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Purchasing
Procurement              Purchasing
Procurement    Spend                  PurchasingManagement
Procurement     SpendManagement                       Purchasing             Spend Optimization
AgendaTime            Item                            Presenter8:30 – 9:00     Coffee                          All9:00 – 9...
Coupa Overview   Tony WesselsVice President, Marketing
Coupa’s Mission    Delivering software innovation that    breeds responsible spending while   impacting the company bottom...
Spend Optimization
Coupa’s Explosive Growth180% Bookings            +95%            150%            Renewal Rate   Platform Usage    YOY     ...
One World, One Platform10 Languages40 Countries100,000        Users
Amplifying Procurement’s Role              Ravi Thakur Vice President, Customer Success & Services
CFO     Financial BooksSales & Mktg   Customer Records         HR    Personnel Files
Procurement Needs To Own Spend Transactions
Own The Transaction   Spend Optimization
Procurement Must Orchestrate              VS.
How Do You Do It? Proactively participate in growth strategy Manage change effectively Measure & demonstrate success
Participate In Growth Strategy
Growth Strategies    Geographic Expansion    New Lines Of Business    Acquisitions
Be Truly Strategic Ensure executive team supports your Spend Optimization strategy Work with R & D / Product Development B...
Agile Spend Integration Bring distributed locations under management Involve all stakeholders e.g. facilities, marketing P...
Managing Change
Change Management Requirements      Leveraging        Frictionless    change agents        transition
Leveraging Change Agents            Functional Users                   IT             Procurement               Payables  ...
Functional Users         Needs                Solution  A solution that they   Familiar user  can use                inter...
Procurement        Needs                Solution  Ensure policy          Enables transaction  compliance             owner...
Payables         Needs            Solution  Reduce manual &     Automation for  error prone steps   invoice processing  Si...
IT       Needs                Solution Reduce burden on IT   SaaS/Cloud based resources             platform Focus on valu...
Suppliers       Needs                 Solution No additional cost of   No network fees or doing business          processe...
Frictionless Transition Familiar & convenient user interface Weave into daily life
Demonstrate Success
Measure Success                   • Establish benchmarks and determine   Set Targets       targets                   • Use...
Benchmark Metrics     Effectiveness               ProductivitySpend under management     Transaction cycle timeUser adopti...
Communicate Success
CFO    Financial BooksSales & Mktg   Customer Records         HR    Personnel FilesProcurement    Spend Transactions
Coupa + Pandora  Steve Cakebread  Chief Financial Officer  Pandora Internet Radio                            36
Our Mission:     Redefining Radio     • Connect people with music       they love     • Help people discover new       mus...
Pandora Legacy     All done over email and manual     process         Manual purchase requisition         Manual ordering ...
Challenges     Lack of focus     Inability to change behavior of     current procurement process     Not addressing cross ...
Put it in the     GOAL: Provide timely performance measurements, excellent     customer service, and effective processes t...
Transforming procurement     Streamlining procurement was a vital     and strategic project     Make it a more transaction...
Coupa + Pandora       Efficient, easy vendor     integration      Scalable, versatile, innovative      No hardware capital...
Pandora Now     Real time reporting and approval     Transparency and visibility into     departmental budgeting, spending...
44   Confidential and proprietary
High Performance Procurement Mastery                               Christopher Brousseau                         Global Co...
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Acce...
Contents          1         Introduction            2       Big Picture – Begin with the end in mind                3     ...
Accenture Procurement BPO Services - A snapshot       What do we             • A complete source-to-pay BPO solution that ...
Big Picture:High Performance Procurement MasteryAccenture’s High Performance Procurement Mastery Study looked at the profi...
Big Picture:Three Strategic Focus Areas   1. Focus on business outcomes   2. Deliver value through Sourcing &      Categor...
Successful ApproachesBusiness Interest                                          Implementation Priorities                 ...
Successful Approaches:Procurement Business Outcome Focus Sourcing Optimization and Demand Control                         ...
Successful Approaches:    Change Management Value TreeKey Value Questions                            What is the overall  ...
Contents          1         Our joint journey – Path of procurement innovation            2       Service model – Componen...
Sustaining SuccessView on best practice – addressing your pain points [excerpted 2/3]                            Your pain...
Client Case StudySimplifying processes,standardizing and enabling withtechnology has increased controlfor leading European...
Thank You and Next StepsWe would be glad to continue discussions to: • Answer any questions that were not   addressed duri...
Thank You!
Coupa roadshow san francisco
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Coupa roadshow san francisco

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Coupa's ELEVEN World Tour - we show companies how to save money with award winning on demand procurement software. Use cases by Steve Cakebread, Pandora CFO

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Coupa roadshow san francisco

  1. 1. Purchasing
  2. 2. Procurement Purchasing
  3. 3. Procurement Spend PurchasingManagement
  4. 4. Procurement SpendManagement Purchasing Spend Optimization
  5. 5. AgendaTime Item Presenter8:30 – 9:00 Coffee All9:00 – 9: 30 Welcome – Coupa Roadmap Tony Wessels, V.P. Marketing Coupa9:30 – 10:30 Amplifying Procurement’s Role Ravi Thakur, V.P. Customer Success, Coupa10:30 – 10:45 Break All10:45 – 11:30 Pandora’s Spend Optimization Steve Cakebread, CFO, Pandora11:30 – 12:15 High Performance Procurement Chris Brousseau, Accenture12:15 - 12:30 Closing Remarks Tony Wessels, V.P. Marketing, Coupa
  6. 6. Coupa Overview Tony WesselsVice President, Marketing
  7. 7. Coupa’s Mission Delivering software innovation that breeds responsible spending while impacting the company bottom line.
  8. 8. Spend Optimization
  9. 9. Coupa’s Explosive Growth180% Bookings +95% 150% Renewal Rate Platform Usage YOY YOY YOY
  10. 10. One World, One Platform10 Languages40 Countries100,000 Users
  11. 11. Amplifying Procurement’s Role Ravi Thakur Vice President, Customer Success & Services
  12. 12. CFO Financial BooksSales & Mktg Customer Records HR Personnel Files
  13. 13. Procurement Needs To Own Spend Transactions
  14. 14. Own The Transaction Spend Optimization
  15. 15. Procurement Must Orchestrate VS.
  16. 16. How Do You Do It? Proactively participate in growth strategy Manage change effectively Measure & demonstrate success
  17. 17. Participate In Growth Strategy
  18. 18. Growth Strategies Geographic Expansion New Lines Of Business Acquisitions
  19. 19. Be Truly Strategic Ensure executive team supports your Spend Optimization strategy Work with R & D / Product Development Be aligned with M & A and global expansion
  20. 20. Agile Spend Integration Bring distributed locations under management Involve all stakeholders e.g. facilities, marketing Proactively integrate acquisitions
  21. 21. Managing Change
  22. 22. Change Management Requirements Leveraging Frictionless change agents transition
  23. 23. Leveraging Change Agents Functional Users IT Procurement Payables Suppliers
  24. 24. Functional Users Needs Solution A solution that they Familiar user can use interface Not stand in their Support for function way specific spend
  25. 25. Procurement Needs Solution Ensure policy Enables transaction compliance ownership Attain savings goals Measurable results
  26. 26. Payables Needs Solution Reduce manual & Automation for error prone steps invoice processing Simplify tasks Eliminates tedium
  27. 27. IT Needs Solution Reduce burden on IT SaaS/Cloud based resources platform Focus on value-add User configurable tasks solution
  28. 28. Suppliers Needs Solution No additional cost of No network fees or doing business processes to support Ease of adoption Innovation e.g. Universal Search
  29. 29. Frictionless Transition Familiar & convenient user interface Weave into daily life
  30. 30. Demonstrate Success
  31. 31. Measure Success • Establish benchmarks and determine Set Targets targets • Use data to analyze: Achieve Targets • Tradeoffs and interdependencies • Root cause • Measurement excellence = capability Be Excellent to improve and stay ahead
  32. 32. Benchmark Metrics Effectiveness ProductivitySpend under management Transaction cycle timeUser adoption = customer PO & invoices processedsatisfaction per FTE (#)% saving / spend Support costs – not just IT
  33. 33. Communicate Success
  34. 34. CFO Financial BooksSales & Mktg Customer Records HR Personnel FilesProcurement Spend Transactions
  35. 35. Coupa + Pandora Steve Cakebread Chief Financial Officer Pandora Internet Radio 36
  36. 36. Our Mission: Redefining Radio • Connect people with music they love • Help people discover new music • Personalize the experience • Create positive bonds between brands, bands and fans37 Confidential and proprietary
  37. 37. Pandora Legacy All done over email and manual process Manual purchase requisition Manual ordering No receiving record No invoice approval No tracking No vendor management No automation No visibility No compliance38 Confidential and proprietary
  38. 38. Challenges Lack of focus Inability to change behavior of current procurement process Not addressing cross functional needs of the departments Not having an aligned business strategy No uniform system to drive the thought process around accountability of each budget owner on their expenses39 Confidential and proprietary
  39. 39. Put it in the GOAL: Provide timely performance measurements, excellent customer service, and effective processes to the company, our customers. other departments and outside customers Improve the billing systems, needed more efficient business systems Automate workflow Focus on process cycle times and meet those times Establish a reporting schedule, ability to forecast the business Develop a viable business and financial operation Enable procurement to document and perform proper controls40 Confidential and proprietary
  40. 40. Transforming procurement Streamlining procurement was a vital and strategic project Make it a more transactional approach Departmental Budgets Implement a more regulated approval system instead of a top level down Executive Management bottleneck Approvals Lower the costs and consumption of human time Managers Enter and Track Track and manage vendors Requisitions Able to properly document and budget each business segment Improve visibility and spend Finance management Cloud based, anytime, anywhere Saas model Bring value to the whole financial ecosystem41 Confidential and proprietary
  41. 41. Coupa + Pandora Efficient, easy vendor integration Scalable, versatile, innovative No hardware capital investment Lower support costs Rolled out to entire organization Minimum implementation time Minimum risk Mobile Effective management42 Confidential and proprietary
  42. 42. Pandora Now Real time reporting and approval Transparency and visibility into departmental budgeting, spending and monthly accruals Allows procurement department to clean up stale invoices, outdated reqs and pending action items Easy integration with analytics and financial planning tools Accountability in each departmental spend and budgeting outlook Mobile, anywhere, anytime, no delay or bottleneck with purchase approvals Improved financial performance by controlling cost and spend effectively and efficiently43 Confidential and proprietary
  43. 43. 44 Confidential and proprietary
  44. 44. High Performance Procurement Mastery Christopher Brousseau Global Commercial Sales Director Accenture Inc. 45Confidential and proprietary
  45. 45. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  46. 46. Contents 1 Introduction 2 Big Picture – Begin with the end in mind 3 Successful Approaches – Structuring Source to Pay initiatives 4 Sustaining Success – Sustainable positive impact for your companyCopyright © 2012 Accenture All Rights Reserved. 47
  47. 47. Accenture Procurement BPO Services - A snapshot What do we • A complete source-to-pay BPO solution that enables organizations to reduce their overall cost offer? of acquiring third-party goods and services and improve the efficiency and effectiveness of their procurement operations. • Services include: sourcing and category management, sourcing support and procurement operations. Our value • A market leading provider with 10+ years of experience Proposition • Strong client portfolio of clients from around the globe. • Can help CPOs deliver significant spend savings straight to the bottom line, improve procurement performance and increase spend transparency and control. • Example benefits delivered include: – $400m (15%) sourcing savings for one financial services client – 20% savings across seven purchasing categories for HOCHTIEF – $10.2m savings for banking client through the industrialized procurement of contract labor.Copyright © 2012 Accenture. All Rights Reserved. 48
  48. 48. Big Picture:High Performance Procurement MasteryAccenture’s High Performance Procurement Mastery Study looked at the profiles of over 430responding procurement organizations across the key dimensions of procurement mastery: 1 high Low performer Midrange Master Procurement strategy performer 2 Sourcing and category management Procurement performance 3 Average Requisition to pay 4 Supplier relationship management 5 low Workforce and organization low Procurement high mastery 6 • Geographical scope: 22 countries from Europe, Americas, Asia-Pacific • Industries: responses from 13 different industries TechnologyCopyright © 2012 Accenture. All rights reserved. 49
  49. 49. Big Picture:Three Strategic Focus Areas 1. Focus on business outcomes 2. Deliver value through Sourcing & Category Management, Procurement operations, analytics and insight 3. Enable organizations with an increasingly flexible infrastructure and compelling assetsCopyright © 2012 Accenture All Rights Reserved. 50 50
  50. 50. Successful ApproachesBusiness Interest Implementation Priorities • Insight and visibility of organisational spend Maximize bottom line savings • Spend under procurement influence management from supply base • Sourcing and category management driving multi year plans • Driving compliance and managing cash • Capturing bottom line savings, active and passive compliance using technology or manual processes Driving compliance • Contract compliance, management of contract policies and process • Change management and governance. • Procurement organisation design Building the right capabilities • Expertise and skill set • Category specific knowledge • Flexibility and relevance of resources across regions Geographical footprint, • Decentralised buying and Onshore FTEs • Tactical vs strategic local support presence and flexibility • Ability to support growth markets • Regional expertise and insight • Investment, approach and strategy to create an internal Make vs buy decision infrastructure to manage procurement vs selecting a partner to Design, Build, Operate or Transfer • Strategy and road map for source to pay procurement Maximizing returns from technology technology investments • Boutique best of breed providers or partner who provides technology infrastructure Copyright © 2012 Accenture. All rights reserved.
  51. 51. Successful Approaches:Procurement Business Outcome Focus Sourcing Optimization and Demand Control Procure-to-Pay Transformation Supply Base Mastery Outcomes • Organizational measures aligned to drive compliance • Ability to measure adherence to contracts, Buy consumption policies, and purchasing policies • Aggressive payment • Compliance programs term management enacted Data • Supplier performance • “Dynamic discounting” Integrity Drives metrics and program Value • Supplier segmentation established and management Working Capital • Spend controlled program deployed Management through PO • Supplier partnerships • Workflow automation established • User, supplier, and • Straight through • Diversity and process policies processing Sustainability programs Invoice implemented • Catalogs enabled enacted Compliance Management Compliance •Payment Terms • Change management • eInvoicing Management •Supplier Data program implemented • Improved invoice • Standardized approvals lifecycle •Validated Contract Price • Centralized contract and authorization •Usage Data approach for administration Vendor Vendor Vendor Procurement and AP Enablement • Policies established to Enablement Enablement • Spend analyzed for drive change (i.e. “No identification of savings PO, No Pay”) & compliance opportunities Procure-to-Pay • Category strategies • Sourcing tactics Instrumentation Procure-to-Pay Procure-to-Pay Procure-to-Pay developed for all deployed (eAuctions, Instrumentation Instrumentation Instrumentation categories Spot-Buys, RFx • Purchase channel • Contracts established strategy developed for • Savings methodology all categories defined and tracked Change • Payment strategies Change Change Change Change Management* Management Management Management Management developed for all categories • Demand Management programs enacted Spend Analytics & Spend Analytics Spend Analytics Spend Analytics Spend Analytics Spend Analytics Sourcing & Sourcing & Sourcing & Sourcing & Sourcing & Sourcing Demand Management & Demand Demand Demand Demand Demand Demand Category Strategies Management & Management & Management & Management & Management & Management & Category Strategies Category Strategies Category Strategies Category Strategies Category Strategies Category Strategies * Change Management is a continuous process across all of the Building Blocks Copyright © 2012 Accenture. All rights reserved. 52
  52. 52. Successful Approaches: Change Management Value TreeKey Value Questions What is the overall How do the benefits What is the specific What are the benefit Change Management benefit of the project? break down? target? drivers? levers• Do you understand the business case?• What are the financial and non- financial benefits of the project?• How do they expect to achieve the Time to benefits? Training & Proficiency• What behavioral changes must occur Perf. Support to achieve the benefit (as opposed to simply system automation / changes)? People Able• What are the value levers associated Project to Use Org. Alignment with driving the change? Financial Benefits (e.g., Benefits NPV) People Willing to Use Stakeholder Management System Works Change Project Goals Readiness Understand Employee Change Comms. & Retention / Engagement Morale Engaged / Involved Non-Financial Customer Executive Benefits Satisfaction Sponsorship Process Automation Knowledge Retention Sustainment Document- ation Copyright © 2012 Accenture All Rights Reserved. 53
  53. 53. Contents 1 Our joint journey – Path of procurement innovation 2 Service model – Components to drive procurement value 3 Implementation approach – Preparing for best service 4 Sustaining Success – Sustainable positive impact for your companyCopyright © 2012 Accenture All Rights Reserved. 54
  54. 54. Sustaining SuccessView on best practice – addressing your pain points [excerpted 2/3] Your pain points What the leaders do – selected practices Procurement Infrastructure: lack of enabled • E-enabled procure-to-pay process with defined approvals and strong controls, segregation of procurement applications leading to duties etc. underperformance • Application of leading technologies to eliminate work or drive efficiency e.g. catalogues, electronic order transmission, OCR... • Spend channel strategy ensuring most efficient and effective buying method for defined purchase types Accenture Term: Procure-to-Pay Supplier Management: major focus on • Agreed set of basic, customisable performance measures for each segment administrative activities • Automated system-based performance tracking and dashboards with end user/ supplier survey technology • Supplier performance delivery linked to incentives, reward mechanisms and future business award Accenture Terms: Supplier Performance Measurement • Supplier management approaches, particularly for strategic suppliers, with defined and tracked Supplier Collaboration & Integration collaboration initiatives • Collaboration technologies and portals used to share data ranging from demand forecast to transactional data e.g. eInvoicing • Share of risk and reward in contracting to exploit opportunities and balance pain/ gain etc. Supplier Development • Process improvement teams review and audit key suppliers and provide guidance to address performance gaps (six sigma) • Joint investments in initiatives/ technologies • End-to-end view of value chain with improvements made across enterprise boundaries (buyer/ supplier)Copyright © 2012 Accenture All Rights Reserved. 55
  55. 55. Client Case StudySimplifying processes,standardizing and enabling withtechnology has increased controlfor leading European financialservices company Customer Challenge: Business Outcomes: • Delivered significant indirect spend savings annual • Imperative to simplify, standardise and gain savings 12-19% greater control over procurement globally • Spot buys and e-auctions used to drive additional savings 27% savings • Improved compliance in annual spend >70% and rising. • Improved process efficiency , spend transparency and procurement insight • Unlocked discount opportunities and additional value. • Support sustainability agenda: >60% reduction in paper usage through e-invoicing (630k invoices) • Reduced procurement operational costs Copyright © 2012 Accenture. All rights reserved.
  56. 56. Thank You and Next StepsWe would be glad to continue discussions to: • Answer any questions that were not addressed during this discussion • Schedule a follow-up with you, or other team members from your organization to learn more about Accenture’s capabilities and discuss potential opportunities for your company Contact with inquiries: Christopher Brousseau chris.brousseau@accenture.com
  57. 57. Thank You!

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