a glimp into the future of electronic invoicing

A glimp into the future of Electronic Invoicing Be ready for green d®iving on the electronic business highway Utrecht, April 2009

My Vision on Electronic Invoicing is of an electronic business highway in the cloud above us DanGa E-merging technologies & growing business networks are shaping the future of Electronic Business into an open and intelligent information service highway wherein Electronic Invoicing fits as a tiny little exchange instance that enables smart and fast reach to connected partners

DanGa Electronic Invoicing is part of the end-to-end trade process …
Business Services are provided in the Entity Domain, focus on automation of Buyer and Seller processes
Exchange Services are provided in the Exchange Domain, focus on interoperability between trading entities
(Purchase-2-Pay and Order-2-Cash cycle)
Six Actors in the trade process
Buyer (invoicee, payer)
Seller (invoicer, payee)
Seller’s Bank
Buyer’s Bank
Seller’s Tax Authority
Buyer’s Tax Authority
The focus of the electronic business highway is on the Exchange Domain, … business exchange services in the end-to-end trade process

The electronic business highway unlocks the wilderness of business exchange processes & systems DanGa
Reducing complexity and risks while still being able to respond quickly ( agile ) to changes in the market is one of the main objectives of most companies.
Move core business functions into the inner circle AND guide non-core functions to the outer circle Imagine what happens when you pull all the complexity (functionality and technology) into the enterprise inner circle
One can not reduce complexity and risks on its own, there are too many aspects involved.
Green driving on the electronic business highway requires business service connectors that bring you online for exchanging information, let others worry about these complex exchange processes! What will happen if everyone builds its own highway

The electronic business highway enables real-time business exchange services between trading partners DanGa Multiple highways managed by intermediaries get linked and transform into the super-highway that enhances the reach of receivers and senders all over the world Leadership influences evolution of electronic invoicing but does not control it Culture stimulates collaboration, innovation and information sharing People made electronic invoicing happen, people took away all hurdles Idea’s & concepts Real Solutions challenge collaborate THE PATH SHAPE TO

Are you already motivated to start driving on the Electronic Invoicing corridor ?
Are you still hesitating to get onboard of Electronic Invoicing ? Consider the risks of not being prepared for the e-questions of tomorrow and lacking the strategic advantage of Electronic Business, bear in mind
The European Commission cleared legal and fiscal hurdles recently
Technology and standardisation are well on the way to maturity
DanGa Have you been thinking recently to move your e-mail to G-Mail or alternatives ? Now go green and think again about G-Invoicing or Y-Invoicing !
Why pull complexity into your enterprise when exchange of invoices is all you are after, just realise
Electronic Invoice exchange is non-intrusive, why make it a core function
There are strong players that made Electronic Invoicing their Core Business
Need to hear and see how far you can get, continue reading !

Electronic Invoicing in the near future. Are we building the super-highway ?

The journey from invoicing to electronic invoicing a view on the (near) future DanGa The thoughts & view on the path to Electronic Invoicing, the first steps towards the Electronic Business Highway where data integration & process collaboration becomes simple Stay tuned for this journey Functionality and Technology Operational and Legal requirements invoicing E-invoicing Market Models Costs and Benefits challenge simplify journey the to

The journey
1. Introduction
2. Distribution Models
3. Building blocks
4. Legal and regulatory compliance
5. Influencing the Business Case
6. Proposed scenario’s
7. Steering on-boarding
DanGa

What is Electronic Invoicing? Different people have different perceptions DanGa Keep in mind electronic billing and invoicing is not the same , they have a lot in common but there are less stringent rules for invoicing to consumers (billing) Electronic Invoicing Electronic invoicing is the production of electronic compliant documents for customers, making the (current) paper invoicing redundant . Electronic invoicing is the fully integrated and electronic process of order intake, processing measurements and sending invoices to customers. Electronic solution for invoices with the customer being able to process electronic invoices (in any format) and advantages for the customer are realized. Being able to present digital invoices is not the same as doing business electronically . Electronic invoicing is sending the invoice electronically accordingly customer requirements Digital invoicing is offering customers a PDF-File with detailed lines digitally. Electronic invoicing is offering an electronic invoice that is compliant with relevant laws & regulations E-invoice E-invoicing eInvoice eInvoicing

The evolution path of Electronic Invoicing DanGa Technology is shaping the e-invoicing world ! Need to have a high awareness of technology, data security and control From tightly coupled to loosely coupled systems
Traditional : Phone, fax, paper
Communication : e-mail, web presentment
Integration : XML standards, Web Oriented Architecture
Collaboration: Networked organisations
Synchronisation: Pure Peer-to-peer networking, Ecosystem Oriented Architecture
PDF edifact HTML XML

The journey
1. Introduction
3. Building blocks
4. Legal and fiscal compliance
DanGa

variants
Direct Invoice Processing (Transform & Delivery)
(Online) Invoice Presentment over the Web
Seller creates 1:N Connection with Customers Distribution Models for Electronic Invoicing Seller Direct Model
Best suited for limited number of
Invoice standards
Transport protocols
Biller benefits most of Online Invoice Presentment:
Lock-in of Customers
Improve cross- and up-selling
Reinforce Seller’s brand identity
Invoice looks and feels the same as paper-based document

Distribution models for Electronic Invoicing Buyer Direct Model Buyer creates 1:N Connection with Supplier variants
(Online) Invoice Entry over the Web
Best suited for limited number of
Invoice standards
Transport protocols
Buyer benefits most of Online Invoice Entry
Lock-in of Suppliers
Reinforce Buyer’s brand identity

Multiple Buyers and Sellers end up in ‘digital spaghetti’
Point – to – Point connections
Electronic connection need to be established for each customer and supplier.
Lack of common standards makes alignment of processes and technology difficult.
SMEs find point-to-point connections expensive.
Point-to-point connections demand continuous changes in systems and processes to keep up with trading partners.
Changes will impact all connections.
DanGa Logistics & Transport Storage & Distribution Buyers Staffing Government Transport Buyers Sellers Head Office Sales & Purchasing Retailer Supplier Material Supplier Components Production Products Head Office Sales & Purchasing

Distribution Models for Electronic Invoicing Consolidator Model (outside service provider) Consolidator creates (M) Any – to – (M) Any relation between Sellers and Buyers variants
(Online) Invoice Presentment or Entry over the Web
Benefits are for both seller and buyer
Receive or send invoices to a lot of business partners (customers or suppliers)
One time integration / connection cost
Monthly fee (transaction based) for the use of the service
Best suited for small and medium enterprises

The Consolidator eats up the spaghetti but IS not always the most optimal approach
Consolidator or E-Invoicing HUB
Electronic connection need only to be built once to reach all trading partners on the HUB.
Several connected hubs provide a virtual e-invoicing network extending the total reach to more suppliers and customers.
SMEs find the HUB a low cost and user-friendly solution and service.
Connection to the HUB does not require high investments and the HUB hides systems and processes from the outside world.
Changes only impact the connection to the HUB.
DanGa Logistics & Transport Storage & Distribution Buyers Staffing Government Transport Buyers Sellers Head Office Sales & Purchasing Retailer Supplier Material Supplier Components Production Products Head Office Sales & Purchasing Consolidator e-invoicing hub

Mapping Distribution Models on the evolution path for Electronic Invoicing
A combination of models is more suitable for large companies
Seller or Buyer Direct model for presenting business documents and direct interaction with trading partners
Consolidator model for exchanges documents using international standards
Consolidator model is more appropriate for small and medium enterprises
Ecosystem model is still experimental, digital business ecosystem projects started in 2003 and are still evolving.
DanGa There is no ONE-SIZE-FITS-ALL model because every buyer and seller has unique characteristics and demands

Interconnecting e-Hubs requires
Interoperability agreements
Addressing and routing
Standardised format
Format conversions
Roaming agreements
Inter-network roaming charges
Guarantee authenticity of origin and integrity of content across networks
Operator Certification
Validation criteria for operators
DanGa Consolidators need to increase Interconnectivity among Electronic Invoicing hubs to better serve senders and receivers
Emerging initiatives
Common eInvoice Address Registry (eGreen Pages)
Venture Hub Alliance
Adoption of the XML Advanced Electronic Signatures (XAdES) by European countries
Roaming is interconnecting networks to provide real cross border reach, in a way that an operator can reach another operator’s users directly, nationally and internationally e-networking hub e-networking hub e-networking hub

The journey
1. Introduction
3. Building blocks
DanGa

Building blocks for realizing electronic exchange services DanGa Message Broker TRANSFORMATION DISTRIBUTION WEB BPM FORMATTING E-Mail Server DWH RECEPTION
Transformation engines / ETL tools
Translate from internal to external message standard
Extract or load data from a database / ERP system
Distribution & reception
Distribute internal message from the transformation engine to the message broker or the web.
Receive external message and deliver to the transformation engine
Message broker
Transport message to and from external parties using different transport protocols
Deliver or receive message to and from the transformation engine
Document Storage / Archive
7 years fiscal storage obligation
Business Process Management (BPM) & Workflow
Web presentment and online entry
Present in PDF or HTML
Enter or retrieve documents online
Download or upload as CSV, PDF or XML
E-Mail server
Send PDF to trading partner
Send e-mail notification or SMS message
Formatting
Reformat print file to the company style layout in PDF or AFP for print factory
OCR SCANNING
Scanning and Optical Character Recognition (OCR)

Building blocks from a Buyer Direct perspective DanGa
Web
Transformation
Distribution
Reception
Message Broker
Formatting
E-mail Server
Document Storage
BPM
Scanning & OCR

Building blocks from a Seller Direct perspective DanGa
Web
Transformation
Distribution
Reception
Message Broker
Formatting
E-mail Server
Document Storage
BPM
Scanning & OCR

Building blocks provided by the consolidator (thin/thick) DanGa
Thick consolidator:
Processing and exchange of a complete range of documents
Multiple types of presentment and exchange services
Connect directly to the business applications through EAI
Exchange XML with backend systems
Thin consolidator:
Processing limited number of documents
Connect to internal exchange components / services
Exchange XML and/or PDF

What kind of software is available and where can we get the building blocks ?
Two ways to install these building blocks:
On-premise solutions
Commercial software or
Open source software
On-demand solutions
Integrated or
External
Only a fraction of the players in the field of Business-2-Business Integration
Three types of software:
Own development
Open Source
Commercial
Buyer Direct Seller Direct Consolidator Own development Open Source Commercial O N P R E M I S E O N D E M A N D on-demand on-premise components total

Building blocks and distribution models mapped on the evolution path DanGa The componentization of these building blocks allows for a staged implementation approach alongside the evolution path of electronic invoicing AND with the freedom of choice for in-house or out-house solutions. There is no ONE-SOLUTION, multiple channels are required

The journey
1. Introduction
3. Building blocks
DanGa

Regulatory requirements for electronic invoicing in Europe are developed iterative
European Council Directive 2001/115/EC
Supplier must ensure that an invoice is issued, either by himself or by his customer or, in his name and on his behalf, by a third party.
Acceptance (of the e-invoice) by the customer
Ensure Authenticity of origin (sender is the true source) and Integrity of content (no alteration of data) of the invoice is guaranteed by:
Electronic Data Interchange (EDI) with contracted security processes
Advanced Electronic Signature (with or without a qualified signatures)
Other means to be accepted by Tax Authorities
Place of storage and time period for secure storage of electronic invoices.
Ten mandatory items of information with the possibility of an additional four items in specific circumstances
DanGa Source: Stefan Engel-Flechsig Different countries mean different regulations. To ensure a internationally compliant solution it is imperative to understand the differences in order to overcome these differences. Electronic Invoice Authenticity of invoice VAT Refund Readability Controllability by Tax Authorities Technical Interoperability Integrity of data Storage Acceptance in other European jurisdictions EDI Agreement or Advanced Electronic Signature EDI plus authenticity or Electronic Signature EDI Agreement or Advanced Electronic Signature Audit requirements 7 – 11 years 7 – 11 years

Adoption and interpretation of regulatory requirements on EDI, Customer acceptance and notification of Tax Authorities by European countries DanGa Commission Recommendation 1994/820/EC (on the legal aspects of Electronic Data Interchange) - No mandatory message standard, - Use of procedures for guaranteeing authenticity and integrity such as network security (VAN) plus a summary statement paper Source: CompTIA Source: CompTIA Notification and acceptance of electronic invoicing by Tax authorities and/or Customers depends on Country legislation. Supplier and customer need to address these issues properly.

European adoption and interpretation of the Advanced Electronic Signature (AES)
Definition of the Advanced Electronic Signature (European e-Signature Directives 1999/93/EC):
- Connected to the signer in a unique way with the possibility to identify the signer and to trace every change afterwards, and realized under the exclusive control of the signer.
Additional requirements may include:
- Based on a Qualified Certificate (QC) and
- Created with a Secure Signature Creation Device (SSCD)
DanGa European Initiatives for 2009: STORK, the Secure idenTity acrOss boRders linKed project moves the European Union one step closer to a borderless Single European Market DIGIT Electronic Signature Services Infrastructure (ESSI) Resulting into: - Trust(ed) Lists of Supervised Qualified Certification Service Providers (QCSPs) at European level. - Interoperable AdES (QES) formats Source: CompTIA Communication becomes easier with

Adoption and interpretation of Place of storage / format of storage by European countries
Place of Storage
Any EU member state, if there is online access to the data.
Outside the EU, if there is online access to the data and the country where invoices are stored respects European Data Protection principles. Even then Member States can exclude this if there is no mutual assistance Agreement with the latter country. Some Member States do not permit storage outside the EU.
The period of storage:
The storage period is defined by the individual member state.
The format of storage:
Member States have the option to require storage in ‘original’ format: e.g. invoices sent or received electronically, must be stored electronically in most Member States.
DanGa Source: CompTIA Source: CompTIA

Good news, regulatory requirements are changing on short notice!
Tackle fraud
Coincide the date of supply of intra-community transaction and the date of chargeability of tax. Tax becomes chargeable on the date of supply (the chargeable event)
The invoice has to be issued before the 15th of the month following the date of supply.
Remove legal barriers
Treat the transmission of paper and electronic invoices equally by removing the conditions for (advanced) electronic signatures and EDI .
Notification and acceptance by the receiver of the invoice and Tax Authorities is no longer required instead normal commercial practice will apply.
Storage of invoices
Period of storage: Common storage period of 6 years within Europe for VAT invoices.
Format of storage : Paper invoices may be converted into electronic form for storage purposes. Storage of invoices in original format is no longer required.
Place of storage: No conditions for the place of storage other than that the invoice must be available without undue delay. The invoice should no longer be online available when held outside the Member State of the supplier or customer. Notification of the place of storage is no longer required.
Translation of invoices
Translation of invoices may still be requested but for particular invoices only.
DanGa Reduce burdens on business, increase the use of e-invoicing, support small and medium sized enterprises (SMEs) and help Member states tackle fraud The proposal COM/2009/21 simplifies, modernises and harmonises the VAT invoicing rules.

The journey
1. Introduction
3. Building blocks
DanGa

Critical factors driving the Business Case for Electronic Invoice Adoption
Perceived benefits
External pressure
Maturity & readiness
Legislation & regulation
Costs & revenues
Interoperability
DanGa On-boarding Approach / Effort Adoption Time & Rate Costs Savings & Expenses Technological Readiness Willingness & Commitment Incentives & Charges Transaction Volume Important factors driving or inhibiting the adoption of electronic invoicing Critical factors influencing the business case

Perceived benefits are key determinants for adopting Electronic Invoicing
Direct advantages: Increased internal efficiency of the organisation
Cost savings achieved by time savings, reduced paper usage and costs for postage
Freeing up staff resources for other tasks
Interest revenues and less invoice reminders
DanGa
Risk and obstacles:
Possible high investments and integrations costs
New competence requirements
Security and operational reliability
Relocation of people or possible made redundant
Perceived benefits: direct advantages are measurable and account for 4,5 €
Indirect advantages: Impact on business processes and relationships
Socially responsible business (care for people, animals, surroundings and environment)
Strengthening of customer relations
risk indirect advantages perceived benefits adoption direct advantages

Electronic Invoicing generates 50% cost savings DanGa E-Invoicing generates 50% savings through automation of Receipt, Accounting, Archiving And providing tools to reduce time spent on Approval, Settlement, Reminder and Dispute Management From 16 € paper to 8 € e-invoice at the Buyer side From 9 € paper to 4,5 € e-invoice at the Seller side E-Invoicing generates 50% savings, by suppressing Printing, Mailing By automating Sending, Archiving And providing tools to reduce time spent on Settlement, Dispute Management, Cash flow loss

External pressure / Organisational maturity & readiness are key motivators for adopting Electronic Invoicing
External pressure: Influence from the organisational environment
Bargaining power of strong trading partners
Pressure from competitors or market sectors (automotive, chemical, health)
DanGa External pressure determines willingness & commitment Some industry sectors eliminated barriers by providing standardisation (messages, protocols) Technological and process maturity determines organisational readiness Organisations with highly integrated, computerised processes are better prepared competitive pressure external pressure adoption pressure from trading partners process maturity organisational readiness adoption technology maturity

Adopting Electronic Invoicing brings cost savings and requires vision on future steps & ambitions
Distribution costs decrease
Lower printing costs
Less paper spoilage
Lower postal costs
Cash flow acceleration
Immediate delivery
Faster processing
Less discrepancies
Faster dispute resolution
Better Customer experience
Reduction of queries
DanGa
Setup and roll-out cost
Internal and external ambitions
Most socially responsible company
Final goal is total electronic business
Most customer responsive and friendly company
Cost savings result from the number of paper invoices that become electronic invoices BUT these are driven by the number of customers that go green External Ambitions Internal Ambitions Current Costs Future Costs Inhibitors Maturity level Company Structure expenses savings Drivers On-boarding Power Number of invoices

A view on the influence of organisational readiness from a technological perspective
Level 0: no financial system
Level 1: ERP
ERP or financial system implemented
Internal processes and data aligned
Level 2: Internal Application Integration
Internal Application Integration via Enterprise Service Bus
Level 3: External Application Integration
External Application Integration via ESB & XML
External processes and data aligned
Level 4: Electronic Invoicing
Via on-premise solution
Via on-demand solution or electronic invoicing network
Level 5: Electronic Business
DanGa Maturity Levels Technological maturity determines the cost of implementation and increases the number of customers in reach

What is the real impact of the sender’s process and technological maturity ?
High sender’s maturity
High reach and adoption rate
Low adoption time and investments
High cost savings
DanGa Push Customers toward the web and keep on-boarding time short
From sender perspective (the lower) receiver’s maturity
High adoption rate
Low adoption time and investments
Low total on-boarding time
High cost savings
Low pressure & support
Adoption Time = Preparation, Investigation, Realisation, On-boarding High maturity

The evolution of costs determines the successful adoption of Electronic Invoicing DanGa
Level 3 maturity company wishing to move up to level 4 and enabling electronic invoicing on all levels with customers
PDF e-mail and online presentment
EDI
Online XML / CSV download
Cost savings per invoice 4,5 €
Number of invoices 300.000
Planning & Timing
Pre-investigation weeks: 6
Impact analysis weeks: 6
Realisation months: 3
Pilot months: 3
On-boarding (enrolment) rate per month is 5%
Supported on-boarding time per customer is 3 months
Adoption time is 33 months for 100% adoption rate
Technological maturity and ambitions determine the level of investment for establishing high reach
On-boarding rate & effort (support and pressure) per month influence the speed of adoption
Adoption time & rate influence the speed of realising cost savings
Example of an organisation having external integration in place and moving to an electronic invoicing network

Guided and persuasive on-boarding accelerate the evolution of costs
On-boarding rate determines adoption rate:
Ensure a perfect fit with ambitions and capabilities
Establish a corporate vision
Stimulate internal and external stakeholders
Obtain commitment from upper and lower levels
DanGa Paperless trade is common business 3 months after customer starts on-boarding 100% adoption is a dream, between 75% and 85% is more realistic
Adoption time & rate determines cost savings:
Validate feasibility before starting
Ask customers for their preferred choices
Utilise incentives to promote positive behaviour
Early payment discounts
Lower transaction costs (impact on savings)
Ask money for the paper invoice and donate a fraction to the rain forest on-boarding adoption validate challenge connect persuade release

Going PDF is the fastest on-boarding approach for realising cost savings with small investments DanGa High maturity and readiness at the sending side means low investments but DON’T bring cost savings Getting receivers on-boarded MEANS everything
Focus on quick wins
¼ of the Customers probably require full integration from the start
¾ of the Customers are satisfied with a PDF email or XML download from the web.
Drive complexity out of the company and move to an Electronic Invoicing Network and get a fast start with high reach.
Target 110% adoption
Invite everyone to the web
Full integration comes later
Do not forget future invoice receivers
Keep on-boarding effort low
web-based self-service portal
Enrolment incentives
Introduce non-compliant charges for the continuation of paper invoices

The journey
1. Introduction
3. Building Blocks
DanGa

The Electronic Networking Hub is breaking down technological barriers
The E-Networking Hub is breaking down the technological barriers to enterprise-wide information exchange and business process collaboration between enterprises in- and outside Europe.
The E-networking Hub takes another approach in establishing connections between enterprises, processes and applications.
The E-networking Hub connects enterprise business processes in a similar way that the Enterprise Service Bus connects applications.
The E-networking Hub enables seamless information exchange between enterprises in and across any value chain.
DanGa
Enterprises competing in today’s world business environment are forced to collaborate with multiple business partners AND business processes are spanning multiple enterprises
Such collaborative business processes require exchange of different kinds of information between heterogeneous enterprises and applications.
Opportunities and Challenges for Enterprises and Governments in a Changing Global Business Environment The answer is the E-Networking Hub !

The E-networking Hub Connected Business & System- wide Interoperability DanGa Connected B usiness processes & information I ntegration & I nteroperability S ystems & S ervices collaboration b ased on O pen e X change Standards transformation distribution reception formatting scanning & ocr message broker e-mail server Data Warehouse BPM Logistics & Transport Storage & Distribution Buyers Staffing Government Transport Buyers Sellers Head Office Sales & Purchasing Retailer Supplier Material Supplier Componenten Production Products Head Office Sales & Purchasing e-networking hub

Journey
1. Introduction
3. Building blocks
DanGa

Key facts to know before starting with customer on-boarding
Drivers and enablers:
Readiness and willingness for change
Preparedness to make and implement the business case
Maturity levels of People (organisation), Processes (business), Technologies (applications & systems) and Information (data)
Issues:
Certain trading partners or industries impose mandatory communication standards.
Special attention for the work:
Internally:
Trading partner selection and invitation,
Grouping partners,
Status feedback
Externally: Guiding on-boarding in the stages: visit, education, connection, testing & certification process, trading partner acceptance, Go Live
DanGa A Structured On-boarding Approach is the key for success Idea’s & concepts Strategy & Solutions integrate consult operate Business Analysis Shared Vision Technical Analysis Technical Impact Cost / Benefit Analysis Blue Print Support / SLA System Administration On-boarding Roll-out Business Case Legal Fiscal Proof of Concept Project Management Pilot Helpdesk B2B platform Message Standards RFI / RFP Transport Protocol many competencies high diversity

Successful on-boarding requires flexible teams with specific competences
Trading partners differ in characteristics, willingness and readiness, product groups, level of authorisation, culture, geographic presence, IT landscape, … and
Therefore , successful on-boarding requires that each customer group receives it’s own on-boarding strategy and communication approach, … and
DanGa On-boarding strategies for three types of Customer Groups Persuaded On-boarding sales oriented pressure on customers Self-Care On-boarding web based registration Guided On-Boarding client oriented methodology Requires a proven methodology and a readily available team with all required skills, competencies and backgrounds Manager Admin Sales Force Tool Technician Project Manager Business Analyst System Architect Software Engineer Domain Expert QA On-boarding Team

Example of three types of customer groups and linked strategies for on-boarding DanGa Need trust & persuasive power  eg. Sales oriented pressure on Self-care  eg. Web based registration External domain Client domain On-boarding strategy In doubt Believers or starters practitioners Types of customer Guided on-boarding  eg. Client integration strategy e-mail web services web enablement Mid term Long term Short term paper Communication Integration Collaboration Synchronisation ecosystem Value Capture Maturity Level edi interconnected networks Traditional Seller Direct Model Consolidator Model Ecosystem Model 1 2 3 4 5 6

For more information please contact: Danny Gaethofs m +31 (0)6 51 54 02 55 [email_address] Project Manager / Business Consultant

The vision and views on Electronic Invoicing from European companies and leaders
“ Choosing an electronic invoicing operator is comparable to choosing a telecommunications or data communication operator. The choice is about choosing a service in use, rather than selecting software.”
Basware Einvoices Ltd
DanGa SEPA International, the Corporate Advocate for e-business initiatives. “ My vision for a future European e-Invoicing landscape is of an ecosystem where many e-Invoicing solution providers can compete on a pan-European level because of consistent and common pan-European legal base and agreed global standard(s). An ecosystem where users can start sending and receiving e-Invoices directly from their internal accounting systems and automate payment instructions.“ Carmen Ciciriello, CEO, SEPA International

Stories about the future, a synthesis of perspectives from many leaders in the world, developed by the World Economic Forum (weforum) DanGa
Secure walled environments
Closed standards
Dominated by consortia
Information Technology, Telecommunications, Media and Entertainment converge to form the “Digital Ecosystem (DE)”, a space where users evolve from mere consumers to participants and governments face major policy and regulatory changes.
Will social and economic value creation be industry-controlled and led, or organic and community-led ?
Will the digital business environment evolve towards a more open or closed system ?
Safe Havens Middle Kingdoms
A bewildering array of offerings ruled by the KING in the middle
Open standards
Organised around Intermediaries
Organic grassroots communities
Bottom-up
Organic and community-driven
Youniverse Social Economic aspects influence the future e-invoicing world ! Source: World Economic Forum

Gartner trends on the worldwide Multi-enterprise / B2B Infrastructure Market ( Gateway Software Forecast and Infrastructure Market Forecast by segment) DanGa Steady growth expected of the overall multi-enterprise / B2B gateway software market through 2012
Multi-enterprise / B2B gateway solutions
Stand-alone products from B2B specialists (Axway, Seeburger, Innovis, GXS)
Embedded functionality within integration products from Integration specialists (Tibco, Sun Microsystems)
SOA Governance Software for B2B is the fastest growing segment
B2B Project Outsourcing will become the largest segment by 2012
B2B Project Outsourcing is the outsourcing of the technical B2B infrastructure (IaaS) and the B2B project (people and processes).
Integration as a service (IaaS) remains constant
Multi-enterprise integration capabilities provided by Integration Service Providers and hosted in a multitenant environment and delivered as a service, rather than as software.
Gateway Software Forecast Infrastructure Market Forecast by segment

Distribution Models for E-Invoicing Four Corner Model
Benefits are for both seller and buyer
Payment processing is supported by the banks.
One time integration / connection cost
Integral part of the services delivered by the banks
Variant on the Consolidator Model
No working examples of the model are yet available

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a glimp into the future of electronic invoicing

by Danny Gaethofs on Apr 04, 2009

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a glimp into the future of electronic invoicing — Presentation Transcript