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Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
Coupa ERP Webinar - The Outrageous Cost of Free
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Coupa ERP Webinar - The Outrageous Cost of Free

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Coupa ERP Webinar - The Outrageous Cost of Free

Coupa ERP Webinar - The Outrageous Cost of Free

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  • 1. ERP  Procurement    The  Outrageous  Cost  of  Free’    When  to  Look  Beyond  Your  ERP  For  Procurement   The webcast will start in a few minutes.
  • 2. ERP  Procurement    The  Outrageous  Cost  of  Free’    When  to  Look  Beyond  Your  ERP  For  Procurement  
  • 3. Tony Wessels Duncan Jones Christian BaderV.P. Marketing V.P., Principal Analyst V.P. ITCoupa Forrester Adidas Group
  • 4.    Today’s  Agenda  Coupa OverviewForrester InsightAdidas Case Study Q&A
  • 5. Coupa’s  Mission   Delivering software innovation that breeds responsible spending whileimpacting the company bottom line.
  • 6. Coupa’s  Explosive  Growth  180%   Bookings   +95%   Renewal  Rate   150%   PlaJorm  Usage   YOY   YOY   YOY  
  • 7. One  World,  One  PlaJorm  10  Languages  40   Countries  100,000  Users  
  • 8. Customers  Highlights  Retail Finance Mfg. Health Care High Tech
  • 9. Spend  OpPmizaPon  
  • 10. Poll  QuesPon  What  systems  are  you  using  to  manage  procurement  processes?  1.  We  use  manual,  paper-­‐based  processes  2.  We  rely  solely  on  our  exisCng  ERP  system  for   procurement  3.  We  have  a  third  party  procurement  system  in   conjuncCon  with  ERP  
  • 11.    Agenda   IntroductionsForrester InsightAdidas Case Study Q&A
  • 12. 12 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 13. Brute force alone won’t make people use your eProcurement system13 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 14. Agenda Six keys to successful eProcurement projects Product selection best practices Summary recommendations14 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 15. eProcurement can deliver several business benefits §  Delivering sourcing savings to the bottom line, by directing purchases to approved suppliers and contracts §  Reducing expenditure via greater visibility and more effective control §  Lowering administration costs , though process automation and optimization15 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 16. The business case depends on you achieving four objectives Supplier Category adoption coverage User Controls’ adoption effectiveness Project business case16 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 17. Which depend on six pre-requisites Supplier Tailored enrolment approvals and integration Category- Application specific usability processes Success Supplier Category adoption coverage Executive Collaborationsponsorship with Finance User Controls’ adoption effectiveness Project business case17 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 18. Agenda Six keys to successful eProcurement projects Selection and implementation best practices Summary recommendations18 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 19. Make the right way easy, and the wrong way hard • Eliminate non-essential approvals • Give managers a good mobile UI • Integrate with suppliers • Tell user about PO’s progress • Measure & report compliance • A PO raised after the fact is a fail • Track maverick buyers and make compliance a performance goal • Delay payment if there is no PO19 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 20. Select the product that will best help you achieve the project’s goals §  Use formal objective decision criteria §  Consider the pros and cons of going with your ERP incumbent §  Who can best help you: –  drive high user and supplier adoption? –  support broad category coverage? –  enable effective controls?20 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 21. Your eProcurement solution should be easy to use Systems of engagement - flexible, intuitive, mobile Confirm Receive Approve Search Approve Submit price & goods or invoice catalogue requisition invoice delivery services (difference) Systems of record – robust, internally consistent, static Purchase Approved Order Invoice21 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 22. Evaluate your incumbents’ ability to help you achieve the project’s goals ePurchasing specialists ERP §  Usability §  Financial resources §  Vision and focus §  Productized integration with §  Supplier support services system of record §  Negotiation leverage §  Well-known brand §  SaaS §  Job security for IT §  License may be sunk cost22 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 23. Is it really SaaS? Apply the duck test §  Subscription contract –  Investment matches roll-out –  Flex up or down §  Hosted by the software provider §  Highly configurable §  Frequent product enhancements §  Scalable, on demand §  Multi-tenant infrastructure §  Customer success culture23 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 24. The real difference is a client-focused culture SaaS vendors are focused on your success not merely on their own revenue recognition They can’t afford to: §  Release products that aren’t really ready for production use §  Push bundled deals with lots of modules you’re not yet ready to consume §  Sell to the CIO without securing broad executive buy-in §  Let implementation projects go on for ever §  Allow adoption and usage to wane after the initial enthusiasm24 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 25. Agenda Six keys to successful eProcurement projects Product selection best practices Summary recommendations25 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 26. Summary recommendationsIf you’re just starting: If you’re further along:§  Build a business case, and §  Analyse adoption to identify ensure that drives the obstacles selection process §  Make the right way easier§  Use objective evaluation and the wrong way harder criteria –  Find juicier carrots and bigger –  Weight usability over integration sticks –  Who will best deliver adoption? §  Persuade Finance to repeal§  Start somewhere you can their counter-productive get a quick win edicts26 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 27. Thank youDuncan Jonesdjones@forrester.co.ukhttp://www.forrester.com/Duncan-Jones © 2009 Forrester Research, Inc. Reproduction Prohibited
  • 28. Poll  QuesPon  What  are  the  key  challenges  of  using  ERP  for  procurement?  1.  User  AdopCon  –  complexity  2.  Lack  of  control,  dependency  on  IT  3.  None,  we  love  it!    
  • 29.    Agenda   Introductions Forrester Insight Adidas Case Study Q&A29 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 30. q  The adidas Group strives to be the global leader in the sporting goods industryq  The Group comprises around 170 subsidiaries with headquarters in Germanyq  Brands include adidas, Reebok, TaylorMade, CCM Hockey and Rockportq  Revenues of €13,3 billion in 2011
  • 31. LATIN AMERICA LANDSCAPE•  One of the fastest growing regions•  Multiple languages and currencies•  Common ERP Suite•  Centralized as well as local BI Platform•  Over 200 Retails 31
  • 32. BUSINESS OBJECTIVES•  Ensure compliance / governance with policies and regulations•  Create visibility at Regional / country level ( 7 countries, 600-700 users)•  Create foundation for a centralized buying organization•  Improve end user experience.•  Replace in house spaghetti code•  Give process visibility to customers.•  One solution everywhere
  • 33. SELECTION CRITERIA•  Usability•  Multi language and currency support•  Robust functionality•  Complement ERP•  Highly configurable - No ERP customization•  Total cost of ownership•  Time to Market (implementation time)•  Low training requirement
  • 34. RESULTS SO FAR•  Implemented Coupa in 6 weeks with full procure to pay, budgets, contracts and reporting functionality•  550k GL accounts, 7,700 suppliers•  Multi language & currencies e.g. Spanish•  Spend categories - marketing, personnel expenses, maintenance & repairs, projects, technology, legal fees
  • 35. Q & A
  • 36. tony.wessels@coupa.com@coupafacebook.com/coupasoftware Thanks!

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