This document summarizes a presentation on strategic sourcing in the digital economy given by representatives from Singtel, Broadspectrum, and SAP Ariba. The presentation discusses how global trends are driving changes in sourcing and procurement. It then provides an overview of strategic procurement approaches at Singtel and Broadspectrum, including their category management structures and focus on integrated procurement systems. The presentation concludes with a discussion of benchmarking and data services available through SAP Ariba to help organizations measure best practices adoption and analyze spend data.

1. Kaustubh R. Wadekar, Singtel
Kevin McCafferty, Broadspectrum
Sundar Kamak, SAP Ariba (SAP) / August 30, 2016
Strategic Sourcing in the Digital Economy
Public

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Important information
This information reflects the status of SAP Ariba solution planning as of June 2016. All such
information is confidential information (per the contract between our companies), and must not
be further disclosed, as stated in the confidentiality clause of that contract. This presentation
contains only intended guidance and is not binding upon SAP or Ariba to any particular course
of business, product strategy, and/or development. Its content is subject to change without
notice. SAP and Ariba assume no responsibility for errors or omissions in this document. SAP
and Ariba shall have no liability for damages of any kind including without limitation direct,
special, indirect, or consequential damages that may result from the use of these materials.

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Speakers:
Kaustubh Wadekar – Singtel
Kevin McCafferty – Broadspectrum
Rick Collison – SAP Ariba (SAP)
Moderator:
Sundar Kamak
The panel team
© 2016 SAP SE or an SAP affiliate company. All rights reserved. 3Public

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Agenda
Introduction
Strategic Procurement @ Singtel
Strategic Procurement @ Broadspectrum
Benchmarking and Data Services
Summary and Q&A

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Global trends are driving change in sourcing and procurement
Increasing globalization
 Expansion into new markets
 Global process standardization
 International supply chains
 Increased off/near-shoring
Economic volatility
 Volatility in markets
 Decreased stock valuation
 Slow economic growth
 High expense ratio
More competition
 Pricing pressures
 New sources of competition
 Decreased budgets and spending
Greater risk
 Supply chain disruption
 Financial risk and fraud
 Commodity risk
Accelerating technological change
 Changing business models
 Faster innovation cycles
 Expanding partnerships and channels
 Leveraging Big Data for decisions
Regulatory changes
 Increasing disclosure requirements
 Country-specific regulations
 Industry-specific disclosures
Increasing globalization
 Expansion into new markets
 Global process standardization
 International supply chains
 Increased off/near-shoring
Economic volatility
 Volatility in markets
 Decreased stock valuation
 Slow economic growth
 High expense ratio
More competition
 Pricing pressures
 New sources of competition
 Decreased budgets and spending
Greater risk
 Supply chain disruption
 Financial risk and fraud
 Commodity risk
Accelerating technological change
 Changing business models
 Faster innovation cycles
 Expanding partnerships and channels
 Leveraging Big Data for decisions
Regulatory changes
 Increasing disclosure requirements
 Country-specific regulations
 Industry-specific disclosures

6. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 6Public
Creating a challenge/opportunity for procurement
Top 3
procurement drivers
54%
Cutting
cost
51%
Becoming more strategic
44%
Quality
suppliers
Source: Procurement leaders
Where is there “great” opportunity for
procurement to increase its contribution?
Percentage of respondents rating the procurement function’s
opportunity to contribute as a “great opportunity”
14%
25%
29%
36%
44%
57%
64%
73%
Serving an
advisory
role in M&A
deals
Expanding
into new
markets/
business
lines
Managing
financial
risk
Managing
working
capital
Managing
risks to
business
performance
Working
with
suppliers to
enhance
product
offerings
Strengthening
relationships
with suppliers
Finding
opportunities
for cost
savings
Source: CFO Research Services

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CPO’s top priorities
Early engagement of sourcing opportunities
New (or improved) technology
Larger and/or more talented staff
Better communication plan
Better team execution
66%
53%
53%
48%
44%
Savings continues to be the #1 driver for CPOs And strategic sourcing remains the
quickest path to get there
The CPO’s top drivers for future successThe CPO’s top priorities (next 3 years)
Source: CPO Rising – The Agility Agenda by Ardent Partners, March 2015
Savings Processes Compliance Innovation People
42%
39%
33%
28% 27%

8. Singtel
Kaustubh R. Wadekar, Chief Procurement Officer

9. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 9Public 9
Singtel Group
Procurement
Date: 30th August 2016
Name: Kaustubh Wadekar

10. 10
Agenda
01 // Singtel Group at a Glance
02 // Group Procurement
03 // Procurement Systems

11. 11
Our Global Reach
Connecting over 600 million mobile customers across Asia, Australia & Africa
#1 in Singapore
#2 in Australia
#2 in Philippines
#1 in Indonesia
#1 in Thailand
#1 in India
Leading positions
in Africa
Bharti Airtel
Africa

12. 12
All figures are for the year ended 31 March 2016
Financial Highlights
Operating Revenue S$ 16.96 billion
EBITDA S$ 5.01 billion
Net Profit S$ 3.87 billion
Free Cash Flow S$ 2.78 billion

13. 13
Consumer
Deliver the best customer experience with
faster speeds, greater coverage and
innovative products
Share knowledge and experience across the
Singtel Group

14. 14
Cyber Security
Cloud Services
Smart Cities
Group Enterprise

15. 15
Group Digital Life
Open
Innovation
Regional
OTT Video
Digital
Marketing
Advanced
Analytics

16. 16
Agenda
01 // Singtel Group at a Glance
02 // Group Procurement
03 // Procurement Systems

17. 17
Group Procurement structure has evolved
17
2015
3 Processes
X Systems
ONEProcurement
1 Identity
2014
3 Processes
X Systems
3 Identities
2016…
1 Process
1 Platform
1 Identity
“Operational & Strategic
Value to Business”

18. 18
Procurement is organized by categories and manages spend across
Singapore and Australia as a Group team
Group CPO
Corporate Services
Procurement
Group Devices
Procurement
Group IT
Procurement
Group
Procurement
Operations
Group Networks
Procurement
Group
Procurement
Initiatives

19. 19
Agenda
01 // Singtel Group at a Glance
02 // Group Procurement
03 // Procurement Systems

20. 20
Integrated Procurement solution implemented in 2015
delivers seamless end to end Procurement process
20
Sourcing request Online Approval Order
eWorkflow (eforms, guided workflow and online approvals)

21. Disclaimer: This material that follows is a presentation of general background information about Singtel’s activities current at the date of the presentation. The information contained in this document is intended only for use during the presentation and should not be disseminated or distributed to parties outside the presentation. It is
information given in summary form and does not purport to be complete. It is not to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. This material should be considered with professional advice when deciding if an
investment is appropriate.

22. Broadspectrum
Kevin McCafferty, EGM Procurement

23. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 23Public
• 20 years experience in senior procurement roles
• Currently EGM Procurement Broadspectrum previous roles include:
• Chief Procurement Officer, FMG
• Chief Procurement Officer, Qantas
• GM Strategic Procurement RailCorp
• Regional Procurement Manager – Accenture
• Fellow of CIPS
• CIPS Procurement Professional Leadership Award 2010
• AIMSC Corporate of the Year Award 2012
• CIPS Procurement Professional of the Year 2014
• And a Scotsman – deep pockets and short arms!
Introduction

24. 09countries
09Sectors
+200clients
+19,000employees
Broadspectrum
AMERICAS
6 Sectors
+200 locations
+6,200 employees
AUSTRALIA AND
NEW ZEALAND
9 Sectors
+120 clients
+13,000 employees
Broadspectrum - An Australian company with 60+
years of global experience

25. Ferrovial is one of the world's leading infrastructure operators and municipal services companies,
committed to developing sustainable solutions.
Broadspectrum – From 1 July 2016 now a wholly
owned subsidiary of Ferrovial
Ferrovial

26. 26
Strategy on a page

27. Group Procurement Operating Model
Executive General Manager - Group Procurement
General Manager –
Supply Chain, Systems
and Operations
General Manager – Category Management
Commercial
Development
Supporting revenue
generation (Proposals)
Strategy
& Advisory
Strategy
Continuous
Improvement
Program Management
Materials FM &
Services
IT & Prof.
Services
Civil &
Construction
Facilities Management & Logistics
Construction
Well Servicing
Consulting
Operations & Maintenance
Supplier EnablementPR - PO OA Creation Catalogue Master DataBPO
Outsource Partner
SRM
Project delivery
Channel
management
Optimisations
& Transitions
Process &
automation
Supply Chain
Management
Client Delivery
General Manager – Strategy, Governance & Commercial Development
Benefit Delivery Optimisation Outsource
Health & Welfare
Business Intelligence /
Reporting
Commercialisation
Procurement
Help Desk
Spot Buy
Desk
Governance &
Compliance
Process, policy, tools
& templates
Capability & prof
dev’m’t
Knowledge
management
Contract mgt
framework
Diversity
Risk Management

28. Logistics /
People
Movement /
Materials
Handling
ReceiptPurchase
Order
The End Game - Our Single User Portal Model will offer easy to
use systems and processes
28
Single
Portal
Contingent
Labour
Corporate
Credit Card
Catalogue
Non-
Catalogue
Food
Purchase
Requisition
Fieldglass
Concur
ARIBA Catalogue Mgt
ARIBA P2P
Eg. Jamix ARIBA P2P
SAP
HEC/HANA
High
Volume
Services
Click/Mobility
Standardised Processes through an Integrated Solution, increasing Transparency and Compliance
Inventory
7
MRP/Materials Management
IntegrationLayer

29. Thank you
Contact information:
Kevin McCafferty
Executive General Manager,
Procurement
Broadspectrum
Kevin.mccafferty@broadspectrum.com

30. SAP Ariba Benchmarking and Data
Services
Rick Collison – Vice President, Ariba Portfolio and Analytics , SAP Ariba (SAP)

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Data value chain
Data
Insights
Action
Outcome
You
are
here

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Sourcing and contract metrics
Sourcing metrics
Contract metrics

33. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 33Public
Sourcing best practice adoption
0
1
2
3
4
5
6
1 2 3 4 5
TOP25% Average
Customer Coverage Customer Importance
Best practice ranking1
System has ability to aggregate purchases across all business units and
spend types for accurate global analysis of supplier spend data
2
The organization conducts regular spend reviews to identify new areas
of contract opportunity
3
The organization fosters supplier competition for commodity spend to
further reduce price and achieve true market value
4
The organization has formal request for information, proposal, and
quotation processes to collect multiple supplier responses for new and
renegotiated buys
5
The organization has access to supplier network or service with
automated customer-supplier matching for new suppliers discovery and
assessment
Best practice listing
1 = No Coverage
5 = Full Coverage
Best practices for sourcing: impact on controllable spend
Low High
Organization conducts regular spend reviews to identify new areas of contract opportunity 74.3%64.7%
+ 14.8%Best practice adoption/ controllable spend managed strategically – overall (in %)

34. Q & A

35. Thank you
Contact information:
Sundar Kamak
VP, Solutions Management
Products & Innovation
sundar.kamak@sap.com

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