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

2. Purchasing

3. Procurement
Purchasing

4. Procurement
Spend Purchasing
Management

5. Procurement
Spend
Management Purchasing
Spend Optimization

6. Agenda
Time Item Presenter
8:30 – 9:00 Coffee All
9:00 – 9: 30 Welcome – Coupa Roadmap Tony Wessels, V.P. Marketing
Coupa
9:30 – 10:30 Amplifying Procurement’s Role Ravi Thakur, V.P. Customer
Success, Coupa
10:30 – 10:45 Break All
10:45 – 11:30 Pandora’s Spend Optimization Steve Cakebread, CFO,
Pandora
11:30 – 12:15 High Performance Procurement Chris Brousseau, Accenture
12:15 - 12:30 Closing Remarks Tony Wessels, V.P. Marketing,
Coupa

7. Coupa Overview
Tony Wessels
Vice President, Marketing

8. Coupa’s Mission
Delivering software innovation that
breeds responsible spending while
impacting the company bottom line.

9. Spend Optimization

10. Coupa’s Explosive Growth
180%
Bookings
+95% 150%
Renewal Rate Platform Usage
YOY YOY YOY

11. One World, One Platform
10 Languages
40 Countries
100,000 Users

12. Amplifying Procurement’s Role
Ravi Thakur
Vice President, Customer Success & Services

13. CFO Financial Books
Sales & Mktg Customer Records
HR Personnel Files

14. Procurement Needs To Own Spend Transactions

15. Own The Transaction Spend Optimization

16. Procurement Must Orchestrate
VS.

17. How Do You Do It?
Proactively participate in growth strategy
Manage change effectively
Measure & demonstrate success

18. Participate In Growth Strategy

19. Growth Strategies
Geographic Expansion
New Lines Of Business
Acquisitions

20. 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

21. Agile Spend Integration
Bring distributed locations
under management
Involve all stakeholders
e.g. facilities, marketing
Proactively integrate
acquisitions

22. Managing Change

23. Change Management Requirements
Leveraging Frictionless
change agents transition

24. Leveraging Change Agents
Functional Users
IT
Procurement
Payables
Suppliers

25. Functional Users
Needs Solution
A solution that they Familiar user
can use interface
Not stand in their Support for function
way specific spend

26. Procurement
Needs Solution
Ensure policy Enables transaction
compliance ownership
Attain savings goals Measurable results

27. Payables
Needs Solution
Reduce manual & Automation for
error prone steps invoice processing
Simplify tasks Eliminates tedium

28. IT
Needs Solution
Reduce burden on IT SaaS/Cloud based
resources platform
Focus on value-add User configurable
tasks solution

29. Suppliers
Needs Solution
No additional cost of No network fees or
doing business processes to support
Ease of adoption Innovation e.g.
Universal Search

30. Frictionless Transition
Familiar & convenient user interface
Weave into daily life

31. Demonstrate Success

32. 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

33. Benchmark Metrics
Effectiveness Productivity
Spend under management Transaction cycle time
User adoption = customer PO & invoices processed
satisfaction per FTE (#)
% saving / spend Support costs – not just IT

34. Communicate Success

35. CFO Financial Books
Sales & Mktg Customer Records
HR Personnel Files
Procurement Spend Transactions

36. Coupa + Pandora
Steve Cakebread
Chief Financial Officer
Pandora Internet Radio
36

37. 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 fans
37 Confidential and proprietary

38. 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 compliance
38 Confidential and proprietary

39. 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 expenses
39 Confidential and proprietary

40. 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 controls
40 Confidential and proprietary

41. 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
ecosystem
41 Confidential and proprietary

42. 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 management
42 Confidential and proprietary

43. 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 efficiently
43 Confidential and proprietary

44. 44 Confidential and proprietary

45. High Performance Procurement Mastery
Christopher Brousseau
Global Commercial Sales Director
Accenture Inc.
45
Confidential and proprietary

46. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

47. 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 company
Copyright © 2012 Accenture All Rights Reserved. 47

48. 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

49. Big Picture:
High Performance Procurement Mastery
Accenture’s High Performance Procurement Mastery Study looked at the profiles of over 430
responding 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
Technology
Copyright © 2012 Accenture. All rights reserved. 49

50. 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
assets
Copyright © 2012 Accenture All Rights Reserved. 50 50

51. Successful Approaches
Business 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.

52. 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

53. Successful Approaches:
Change Management Value Tree
Key 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

54. 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 company
Copyright © 2012 Accenture All Rights Reserved. 54

55. Sustaining Success
View 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

56. Client Case Study
Simplifying processes,
standardizing and enabling with
technology has increased control
for leading European financial
services 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.

57. Thank You and Next Steps
We 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

58. Thank You!