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An OpusCapita Webinar:
May 8, 2019
Content Strategies
for eProcurement
CONTENTS
 Introductions
 Why you need a content strategy
 3 steps to building your strategy
 Customer example
 Closing remarks/ Q&A
Rowan Lemley (host)
INTRODUCTIONS
Dirk Fischbach - Head of
Procurement and Invoice
Automation Solutions at
OpusCapita
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
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.
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
Content strategies for e-procurement
Why you need a good content strategy
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
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
Outside of the procurement team,
what are the results:
A one-stop-shop
Integrated internal & external
content
In a guided buying experience
Building your content
strategy
 Step 1: Supplier segmentation
 Step 2: Engaging your key suppliers
 Step 3: The long-tail
A classic supplier segmentation model
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
Incorporating 3rd party marketplaces
API
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
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
Closing remarks and Q&A
Dirk Fischbach - Head of Procurement
and Invoice Automation Solutions at
OpusCapita
Digitalizing global trade
One customer at a time
What we do.
How we do it.

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Content strategy for e-Procurement? - You need one!

  • 1. An OpusCapita Webinar: May 8, 2019 Content Strategies for eProcurement
  • 2. CONTENTS  Introductions  Why you need a content strategy  3 steps to building your strategy  Customer example  Closing remarks/ Q&A
  • 3. Rowan Lemley (host) INTRODUCTIONS Dirk Fischbach - Head of Procurement and Invoice Automation Solutions at OpusCapita
  • 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
  • 7. Content strategies for e-procurement
  • 8. Why you need a good content strategy
  • 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
  • 12. Building your content strategy  Step 1: Supplier segmentation  Step 2: Engaging your key suppliers  Step 3: The long-tail
  • 13. A classic supplier segmentation model
  • 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
  • 15. Incorporating 3rd party marketplaces API
  • 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
  • 19. Digitalizing global trade One customer at a time What we do. How we do it.

Editor's Notes

  1. Founded 1984, approximately 400 employees, 65m€ in 2017
  2. 1187992018
  3. Spend under management, compliance, supplier segmentation The content follows other strategies:
  4. 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.
  5. 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