Digital procurement aims to automate and streamline procurement processes through digital technologies. It defines procurement as the process of purchasing goods and services from external sources. The evolution of procurement has moved it from being savings-driven to focusing on generating business value through strategic supplier relationships. Digital procurement provides benefits like process automation, spend transparency, and efficiency gains over traditional paper-based procurement. It utilizes technologies like e-sourcing platforms, supplier portals, procurement suites, and analytics to transform the source-to-pay process.
CPQ - Configure, Price and Quoting ExcellenceBearingPoint
Realizing all potentials of the CPQ Excellence will lead to
reduced process complexity with direct impact on time,
cost and risk. Main key performance indicators will be
both higher win rates of your offers, as well as lower
quotation throughput times. CPQ Excellence takes
advantage of potentials in a systematic configuration,
pricing, and quotation process in a complex
business environment.
The low-interest period is forcing most insurers to control and monitor their financial investments. In contrast to a risk focused
approach seen in recent years, yield controlling and monitoring will have top priority. In order to reach this goal, many
insurers are modernizing and enhancing their data warehouses. BearingPoint is offering a predefined investment data warehouse comprising the most required KPIs, reports and the underlying data model.
Steps to a Successful E-Procurement Journey – A Program In ReviewSAP Ariba
When it comes to eProcurement, many of the toughest challenges are faced in the first couple years, but spend management is really a journey not a destination. Whether you are just considering beginning the journey, or whether you’re in your second decade, this session is a must attend. During this time we will hear how Bank of America has taken the vision of eProcurement to successful implementation, execution and beyond. We will look at many of the challenges they faced, technically, politically, and culturally, and the approaches that proved successful and not so successful. This will prove to be one of the most beneficial sessions to your journey in the upcoming years, whether you will be taking your first step or your 100th.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
CPQ - Configure, Price and Quoting ExcellenceBearingPoint
Realizing all potentials of the CPQ Excellence will lead to
reduced process complexity with direct impact on time,
cost and risk. Main key performance indicators will be
both higher win rates of your offers, as well as lower
quotation throughput times. CPQ Excellence takes
advantage of potentials in a systematic configuration,
pricing, and quotation process in a complex
business environment.
The low-interest period is forcing most insurers to control and monitor their financial investments. In contrast to a risk focused
approach seen in recent years, yield controlling and monitoring will have top priority. In order to reach this goal, many
insurers are modernizing and enhancing their data warehouses. BearingPoint is offering a predefined investment data warehouse comprising the most required KPIs, reports and the underlying data model.
Steps to a Successful E-Procurement Journey – A Program In ReviewSAP Ariba
When it comes to eProcurement, many of the toughest challenges are faced in the first couple years, but spend management is really a journey not a destination. Whether you are just considering beginning the journey, or whether you’re in your second decade, this session is a must attend. During this time we will hear how Bank of America has taken the vision of eProcurement to successful implementation, execution and beyond. We will look at many of the challenges they faced, technically, politically, and culturally, and the approaches that proved successful and not so successful. This will prove to be one of the most beneficial sessions to your journey in the upcoming years, whether you will be taking your first step or your 100th.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
Tool for individual and industry insurance Effcient solution to combine individualization and standardization for the quotation and policy process. Universal is a web-based solution for insurance companies to create standardized processes, business rules and modular products. It supports the insurance underwriter in managing the whole contract lifecycle in only one application, and ensures the traceability of all individually created products and product generations. It is compatible with other quotation and policy systems, and decreases the complexity of the IT infrastructure.
Huge deviations between actual and planned transport costs? Need for transport cost allocation down to product level? Unclear contribution margins of your customers? More than ten CO2 data requests from your customers per month? Annual requests from rating agencies to supply CO2 data? Carbon reduction goals include logistics? If those challenges are relevant for you, LogCOST can help you!
Procurement process outsourcing how it worksTutelam .
Tutelam Procurement Process Outsourcing Services Value Creation through Cost saving initiatives in Procurement function:
1.Process Improvement : Spend Categorization,Spend Visibility, Vendor Rationalization and Contract management.
2.Consolidation :Tail Spend Management, Category and Indirect Spend Consolidation.
For Support Contact info@tutelam.com visit us www.tutelam.com
Cloud Navigator is our tried and trusted way of helping you navigate quickly and effectively through the cloud. We offer incorporated cloud computing into your strategy, assessment of cloud computing scenarios & options, security & compliance check, sourcing & transformation advice, as well as adaptation of governance & operation.
Revenue Recognition is based on the new IFRS-Standard:
IFRS 15 sets out the requirements for recognizing revenue
that apply to all contracts with customers (except for
contracts that are within the scope of the Standards on
leases, insurance contracts and financial instruments).
IFRS 15 is effective from 1 January 2017 but earlier
application is permitted.
Transformation, Spend Control & eProcurement – Putting Strategy into ActionJon Hansen
eWorld Purchasing & Supply Conference
Day 2 - September 29th, 2010
12:00 to 12:30 PM Transformation, Spend Control & eProcurement – Putting Strategy into Action
Overview:
In this session we look at achieving efficiency gains and ROI with industry best practice in spend control and eProcurement.
Hear first-hand about emerging practice in spend control and eProcurement and how it can transform your procurement operations, improve efficiencies and deliver cash release savings.
The session will explore:
• Insights from the UK’s leading and most recent spend control projects
• Purchasing policy adherence and contract compliance
• Techniques to enhance procurement capacity and management of key supply markets
• Focus areas for planning future spend control initiatives
Speaker:
Joe Taylor, Director of Solutions, PROACTIS
Transitioning to a new software or platform for your business can be a challenging decision. However, when it comes to an eSourcing platform, the benefits definitely outweigh the challenges. From streamlining your business, to improving internal communication, eSourcing platforms like FlexRFP (TM) can greatly benefit your business.
Bista Solutions has a number of years of expertise in analyzing the requirements of organizations and developing applications to meet their business needs. We are also “Gold Partners” of ProcessMaker with a number of successful BPM implementations under our belt. We work with you to critically analyze the business processes you have in place and find ways of making them more efficient.
We also study the software systems which are in use and recommend a solution based on your existing infrastructure.We assure you with the best of our services with support and successful implementation of your business process across systems, including human resource, finance, Purchase, Administration and other customized process implementation.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and accounts payable processes. This creates challenges such as decreased efficiency and reduced stakeholder satisfaction.
Building a procure-to-pay process with a well-defined strategy and governance can provide your company with the foundation to realize significant benefits such as reduced staffing levels, improved liquidity, and increased savings. To learn more about how to adopt leading procure-to-pay practices, please visit www.scottmadden.com or contact us at info@scottmadden.com.
FORIS Business Intelligence for TelecomAftab Ahmed
FORIS is a tested and mature EDW/BI Solution with lower TCO and quick ROI for Communication Service Providers. Single stack provides Business Intelligence, Revenue Assurance & Fraud Management capabilities.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
This report examines options for procure-to-pay operations with a focus on improving Procure-to-Pay (P2P) process through a transformational approach that meets an organization’s procure-to-pay operations objectives. Authored by the Account Payables Network and sponsored by Datamatics Global Services. Visit http://www.datamatics.com
Tool for individual and industry insurance Effcient solution to combine individualization and standardization for the quotation and policy process. Universal is a web-based solution for insurance companies to create standardized processes, business rules and modular products. It supports the insurance underwriter in managing the whole contract lifecycle in only one application, and ensures the traceability of all individually created products and product generations. It is compatible with other quotation and policy systems, and decreases the complexity of the IT infrastructure.
Huge deviations between actual and planned transport costs? Need for transport cost allocation down to product level? Unclear contribution margins of your customers? More than ten CO2 data requests from your customers per month? Annual requests from rating agencies to supply CO2 data? Carbon reduction goals include logistics? If those challenges are relevant for you, LogCOST can help you!
Procurement process outsourcing how it worksTutelam .
Tutelam Procurement Process Outsourcing Services Value Creation through Cost saving initiatives in Procurement function:
1.Process Improvement : Spend Categorization,Spend Visibility, Vendor Rationalization and Contract management.
2.Consolidation :Tail Spend Management, Category and Indirect Spend Consolidation.
For Support Contact info@tutelam.com visit us www.tutelam.com
Cloud Navigator is our tried and trusted way of helping you navigate quickly and effectively through the cloud. We offer incorporated cloud computing into your strategy, assessment of cloud computing scenarios & options, security & compliance check, sourcing & transformation advice, as well as adaptation of governance & operation.
Revenue Recognition is based on the new IFRS-Standard:
IFRS 15 sets out the requirements for recognizing revenue
that apply to all contracts with customers (except for
contracts that are within the scope of the Standards on
leases, insurance contracts and financial instruments).
IFRS 15 is effective from 1 January 2017 but earlier
application is permitted.
Transformation, Spend Control & eProcurement – Putting Strategy into ActionJon Hansen
eWorld Purchasing & Supply Conference
Day 2 - September 29th, 2010
12:00 to 12:30 PM Transformation, Spend Control & eProcurement – Putting Strategy into Action
Overview:
In this session we look at achieving efficiency gains and ROI with industry best practice in spend control and eProcurement.
Hear first-hand about emerging practice in spend control and eProcurement and how it can transform your procurement operations, improve efficiencies and deliver cash release savings.
The session will explore:
• Insights from the UK’s leading and most recent spend control projects
• Purchasing policy adherence and contract compliance
• Techniques to enhance procurement capacity and management of key supply markets
• Focus areas for planning future spend control initiatives
Speaker:
Joe Taylor, Director of Solutions, PROACTIS
Transitioning to a new software or platform for your business can be a challenging decision. However, when it comes to an eSourcing platform, the benefits definitely outweigh the challenges. From streamlining your business, to improving internal communication, eSourcing platforms like FlexRFP (TM) can greatly benefit your business.
Bista Solutions has a number of years of expertise in analyzing the requirements of organizations and developing applications to meet their business needs. We are also “Gold Partners” of ProcessMaker with a number of successful BPM implementations under our belt. We work with you to critically analyze the business processes you have in place and find ways of making them more efficient.
We also study the software systems which are in use and recommend a solution based on your existing infrastructure.We assure you with the best of our services with support and successful implementation of your business process across systems, including human resource, finance, Purchase, Administration and other customized process implementation.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
Establishing integrated end-to-end processes is a top priority for many companies. However, most have disconnected sourcing, purchasing, and accounts payable processes. This creates challenges such as decreased efficiency and reduced stakeholder satisfaction.
Building a procure-to-pay process with a well-defined strategy and governance can provide your company with the foundation to realize significant benefits such as reduced staffing levels, improved liquidity, and increased savings. To learn more about how to adopt leading procure-to-pay practices, please visit www.scottmadden.com or contact us at info@scottmadden.com.
FORIS Business Intelligence for TelecomAftab Ahmed
FORIS is a tested and mature EDW/BI Solution with lower TCO and quick ROI for Communication Service Providers. Single stack provides Business Intelligence, Revenue Assurance & Fraud Management capabilities.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
This report examines options for procure-to-pay operations with a focus on improving Procure-to-Pay (P2P) process through a transformational approach that meets an organization’s procure-to-pay operations objectives. Authored by the Account Payables Network and sponsored by Datamatics Global Services. Visit http://www.datamatics.com
The Hartford's Michael Knipper on Blueprint for Rapid and Sustainable Spend M...SAP Ariba
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PROCQUR - purchasing process in supply chain managementPROCQUR
The purchasing process plays a critical role in supply chain management, serving as the foundation for effective procurement and inventory management. However, understanding and optimizing this purchasing process in supply chain management can be a complex task for organizations.
PROCQUR
Office No:26, 18th Floor, One By Omniyat, Business Bay, Dubai, UAE
971 42432543
The presentation is about procurement and sourcing strategies. The process, types, importance and goals of procurement and sourcing have been discussed briefly.
Purchasing and procurement in Material managementKaustubh Vartak
Purchasing is a subset of procurement. Purchasing generally refers simply to buying goods or services. Purchasing often includes receiving and payment as well.
. Strategic Sourcing Contingent upon the business and industry, the articulations "sourcing," "purchasing" and "procurement" might be utilized correspondingly to depict the capacity of getting supplies and managing the interaction, with sourcing considered more strategic, and purchasing and procurement used to suggest the genuine functional capacity.
Realizing The Full Potential Of Your SAP Procurement SystemsSAP Ariba
You've invested tremendous time and money into implementing one or more instances of SAP SRM, PM or MM. Why not the the most out of them? Capture more spend and more suppliers and eliminate your catalog management burden. Hear from companies that have successfully leveraged cloud-based solutions and business networks to extend the reach and ROI of their existing procurement software from SAP, providing an improved user experience, enabling all spend categories, reducing costs, and improving compliance.
Similar to Digital Procurement: More Important Now Than Ever (20)
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This is the presentation made by Sai Vaidya in one of the G2G session at Kissflow on her journey through the Leadership and Self Deception program aka LSD.
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The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
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2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
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Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
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Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
4. What is Procurement
Procurement is
the process of
purchasing and
acquiring
products or
services from
external sources
Procurement
activities includes
but not limited
to- purchase
planning,
sourcing,
negotiation, risk
management,
legal and value
analysis
Procurement
aims to boost
corporate
performance by
negotiating
better deal from
the suppliers
Procurement
role is constantly
evolving and has
changed from
being savings
driven in to value
driven
Procurement
aims to generate
business value
by establishing
multi
dimensional
relationships
with suppliers
6. Procurement Evolution in Time…
LEGEND Early Days Growth Stage Mature
Technology
Future EventTraditional
Procurement
Paper based, Highly
Transactional Driven
Procurement transactions
aided by Mainframes, PC,
ERP, EDI
Internet Driven
Communications
Internet Enabled
Procurement
Cognitive
Procurement
< 5 Years
Digital
Procurement
RPA / AI / ML / Blockchain /
Digital Currency
Cognitive
Procurement
Today
Electronic
System Driven
Internet Aided
Communications via Emails,
Supplier Websites
Digital Procurement is software
that captures and automates
existing manual S2P transactions
in to automated, rules-based,
platform driven process,
interfacing and exchanging data
across multiple systems, including
web-based
and local applications
Cloud Suits, Supplier
Networks, Analytics
Orange Scape Software, Inc, - Confidential - @All Rights Reserved
7. Traditional Vs Digital Procurement…
Online
Search
Online
Agreed
Online
ePO
Online
Confirm
ed
Online
Ship
Notice
Online
GRN
Online
Invoice
Online
Remit-
tance
Compliance – Hard Savings Expediting / Operational Excellence Invoice Automation
Have it
approved
Send Purchase
Order
Confirm the
reception
Reconcile
Invoice
Identify what
you need
Check if
supplier agrees
When will it be
delivered?
Inform about
Payment
9. Why do they invest in Digital Procurement
Procurement represents major
function of the business, having
operational and commerce impacts
on multiple departments
Average company spends as low as
35 to as high as 65 percent of its
revenue on purchases from third
parties
Procurement process excellence
and strategic sourcing initiatives
alone can drive 7-14 percent of
realized savings
Yesteryear companies focused on 60-70
percent of in-house value addition, with
advent of globalization less than 20
percent of value is in-house, rest is
managed from external sources
Future businesses is volatile and highly
unstable owing to interoperability of
global markets, focus on procurement is
moving away from cost savings and in to
revenue contributors via value addition
initiatives like Supply Risk
Procurement Finance initiatives like – early
payment discounts, reverse factoring
initiatives provide more ROI than traditional
treasury investments making procurement
direct contributor in revenue
10. Business Challenges & Procurement
Opportunities – Post COVID
Business Challenges – Post COVID Digital Procurement Opportunities
Compete in an increasingly global market and realize profitable growth
strategies
• Create supplier partnership agreements, service contracts to support
new products or services introductions in new emerging markets
Ongoing cost reduction and profit margin pressure
• Strengthen e Procurement capabilities to realize bottom line saving
targets via process efficiencies
Manage the cost and availability of products and services as well as
fluctuating prices and scarcity of raw materials …
• Explore emerging supply markets, identify alternative sources of
supply or find substitute products and services by leveraging RF(x) /
Auctions capabilities
• Leverage spend analysis capabilities for improved decision making in
procuring raw materials, negotiating long term contracts with suppliers
• Use eProcurement & Supplier portal capabilities to manage supply
schedules and re-prioritize based on forward demand and forecasts
Increased focus on innovation, time to market, or new product and/or
service introductions
• Leverage supplier capabilities in product, service, and process
innovation by establishing strategic relationship with supplier, leverage
supplier information & performance management capabilities to
understand supplier’s business better
• Establish and optimize true interdisciplinary cross functional teams
that operates both between organizational departments as well as
with suppliers by using user management, workflow management
capabilities
• Design, implement and operate a procurement operating model which
allows for changing strategic and operational needs
11. Business Challenges & Procurement
Opportunities – Post COVID
Business Challenges – Post COVID Digital Procurement Opportunities
Realize and sustain value from mergers, acquisitions, and joint
ventures
• Leverage scale and best practices to obtain better pricing
and terms & conditions whilst maintaining consistent and
integrated / centralized procurement practices and
policies
Meet legal, financial, and safety regulations. Reduce legal,
financial and operational risk to the organization
• Meet regulatory and internal control standards for all 3rd
party working relationships by leveraging supplier risk
management components
• Mitigate risk and ensure value delivery and cost
competitiveness of suppliers by effective contract,
supplier, and risk management
Optimize the organization's operating model for tax and legal
structures
• Realize tax benefits by redesigning the procurement
organization using supplier profile analysis, identify and
engage with suppliers with government Aides and tax
benefits
13. Digital Procurement Technology- Source to
Pay Cycle
Yes
Pay NoOn Time
Payment ?
Discounting
Penalties
Payment Terms Discounting
PAY
Email / Login #4 (Status &
Discounting)
Paper Invoice
eInvoice
Open and
File
Scan &
OCR
Gather all
invoices
Manage
Exceptions
ReconcileINVOICE Paper / Login #3
Automated
Source / Contract Tender Contract
Supplier
Base
Track KPI
Publish in
Catalogues
PRICE Email / Login #1
Email / Login #3 (PO)
Login #2 (catalogue)
Catalogue Search
Request & Approve
Receive
Start
Request
Search Fill/amend
accounting
Approval
Workflow
Receive Receiving
Workflow
PO
GRN
Time Sheets
Items
Forms
Services
Contract
14. Digital Procurement Components
1) Find a Deal (Sourcing)
Spend Visibility Community Sourcing & Contracts
Analyze Discover Plan Negotiate
Track Info
and KPI
2) Sign the Deal 3) Broadcast it
Sourcing & Contracts
Contract
Storefront
Catalogue
4) Buy it 6) Pay
Sourcing
Contracts
Purchase Orders
Shipping Notices
eInvoices
Invoice Status
Payment Status
Early Payments
Catalogs
Supplier
Collaboration
SeamlessCollaborationWith
Supplier
5) Be Invoiced
eProcurement
Request Approve Receive
Process
Invoice
Pay
Finance
15. What is needed ?
Order
Pay
Find
& Catalogue
Engine
Spend Analysis
eSourcing
eContracts
Negotiate
A Buying
Tool
A
Supplier
Portal
An
Accounts
Payable Tool
Best
Value!
16. The Buying Tool
Procurement
Purchase Requisition
Cost Assignment
Contract Compliance
Approval Workflow
Buyer’s tools
Purchase Order
Management
Shipment Notice
Visibility
Goods/Service
Reception
Invoice Approval
Payment Booking
And more…
KPC
A Buying Tool
KPC
17. A Catalog Content Engine
CatalogManagement
A Catalog Engine
30% more Complaint
Internal (private) Catalogs
External Catalogs
Catalog Reporting
Catalog Validation
Catalog Reporting
Content Validation
And more…
KPC
18. The Supplier Portal
KPCSupplierPortal
KPC
Supplier Portal
Purchase Orders
Change Orders
Cancellation Orders
Advanced Shipment
Notices
Invoices
Invoice Status
Remittance Advices
Catalog Management
And more…
KPC
19. The Accounts Payable Tool
KPCInvoiceAutomation
Accounts Payable Tool
Invoice Creation
Credit Notes
OCR Invoice
Invoice Reconciliation
Tolerance Settings
Invoice Dispute
Approval Management
Early Payment Discounts
And more…
KPC
21. Catalog
Buying Tool Benefits
Screwdriver for the
technician
Complex
services
architectural
services
Collaboration
Facilities
management
Free-text
Business for the
manager
Forms
Work gear for the
team
Policy Compliance
One Process
Unified Requisition Management
One Interface
Process Automation
Spend Transparency
Efficiency Gains
22. Buying Tool Benefits
Process Groups Free Text Simple Items
Items with
Options
Services Complex
Buying
Process
Free
Descriptions
Catalog
PO against
Contract
Invoice Against
Contract
Collaborative
Pricing
Compliance
“n Bids & Buy”
Audit
Catalog Contract Contract Contract
Fulfilment
Goods or
Services Receipt
Spot Receipt
Goods or
Services Receipt
No Receipt
No Receipt
Milestones
Goods Receipt
Invoice
Reconciliation
PO & Goods or
Services Receipt
PO & Goods
Receipt
PO, Contract &
Receipt
PO & Contract
Contract
PO & Milestones,
Time-Sheets,
Goods Receipt
Implementation
Effort
Tool Needed
Spot Buy/
Collaboration
Catalogue
Smart Forms in
Catalogues
“Contract Flip”
invoices
Various: Kits &
Bundles,
Punch-outs,
Contracts
23. The Supplier Portal Benefits
InvoiceCatalog
Procurement
PO
Change Order
Cancel Order
Order Confirmation
Adv. Shipment Not.
Spot Buys
Catalog Upload
Catalog Change
Buyer Approval
Invoices
Invoice Status
Remittance Adv.
For 1 supplier this means:
• 5 profiles to manage
• 5 separate logins
• 5 separate process
• 5 separate supplier
approaches
SIPM
Certifications
Profile Details
KPI Management
Source RFx
eAuctions
Supplier Data
24. The Supplier Portal Benefits
KPCSupplierPortal
End to End digital
transformation across
all the touch points
Invoice
CatalogProcurement
PO
Change Order
Cancel Order
Order Confirmation
Adv. Shipment Not.
Spot Buys
Catalog Upload
Catalog Change
Buyer Approval
Invoices
Invoice Status
Remittance Adv.
SIPM
Certifications
Profile Details
KPI Management
Source RFx
eAuctions
Supplier Data
25. Accounts Payable Tool Benefits
Quality of
data
received
Inbox
Paper
EDI
Email
eInvoiceRules
Open – Scan – Archive
Integrate
File – Process
Ready
26. Accounts Payable Tool Benefits
OCR Scanning
Solution
Paper & EDI
Supplier Portal
Legal
Invoice
Mail, email,
fax, EDI
Workflow
OK
WRONG
Credit
Memo
Legal
Invoice
System
Check
Workflow
OK
WRONG
Credit
Memo
WRONG
Legal
Invoice
Business Rules Workflow OK
WRONG
27. Accounts Payable Tool Benefits
Invoice
Receipt
Data Entry of
invoice to
system
3 way match
Process
Exceptions
Supplier
Inquiries
Paper
Process
AP AP AP Proc AP AP
Scan / email /
Paper
Auto AP AP Proc AP APAuto Auto
Digital Invoice Proc APAuto Auto Auto
Proc
Proc
Auto
28. Benefit of Electronic Invoices on Exceptions Reductions
30%
Now Year 2 Year 4
3%
Invoice Exceptions Reduction
From Electronic Transactions
Benefits of eProcurement + eInvoicing
15%
29. Benefit of Electronic Invoices on Exceptions Reductions10X Benefit to eInvoices when ePO is used
30%
Now Year 2 Year 4
3%
Invoice Exceptions Reduction
From Electronic Transactions
Benefits of eProcurement + eInvoicing
15%
30. Supplier Portal : Orders – Expediting - Invoicing
User&MasterData
Request &
Approve
Requisition Import Invoice & OK to Pay CopyGRN ImportPO Copy
Receiving
One
Single
Hub
Contract
Purchase Order
Blanket Order
Invoice
Management
Conceptual Architecture…
Badging System
(Temp Labor)
Item Master Mappings
Contract
Terms
Catalogue
Spot
Buy
MM / DA
Budgets &
Accounting
HR System
(Users)
MM / DA
32. Procurement Initiatives Post COVID 19
Cost Reduction Drive Business Actions Enabling Tech Capabilities
Limit non catalog expenditures • Monitor and reject invoice only spends ( without
PO or Contracts)
• E Procurement Tool with dynamic workflow
capabilities
• Contract Management
• Invoice Reconciliation
Enforce stringent budget controls and
mandatory approvals
• Apply category specific budget controls,
• Notify budget owner if budget limit crosses more
than 80 %
• Budget Controls,
• Budget Approver Workflow,
• Budget Notifications
Bring more spend under management • Identify addressable vs non addressable spend
and bring all the spend categories and suppliers
under eProcurement suite
• Spend Analytics,
• Category Management Capabilities
• Budget Allocation
Analyze and prioritize spend based
categories
• Analyze spend data to understand high spend
categories and re-allocate priority to high impact,
revenue linked expenditures
• Spend Analytics,
• Category Management Capabilities
• Budget Allocation
Review supplier contracts and
re-negotiate terms to Increase tiered
pricing discounts and reduce MOQ
terms
• Review contracts nearing expiry dates
• Contracts older than 2 years and contract with
high spend records to re-negotiate terms to reflect
current market scenario
• Contracts Management,
• Custom Reports
33. Procurement Initiatives Post COVID 19
Supply Risk Management Business Actions Enabling Tech Capabilities
Enhance visibility of supply network • Identify critical suppliers across critical categories that
impact revenue
• Identify supplier geo location to note risks and
capacity constraints
• Monitor public data sources for litigation, solvency,
downsizing proceedings
• Supplier Risk Management
• Supplier Information & Performance Management
Systems
• Supplier Portal
Plan for proactive buffer stocks with
the high risk supplier categories
• Readjust forecasts to manage the forward demand
and identify required buffer stocks
• Plan for business contingency and evaluate
alternative suppliers
• Spend Analytics, Planning & Forecasting
• Category Management Capabilities
• Inventory Management
• Supplier Risk Management
• Supplier Information & Performance Management
Systems
Diversify supply base to mitigate risks • Identify alternatives for high risk/impact suppliers
• Initiate new supplier qualification process, establish
local supply base
• Split the demand between 2-3 identified vendors
• Spend Analytics, Planning & Forecasting
• Category Management Capabilities
• Inventory Management
• E Procurement, Contracts, Sourcing
• Supplier Risk Management
• Supplier Information & Performance Management
Systems
• Supplier Community, Marketplace
Co-work with critical suppliers to offer
a joint recovery plan
• Setup recurring status check calls with suppliers to
understand their supply capability, production
stoppage issues to monitor risk for critical categories
• Work with suppliers to absorb shock and ensure
business continuity plans are In place
• Spend Analytics, Planning & Forecasting
• Category Management Capabilities
• Inventory Management
• Supplier Risk Management
• Supplier Information & Performance Management
Systems
34. Procurement Initiatives Post COVID 19
Working Capital Management Business Actions Enabling Tech Capabilities
Enable Virtual Card Payments • Identify tail spend suppliers with ACH / Cash payment
methods and re-negotiate payment methods
• Digital Payments
• Supplier Portal
• Invoice Reconciliation
• Spend Analytics
Invest on early payment discounts
programs
• Invest on offering better terms of early payment
discounts that would help the supplier and contribute
to revenue by yields on reverse factoring
• Digital Payments
• Supplier Portal
• Invoice Reconciliation
• Early Payment Discounts
Re-negotiate payment terms with
suppliers to increase DPO ( Days
Payable Outstanding)
• Identify suppliers with more favorable payment terms
and re-negotiate the payment terms to increase WCM
position
• Contract Management Capabilities
• Supplier Information & Performance Management
Systems
• Invoice Management
Route more spend to suppliers with
tax incentives, government aides
• Profile suppliers with WMBE, and other government
aid eligible categories
• Engage with identified suppliers to extend payment
terms and more favorable discount terms
• Spend Analytics, Planning & Forecasting
• Category Management Capabilities
• Inventory Management
• E Procurement, Contracts, Sourcing
• Supplier Information & Performance Management
Systems
• Supplier Community, Marketplace
Dispose inventory to unlock value • Take stock of existing inventory value and expected
receivables value, increase monetization by disposing
or consuming
• Identify goods within return eligibility dates and
return goods to supplier if applicable
• Spend Analytics, Planning & Forecasting
• Category Management Capabilities
• Inventory Management
• Supplier Information & Performance Management
Systems
36. Scenario: This department has 10 or so employees who
perform the purchasing function. There are looking to
make themselves more efficient through the use of
procurement software. Here are a few facts listed below
about their situation:
On Premise Year 1 Year 2 Year 3 Year 4 Year 5 Total
License 15000 15000
Support 3000 3000 3000 3000 3000 15000
Upgrade 0 0 7500 0 0 7500
Server 4000 0 0 4000 0 8000
Database 4800 800 800 800 800 8000
App Server 4800 800 800 800 800 8000
Implementation 20000 0 12000 0 0 32000
Internal Support 15000 15000 15000 15000 15000 7500
Training 5000 0 5000 0 0 10000
On Premise Total 71600 19600 44100 23600 19600 178500
Cloud Year 1 Year 2 Year 3 Year 4 Year 5 Total
Subscription 15000 15000 15000 15000 15000 75000
Implementation 15000 0 0 0 0 15000
Training 0 0 0 0 0 0
Support 0 0 0 0 0 0
Cloud Total 30000 15000 15000 15000 15000 90000
•Total Costs (On Premise) :- 1,78,500 USD
•Total Costs (KPC Cloud) :- 90,000 USD
•Cloud Cost Benefits : - 88,500 USD
•KF Procurement Cloud is 49.6 % more
beneficial compared to on premise
Business case assumptions- “Mid Sized
Department”
• $600K in purchasing expenditures per year
• Need to automate PO creation and make issuing PO’s to suppliers easy
• Choice 1: On-premise software that costs $15,000 USD up-front
• Choice 2: KF Procurement Cloud software that costs $15,000 - $20,000
USD per year
37. Cost Benefits - “Mid Sized Department”
Hard Benefits: Come from firm commitments to make measurable differences in the amount of
revenue generated or savings realized. When claiming hard benefits, companies will actually reduce
their expenses budget because of the project impact
Benefits (5-Years)
Activity
AP Automation FTE Savings
AP Automation Efficiency Gains
Request to PO Savings
Printing Cost Reductions
Invoice Processing Cost
Total Benefits (Projected)
Cloud ( 5 Years)
Low Estimate ( in USD) High Estimate ( in USD)
400,000 600,000
400,000 600,000
30000 90000
43750 175,000
700,000 21,00,000
1.5M 3.5M
FTE Assumptions:
• Minimum 1 FTE reduction owing to AP
automaton is assumed
• FTE Cost per annum is assumed as low as
80,000 USD and as high as 120,000 USD
• Cost savings is projected by multiplying FTE
cost * 5 years
Efficiency Assumptions :
• Printing Costs: Benefits of saving low
estimate of 0.25 USD - high estimate of
1.00 USD per page multiplied by 30 % of
assumed invoice count of 35000 * 3 pages
* 5 Years
• Sterling commerce report projects cost of
invoice processing as low as 5 USD to as
high as 15 USD. Invoice Automation could
potentially save 80 % of 35000 invoices * 5
or 15 USD multiplied by 5 years
• Forrester Benchmark states that 1 FTE can
process 7500 Invoices per year and using
ePO and e Invoice same FTE can process
35000 Invoices – increase of 366 %
throughput- Our benefits is calculated as
cost avoidance of adding 1 more FTE’s to
AP * 5 Years- adjusting for future growth
and scalability
• Request to PO process can save as low as
1% and as high as 3% gains in company
spend of assumed 600K USD * 5 Years
Soft Benefits: Come from firm commitments to make measurable differences in the amount of
revenue generated or savings realized. However there may be some risk of attaining the benefits
from other factors. Benefits associated with increased throughput owing to digital capabilities is
considered as soft benefit or cost avoidance
39. Digital Procurement Challenges
Goal of the transformation is unclear
● Many companies don’t know where to focus or how to adopt the many technologies available,
be it stand alone procurement suits or advanced analytics, automation, AI driven suits. The result
is an ongoing debate about which methodology to use and how to adopt the right digital tools
Lack of coordination and support within Organization
● Many companies dive into digital with a disconnected approach, hoping that at some point the
efforts will simply click together. Unfortunately, that’s rarely the case. Instead, efforts are often
disconnected, duplicated and irrelevant in many cases
Lack of cost commitment
● Many companies hesitate to embark on digital transformation journey owing to the exorbitant
costs involved from the existing software and service providers. This stands in contrast to the
cost saving goals of procurement organizations
Resistance to change
● Digitalization brings new opportunities, especially in Source-to-Pay, SRM activities however
procurement managers would like to extend their existing operations in digital mode. This
defeats the purpose of digital transformation and provides no measurable results or future
scalability aspects
40. How to overcome these challenges
Have a clear picture of the digitalization needs.
● There’s a broad range of digital solutions and technologies that can add value across the
procurement value chain, before deciding on which technology to use, assess your current maturity
levels. Your primary goal should be to digitalize all the analog driven activities. Phase by phase
transformation is more successful than big bang change
Lack of coordination and support within Organization
● In the future, procurement will no longer be a large siloed department but will be integrated into the
broader organization’s value chain. Unnecessary processes will be removed, and each functional
resource will have to come together to form a network of expertise to address business issues. Form a
centralized, multi department- transformation team to coordinate the efforts
Lack of cost commitment
● Identify a tech partner with a full suite platform capabilities which offers end to end procurement
transformation without breaking the bank, Ensure that software capabilities are strengthened by
in-house implementation and advisory services offering a seamless, single window experience to the
customers
Resistance to change
● Select a technology partner who offers pre-built target operating models, refresher trainings and
dedicated customer success teams to help with the process transformation and change management
activities in a well designed, phased roll-outs
41. Kissflow
Procurement Cloud
Spend Reports
Turn data into
actionable insights
Procure to pay
e-Procurement
Guided Buying
Invoice
Automation
AP Automation and
Compliances
Strategic
Sourcing
Sophisticated Global
Sourcing
Contracts
Management
Contract workflows
& Execution
Supplier
Management
Manage Suppliers
And Risks
Inventory
Management
Track and Manage
Inventory
Expense
Management
Travel and
other Expenses