A well thought through strategy for category / supplier segmentation will drive your content strategy. Coupled with modern e-procurement tools, it is possible for most organizations to achieve close to 100% spend under management.
4. OPUSCAPITA BY THE NUMBERS
Established 1984
~350 Employees
65m € Revenue 2018
3000 Customers with
users in over 100
Countries
Over 1 Million Suppliers
and 100,000,000
eTransactions
Over 40,000,000
products and services
bought & sold
Over 130 Billion € in
payments annually
5. DIGITAL OPTIMIZATION
The process of using digital
technology to improve existing
operating processes and/or
business models.
DIGITAL TRANSFORMATION
The process of exploiting the
latest digital technologies and
practices to create a new
sustainable digital business
model.
THE PATH TO BECOMING A DIGITAL BUSINESS
Gartner, Digital Business Transformation: Closing the Gap Between Ambition and Reality, Ian Cox, Kristin Moyer, 18 June 2018.
6. GLOBAL
PAYMENTS
PAYABLES
AUTOMATION
SOURCING &
SUPPLIER
ENGAGEMENT
RECEIVABLES
AUTOMATION
OPERATIONAL
PROCUREMENT
CASH
MANAGEMENT
Comprehensive
supplier information
management and
agile sourcing for
goods and services.
Improve your cash
inflows and reduce
the time spent
matching payments
to invoices.
Create a centralized
product catalog with
a modern guided
buying experience
with full mobility.
Consolidate and
optimize your in-
house bank and
liquidity
management
functions.
Enable control and
compliance over AP while
dramatically lowering
transactional costs.
Connect directly to over
200 banks, SWIFT certified
for global payment
coverage.
OpusCapita is a platform
that combines source-to-
pay & cash management,
enabling full source-to-cash
process optimization.
HOW WE SUPPORT YOU
CONNECT, TRANSACT
AND GROW ON THE
OPUSCAPITA BUSINESS
NETWORK
9. More spend under
management
The content strategy is part of a
bigger picture
Compliance to contracts and
legal obligations (liability)
Supplier segmentation
strategies that work
10. Technology
Including e-Procurement solutions, business
networks, integrations to ERPs and 3rd parties
Processes
From supplier onboarding to 3rd party market
place integration and approvals
Content
Supplier data, catalog data, item attributes, etc –
supporting requisitioning AND spend analysis
3 Value Drivers for Spend Under Management
11. Outside of the procurement team,
what are the results:
A one-stop-shop
Integrated internal & external
content
In a guided buying experience
14. Engaging your key suppliers
Typical attributes
• Largest and/or most critical suppliers
• Wide differences in technical maturity
27%
Leading organizations attribute
27% of their value to supplier
management excellence.*
Key considerations
• Can they produce an eCatalog already
• Do they need to be onboarded
• Do they offer a punch-out option
*Source: ATKearney 2017
16. A content strategy for your organization
Your Company
Key SupplierKey Supplier
Long Tail
Key Supplier
Key Supplier
Key Supplier
Punch Out
APIKey Supplier
Key Supplier
Key Supplier
eCatalogs
17. Benefits of a content strategy that works
Centralized
purchasing
More on-contract
spend
Increased variety of
spend categories
Streamlined process
Less effort
managing long-tail
Compliant
18. Closing remarks and Q&A
Dirk Fischbach - Head of Procurement
and Invoice Automation Solutions at
OpusCapita
Founded 1984, approximately 400 employees, 65m€ in 2017
1187992018
Spend under management, compliance, supplier segmentation
The content follows other strategies:
https://drive.google.com/drive/u/1/folders/1WDcioepjrA2DQZfHPPXE41aOzDpZ2Rn-
Source: AT Kerney, 2017 – Mobilizing for Excellence in Supply Managment
Supplier excellence ensures that suppliers comply with contractual requirements, and,
more importantly, that the company reduces overall supply risk and gains competitive
advantage through more rapid and impactful innovation from supply markets.
Leaders actively monetize the full supplier life cycle (see figure 4). While most companies have
processes for sourcing, selecting, and contracting with suppliers, leaders are more likely to
have focused initiatives to proactively manage their supply base footprint, and are more
effective in selecting and onboarding suppliers to meet their business needs.
Benefit from a ‘one-stop-shop’ and centralized purchasing
Cost savings based on increased on-contract spend
Faster go-to-market with improved access to suppliers goods & services
Streamlined process saving everyone time
Reduced effort managing the long-tail of suppliers
A Single Creditor Model simplifies cash management