Coupa - Chief Spend Officer 2.0 - ProcureCon West 2012
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eProcurement - Chief Spend Officer 2.0. Presentation from ProcureCon West, June 2012
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Coupa - Chief Spend Officer 2.0 - ProcureCon West 2012
- 1. Considerations for the Chief Spend Officer Amplifying Procurement’s Role Tony Wessels Vice President
- 5. Change
- 7. Business Drivers Operational Growth Transition Strategy Cultural Shift
- 8. Business Drivers Operational Growth Transition Strategy Cultural Shift
- 9. “It’s The Economy Stupid”
- 10. Fortune 500: Revenue Growth Stubbornly low / negative revenue growth rate
- 11. Fortune 500: Profit Growth Erratic profit growth
- 13. Agile Spend Integration Plan for M&A activity Proactively integrate acquisitions quickly Bring distributed locations under management
- 15. Case Study 21 Plants 3 Weeks 35% Savings
- 16. What can you do? Learn your company’s growth strategies Investigate spend savings During M& A activity Geographic expansion Be proactive. Reach out to other organizations
- 17. Business Drivers Operational Growth Transition Strategy Cultural Shift
- 18. User Adoption Drives Savings User Adoption Spend Under Management 85% Increase Savings 9%
- 19. Culture of Responsible Spending Your Users • Remote workers • Mobile • Short attention span
- 20. Your Team Police: c.1530, at first essentially the same word as policy
- 21. Be A Conductor Conductor: c.1520s, "one who leads or guides"
- 22. Make it easy
- 23. Home Experience
- 24. Home Experience
- 25. Work Experience
- 26. Opening A Req Complete the following fields: 1. Account Number 8. G/L Date 12. Subledger 2. Item No 9. Trans UOM 13. Subledger Type (Transaction Unit 3. Quantity of Measure) 14. Next Sts (Next Status) 4. Unit Cost 10. Purch. UOM (Purchasing Unit of 5. Extended Cost Measure) 6. LT (Line Type) 11. Last Sts (Last 7. Desc 1 (Description 1) Status) 8. Desc 2 (Description 2)
- 28. Make it mobile
- 29. world population 6.8 billion 5 billion cell phone users
- 30. 85% of children own a phone 73% own books at home Source: National Literacy Trust
- 31. “In the last twelve months, customers around the world have ordered more than US$1 billion of products from Amazon using a mobile device," – Jeff Bezos, founder and CEO of Amazon.com (July 2010).
- 32. Culture of Responsible Spending • Convenient & Familiar • Reward them for their frugality • Crowd source ratings
- 33. Case Study 70 hat options to 4 25 suppliers to 2 25 emergency P.O.s only from ERP
- 34. What Can You Do? Rethink your role – How can you conduct vs. police Make it frictionless Are you making it easy for users Eliminate super users Implement a reward system for being frugal Leverage their collective wisdom Supplier ratings
- 35. Business Drivers Operational Growth Transition Strategy Cultural Shift
- 36. Old hierarchies
- 37. How We Spend
- 38. What Can You Do Evaluate effectiveness of your workflow. Is it based on hierarchy or function? Establish management by exception where possible to streamline efficiencies Automate paper processes for increased flexibility
- 39. Summary Learn your company’s growth strategies. Are there opportunities for spend savings during M&A or branch growth? Assess your corporate culture. Be a catalyst for creating a culture of responsible spending. Evaluate your company’s organizational structure. Are your processes aligned with function or hierarchy? Are there opportunities to amplify your spend power? Evaluate technologies that drive user adoption for increased spend management and increased savings.
- 40. Q & A
Editor's Notes
- Good morning everyone. My name is Tony Wessels. Vice President at Coupa.I’m not Rob Bernstheyn. He was not able to make it at the last minute. He sends his apologies and hopes to be at the show the next time. He told me to be sure and take care of you guys.
- 1. Before we begin I’m not sure how many people have heard of Coupa. Actually show of hands how many people have heard of us? For those of you haven’t. 2. We help companies get their arms around spend in their We help companies get their arms around spend in their organization, everything from expense reporting, to procurement practices, and then provide unparallel visibility to how that spend is actually happening in the company so they can figure out ways to optimize it better and better and better, month and year after year.3. What I wanted to cover briefly this morning is the transformation of the procruement role as we are seeing it in the market based on our customers and people we talk with every day. It has come a long way from processing purchase order and even automating that process. I’d like to show you four different areas where procurement is having an impact overall. And maybe give you something to think about when you go home?
- Our vision is about spend optimization. The core of the spending is the people. We focus on the source. The transaction. If you optimize at the source, the everything on top of that is gravy. They spend in two ways – they procure things for pre-approval through purchase orders or they spend the money and get reimbursed afterwards on the expense side. When you ride a cab and expense it. You can take a picture of it with your iphone and email it in. You’re touching technology. Right now we can be approving purchase orders via email or the iphone. That is what we do best. You need a usable interface a flexible infrastructure and people will adopt with a pull approach instead of push. Before you optimize you have to spending. It doesn’t begin with running an analysis of contract, or running sourcing events, it begins with spending. Or running analytics data. Which is why we have developed our platform and are known as the leader in this e-procurement capability which is the lynch pin of the transactional spending process. Anyone everywhere goes in and begins spending in Coupa. They procure things in Coupa for pre-approval, or they spend money and get reimbursed afterwards on the expenses side. They touch technology when they are spending money. When your ride a cab you send in your expense, you are spending money. Pre-approved to buy a laptop, requesting temp labor to get events. I created a requisition and made it. When we leave here were going to spend mileage. That is what we do best. We enter That means you need a usable interface, a flexible infrastructure, people adopt the tool with a pull approach instead of a push approach. BuildOnce you have that, and we have all of that. We can go deeper into the other areas where we already have a substantive foot print. Ability to create a request for quote. The abiltiy to reward the business and immediately begin to transact against it. Track all of the contracts. Plan and spend against budgets. By division, by location, by category. Keep track of requistions that just came in.Build As the spending is taking place and you’re tracking all of the data around the spending, you have a whole set of capabilities that Coupa will be flushing out in the coming quarters. A community concept so you can actually understand how are you spending against other companies in the world. Does it take 10 days to get something approved before it’s spent or does I t take 2 minutes. Probably the right answer is 48 hours. We can show you that right in our benchmarking. NetworkDo you want to make it more seamless instead of paper based purchase orders. What if they could log into their own network with their own interface so they could send invoices directly to you against the requisitions you’ve created. We have a growing network of suppliers, hundreds of thousands that we don’t charge anything. Analytics We can show you alert-based analytics that aren’t just colorful. The kind of things that will pull you in if your needed. Contracts are about to expire. Exception handling. Let us pull you in when you’re needed. And where ever you are you can be doing it as you’re sitting here watching this. On the cab etc. Empower analytics across company insight for better ways to do it. That you can have a full spend optimization suite all in the cloud organically developed for you. I approved that against that budget.The people that called you, I approved it against that budget. We do it across every vertical, and we’ll have groups. We will continue to invest heavily to ensure that we’re a strategic extension to any ERP product that’s out there. This is the basics of the data that you get. This is the goodness that you can get out of it.
- Here’s a smallsampling of customers are saving millions every day. They range from medium size to extremely large. From niche players to household names. The bottom line is they selected Coupa and it works. Pandora is here today to talk about it.
- Things are changing every day. The stock market changes every second. Biggest transformation in the market since PC revolution. We live in a dynamic world and things are changing every day. Economy is changing – it’s in the toilet Our companies are changing – How are they doing in the economy Your roles are changing – How is that The way we consume informationGlobal competition The way applications are served The way we communicate. Your role needs to change based on this. A 28 year old in a hoodie is ruling the world.The world economy is changing. Global competition. The way we look and do business is different. How we communicate has changed. Who in the room has actually written a letter in the last six months. Implications on our users. The world is changing around us, and you need to change with it or be left behind.
- Think bigger. Think beyond the purchase order. Get out of your own organization. Speak with product.How many of you are meeting with your V.P. of Business Development? Your M & A team. Your CEO, and COO? What are your exapnsion plans there are going to be ramifications to the spend as your business grows either through acquisition or throughI’m going to ask you to get out of your comfort zone today. I’m going to suggest things to you today that you won’t want to do. I’m going to suggest things today that you may have done, but certainly other things that you have not done. Be proactive, expand your role. It’s so comfortable to stay in our safe place and continue to do the same thing day in and day out. It’s like swimming. Any simmers in the crowd? Are there any weight lifters in the crowd? What happens if you lift the same amount of weight every single day? Nothing! We need to constantly add weight so our muscles get bigger. We need to constant ad new things
- How can we as procurement people contribute to the overall profit and success of the company? Enter the CSO. These are the four main areas that a CSO can deliver real value from the executive seat. I would argue that CPO’s are doing the.It’s not just about automating processes. It’s about setting the tone and changing the culture of a company so you’re optimizing spend at all levels of the company to maximize profits. It goes beyond spend management to include
- How can we as procurement people contribute to the overall profit and success of the company? Enter the CSO. These are the four main areas that a CSO can deliver real value from the executive seat. I would argue that CPO’s are doing the.It’s not just about automating processes. It’s about setting the tone and changing the culture of a company so you’re optimizing spend at all levels of the company to maximize profits. It goes beyond spend management to include
- This is a line that was made famous during the Clinton election. But unforutnately it’s appropriate today. Because it sets the tone of why we’re all here. And the increased responsibility we have in this current economic climate. Like it or not the success of our company depends upon the health of the overall economy. We are tied to it. As our CEO’s trying to maximize profits for shareholders they try to drive topline revenues and keep expenses in check. So driving topline revenues. Let’s see how we’re doing at that.
- What is the economic climate? Well let’s look at the Fortune 500 Revenue growth over the last five years. This is top line revenues. It’s a very ugly picture. The overall financial crisis didn’t help. Unless you work for Apple, or Oil & Gas your CEO is worried. If you’re trying to maximize profitability, you can’t get it organically from growing revenues. Looks great we’re making tons of money again. So we must be profitable right? Last six years for Fortune 500. How has the revenue grown. From 2005 to 2006 it continued to drop. It dropped. Overall financial crisis, deleveraging that took place. Who have to take out Apple who continue to grow. Apple part of this chart. Impact was lessened because of Apple. Oil & Gas companies like Exxon continued to grow. Also growth in mining in copper. Overall last 5 years the revenue growth. We are on a right trajectory.
- Not so much. Profitability actually went down last year. Look at two things. Look at from 2010 to 2011 it went down from 73% to 16%Look at the trending chart as a whole. It should be sustained profitability. Every CEO’s dream is to have a chart that goes up and to the right. The companies that thrive in good times are those that play it smart in bad times. They don’t just have massive layoffs and cut costs, then are smart on how they manage their spend and are poised to take advantage of the next upturn. If you look at the profitability. It’s a simliar story. Keep in mind the goal here is to have sustained profitability over the long term. This looks sporadic. You see the spike in 2009 as a result of massive layoffs. And you see what the effect is. The bad news is the profitability went down from 73% in 2010 to 16% in 2011. So we’re in a situation where there’s topline revenues, but no profits. The company’s that thrive in down times are those that don’t rely on cutting to the bone, but are strategically poised to take advantage of the impending good times. We are looking for sustained profits, but how can we do that when revenues and profits are down. We’ll let’s look at how we can help.
- The only way to grow companies these days is through two things. Acquisition and Expansion. If you can get the revenues, you buy them. All you have to do is look around to see this happening. Last week Oracle acquired Taleo, and prior to that SAP’s purchase of success factors.And Graham packing whom Additionally companies are expanding their operations gloablallyTypical topline strategies Caterpillare acquiring Bucyrus. Graham packaging getting acquired by RANK Oracle acquiring SUN. Getting revenues by buying them. Geogrpahic expansion into other countries from the U.S. Some banks from the U.S. are acquiring weaker banks in EMEA. Banks are meek in EMEA. Graham packaging tried to expand into Canada but they were acquired. Q. The question is where is procurement when these things are happening. How many people are brought in at the beginning of M & A activity of your company.
- I would argue that the CSO needs to be at the table when M & A activity is being discussed. It makes companies more agile when the merger happens, and it saves millions of dollars. Consolidating operations to make them more consisten to bring about cost reductions. Cost reductions could be through head count reduction sourcing strategies. Distributed locations under management. Challenges is the visibility into the remote spending. Get the report on a daily basis, not waiting. Proactively integrate acquisition. CSO is on the forefront. Today the CPO is involved post acquition. Map spend process to budget responsibility. Speak to flexibility. Map spend to matrix organizations. Companies are different today. EMC example.
- I’ve selected a case study to illustrate how someone is doing this today. York Pennsylvania8,200 individuals97 plants 15 countriesGraham Packaging, based in York, Pennsylvania, is a worldwide leader in the design, manufacture and sale of technology-based, customized blow molded plastic containers for the branded food and beverage, household, personal care/specialty and automotive lubricants product categories.Martin Saur, SVP, Global Sourcing, at Graham has a seat at the table when it comes to organizational growth strategy not only for Graham but also for RANK, parent company
- Let’s look at an example of how procurement or the chief spend officer can have on the growth strategy of a company. Last August Graham packaging decided it needed to expand it’s operations, so they bought this company called Liquid Container. They had sales of $400 million dollars which sounded great. They had a problem. They had to assimilate 21 plants into their system. There was maverick spend everywhere. Just for office supplies alone, they had 15 suppliers. And they used a completely different procurement system. The challenge was how to consolidate the spend between the two companies, eliminate overlaps, and get people trained on the new system. It would take months to even start assimilating this company. Martin Sauer was there from the beginning of the talks and saw it coming down the road. When it came time for the transaction he was ready. He assimilated all 21 plants and all of the spend in just 3 weeks. He realized a 35% savings. Tell me that isn’t agile. Aug. 9 /PRNewswire-FirstCall/ -- Graham Packaging Company Inc. (NYSE: GRM) today announced that its subsidiary, Graham Packaging Acquisition Corp., has signed a purchase agreement to acquire Liquid Container, L.P. and its subsidiaries for total purchase consideration of $568 million, subject to certain adjustments.Liquid Container operates fourteen blow molded plastic container plants in the U.S. serving food and household product categories. Liquid Container is expected to have net sales in North America of almost $400 million and EBITDA of approximately $72 million in 2010. Approximately 80% of Liquid Container's unit sales are supplied to customers in the food category.Graham wanted more geographic presence so it acquired Liquid ContainerLiquid container had 21 plants. No supplier consolidation. Maverick spend was rampant. Graham acquired to get more geographic presence. This was a growth strategy. They had 15 suppliers alone for office supplies. Martin Sauer was involved in the beginning before the transaction closed. Right after the deal was reached, met with Liquid Container to work with Supplier base and best way to introduce their procurement practices with liquid container. All 21 plants. He has visibility in to the spend. The key to this was they were involved from the beginning they could map out the flows, policies, and put them into the system ahead of time. They were able to look at the common suppliers to consolidate those and use Graham’s pricing. Were able to do all of that homework before hand. The minute the deal was consumated, people started using Coupa within three weeks. Operating synergies were done very fast because from an operational view. Millions of dollars. Significant dent for Liquid. Liquid Container were usingWith Liquid Graham has 110 plants. ChallengeDecentralized procurement for indirect spend SolutionWithin 3 weeks, Liquid Container was configured, trained and ordering through CoupaSuccessUsing Graham’s centralized catalogs generated an immediate savings of 35%Net take away: Be involved from the beginning of the acquisition. They lost no time because the procurement person was brought in from the beginning. KNOW YOUR GROWTH STRATEGIES AND PARTICIPATE UP FRONT.
- How can we as procurement people contribute to the overall profit and success of the company? Enter the CSO. These are the four main areas that a CSO can deliver real value from the executive seat. I would argue that CPO’s are doing the.It’s not just about automating processes. It’s about setting the tone and changing the culture of a company so you’re optimizing spend at all levels of the company to maximize profits. It goes beyond spend management to include
- Why does the culture matter? Because User adoption is the key to our success. The user adoption drives spend under management which drives savings. When it’s done right, we see numbers like this. Hackett: 4.4% SavingsAberdeen: 7.3% SavingsCoupa Customers: 9.0%
- Here are the people in your company. They seem like nice people. Don’t they seem like they want to help? Okay so that’s the people that you support. My son recently went to high school. And we wen to parents night where they informed us that our job had gone from management to consulting. We need to stop pushing things on them like complex software, antiquate purchasing rules. Instead we need to enlist their help. Give them technology that is familiar to them. Reward them when they are saving money. A culture of a company is establish. It’s up to us to create a culture of responsible spending and give people the tools do what they want. We can no longer push procurement policies and complicated software on people and expect them to use them. Because they won’t.As CSO you need to establish this from the top. If you don’t believe me ask Netflix. Lost 800,000 subscribers, and $10 billion overnight last June 2011. Has Netflix flown too close to the sun? The video rental behemoth has lost 800,000 subscribers and more than 75 percent of its value– amounting to a market value slip of nearly $10 billion– in the four months since it announced drastic changes to its successful rental plan.We need to use solutions that they will use. We can no longer push technology on them because we know they just won’t use it. We need to guide them with policies. It’s not about restricting your employees, it’s about empowering them to help you save.Reward people for frugality Convenient & familiar Silent enforcementLet users help supplier selectionAttract & keep the best peopleSoftware doesn’t buy products, people do.Ensure policy compliance at the time of purchase / spendA culture of a company is establish. It’s up to us to create a culture of responsible spending and give people the tools do what they want. We can no longer push procurement policies and complicated software on people and expect them to use them. Because they won’t.We need to use them as a resource. How many people have a teenager at home? Can you tell them what to do? I thought it was fascinating. One day my daughter turned 13, and I turned into the dumbest person in the world overnight! We need to use solutions that they will use. We can no longer push technology on them because we know they just won’t use it. We need to guide them with policies. It’s not about restricting your employees, it’s about empowering them to help you save. Has Netflix flown too close to the sun? The video rental behemoth has lost 800,000 subscribers and more than 75 percent of its value– amounting to a market value slip of nearly $10 billion– in the four months since it announced drastic changes to its successful rental plan.Reward people for frugality Convenient & familiar Silent enforcementLet users help supplier selectionAttract & keep the best peopleSoftware doesn’t buy products, people do.Ensure policy compliance at the time of purchase / spend
- Now here’s your team. Need to have Policy Enforcement, Compliance. We will bludgeon you into savings. You must attend a week of training, You must fill out this account code. Is it any wonder we have a hard time getting our spend under control? We use words like policy, enforcement, We have spending policies, we need to enforce the rules,
- This is what we need to do. Orchestrate. Give the people the tools they need to make great music. Find out in advance what they need, and allow them to make better decisions. Reward them for saving money.
- There are 6.8 billion people in the world.Who can guess how many of these own a phone? Who here has a teenager at home? 9 out of every 10 men, women and children own a cell phone. My Son alone had 6,000 minutes on his cell phone last month. How do you do that? We are a mobile society. And that’s the way we consume our information. Let’s be clear, it’s not that you have information on your phone, but it’s the way that your consuming information.
- What % of kids own a cell phone? What % of kids own a book?
- What the total amount of dollars ordered from mobile devices in one year?
- My son recently went to high school. And we wen to parents night where they informed us that our job had gone from management to consulting. We need to stop pushing things on them like complex software, antiquate purchasing rules. Instead we need to enlist their help. Give them technology that is familiar to them. Reward them when they are saving money. A culture of a company is establish. It’s up to us to create a culture of responsible spending and give people the tools do what they want. We can no longer push procurement policies and complicated software on people and expect them to use them. Because they won’t.As CSO you need to establish this from the top. If you don’t believe me ask Netflix. Lost 800,000 subscribers, and $10 billion overnight last June 2011. Has Netflix flown too close to the sun? The video rental behemoth has lost 800,000 subscribers and more than 75 percent of its value– amounting to a market value slip of nearly $10 billion– in the four months since it announced drastic changes to its successful rental plan.We need to use solutions that they will use. We can no longer push technology on them because we know they just won’t use it. We need to guide them with policies. It’s not about restricting your employees, it’s about empowering them to help you save.Reward people for frugality Convenient & familiar Silent enforcementLet users help supplier selectionAttract & keep the best peopleSoftware doesn’t buy products, people do.Ensure policy compliance at the time of purchase / spendA culture of a company is establish. It’s up to us to create a culture of responsible spending and give people the tools do what they want. We can no longer push procurement policies and complicated software on people and expect them to use them. Because they won’t.We need to use them as a resource. How many people have a teenager at home? Can you tell them what to do? I thought it was fascinating. One day my daughter turned 13, and I turned into the dumbest person in the world overnight! We need to use solutions that they will use. We can no longer push technology on them because we know they just won’t use it. We need to guide them with policies. It’s not about restricting your employees, it’s about empowering them to help you save. Has Netflix flown too close to the sun? The video rental behemoth has lost 800,000 subscribers and more than 75 percent of its value– amounting to a market value slip of nearly $10 billion– in the four months since it announced drastic changes to its successful rental plan.Reward people for frugality Convenient & familiar Silent enforcementLet users help supplier selectionAttract & keep the best peopleSoftware doesn’t buy products, people do.Ensure policy compliance at the time of purchase / spend
- Consolidate number of suppliers. Before this visibility. People were ordering safety hats from all over the plants. 70 different types. Embossed with team logo, Harley Davidson logo. One off spend. All they needed were 4 types of hats. They had 25 different suppliers down to two. Could negotiate favorable price and simplify the user experience. They had a procurement system SAP that didn’t give them the visibility. Guide user behavior - Frequent communication with usersClose the back door – No POs from ERP – only about ~ 25 / month “emergency orders” from ERP across 100 plantsConsolidate number of suppliers & items – e.g. reduced the number of safety hats from over 70 to just 4Within 3 months, 95% of spend has to channel through preferred suppliers resulting $mns in savings
- How can we as procurement people contribute to the overall profit and success of the company? Enter the CSO. These are the four main areas that a CSO can deliver real value from the executive seat. I would argue that CPO’s are doing the.It’s not just about automating processes. It’s about setting the tone and changing the culture of a company so you’re optimizing spend at all levels of the company to maximize profits. It goes beyond spend management to include
- Organizations aren’t organized. They are not hierarchical and they are not rigid. Operational efficiencies. How many people are you having approve a purchase order. One customer had 17. We base approvals based on org charts that were create in the industrial revolution. Let’s put appprovals where the. Find out about when the org chart was created. No longer are organizations hierarchical. People and their responsibility span across organizations and across geogrpahies. The advent of the matrix organization means that there are no silos of responsiiblities. There is the dotted line. Organizations are no longer linear hierarchies. They don’t spend money that way (show chart). You need to have a workflow that mirrors non-linear nature of organizations. Organizations are also global. People spend money all over the world, so you need something which can adapt to global change. Adapt to the change in organization. Need to have a workflow that can accommodate this.
- They are matrixed. People have cross responsibilities, and cross functions. Matrix organizations are the way it’s being done. The Chief Spend Officer needs to be attuned to this because the spend process model should not map to the old hierarchical view. The people should be accountable for the spend they requisition.
- An example. I have IT people procureing laptops for my marketing team. Their boss the V.P. of IT approves it and it goes against my budget. I have no visibility into how money is getting spent against my budget. Make sure that you have real time metrics to support the business case and planning of your procurement. Look at spend under contract.