuy guarantees you savings on purchases. We negotiate with suppliers for all of your orders, however small and however rare. Indirect savings By radically reducing the number of your suppliers, ExperBuy produces savings with regard to the purchasing and procurement process: quote request, supplier creation, order placement, document management, importation, delivery management, control, invoicing, payment, dematerialisation, informing internal customers. Satisfying the needs of internal customers Your internal customers require provisions which are secured by complying with the given deadlines and technical specifications. ExperBuy therefore provides them with a tracking system for each of their requests. ExperBuy, Europe, America and Asia www.experbuy.com

About Pagero Pagero offers cloud based e-invoice, e-order and e-payment services. We bring companies together digitally regardless of business system, size, location or volume. All services are performed on our platform Pagero Online – a global business network. www.pagero.com

About Capgemini BPO Capgemini’s Business Process Outsourcing (BPO) collaborates with some of the world’s largest, multinational corporations to transform their business processes in the areas of Finance & Accounting, Supply Chain Management, Procurement, Customer Operations Management, and Human Resources, consistently delivering new levels of productivity and accelerating business outcomes. With its unique Global Enterprise Model (GEM)™, Capgemini engineers and delivers powerful analytics-driven BPO solutions using the right combination of best-inclass processes, industry leading technology and highly skilled resources along with appropriate pricing and governance models for each client’s individual needs. As part of Capgemini’s Rightshore® delivery network, a team of over 14,000 BPO professionals provide services to more than 100 clients in 37 languages from an integrated global network of delivery centers in Australia, Brazil, Canada, Chile, China, France, Guatemala, India, Poland, Sweden and the United States. www.capgemini.com/bpo


Source to Pay Summit 2014

ter s i g e R ! today

Go to >>Registration For questions: Call +46 73 581 93 02 E-mail: [email protected] During one whole day you are able to share experiences with and learn from inspirational professionals and expert organizations. They all come from different industries and functions. All with different views on the same thing - all or parts of the source-to-.pay process.

EBG MARKET SPREAD EBG e-BusinessGuide that are the organizer of the Summit also host: www.e-businessguide.eu Other than annual summits EBG create experience exchange sessions throught the year. SOURCE TO PAY SUMMIT 2014 | HOTEL BIRGER JARL | STOCKHOLM | SWEDEN | WWW.S2PSUMMIT.EU