This document provides an agenda for the "Effective Supply Chain Finance" conference happening on June 3, 2015 in Amsterdam. The agenda includes sessions on supply chain finance regulations, using SCF as part of working capital strategies, engaging procurement and treasury teams, financing capital expenditures through SCF, and technologies that could enable future SCF programs. The conference aims to help treasurers and procurement professionals learn how to enhance working capital, increase liquidity, and mitigate risks through effective supply chain finance programs.

1. Wednesday 3 June 2015
Hilton Amsterdam
Amsterdam, The Netherlands
Official sponsors
Technology sponsors
Effective Supply
Chain Finance
Achieving robust supply chain finance:
Your adaptable tool kit
Never has it been more important to be aware of the potential of your
global corporate supply chains. With regulations such as Basel III
putting bank funding under pressure, a low interest rate environment
and uncertain global growth, corporates are looking at their own supply
chains in new ways. Supply chain finance (SCF) is an umbrella term
covering a suite of tools ranging from financing suppliers through trade
and receivables finance and discounts to buyer funding
Treasury is uniquely placed to understand the range of financing programmes
that are available and what is needed to finance your company, your
customer or your supplier efficiently. Where in the chain needs finance and
what needs working capital and where are the risks and opportunities?
What technologies and tools can be used to make the best of visibility,
reconciliation, reporting and liquidity management?
But treasury doesn’t work alone. Procurement is a critical partner in the
success of any supply chain finance agenda. While often driven by cost
reduction metrics, canny buyers are aware that relentlessly driving down
costs can risk alienating core suppliers and disrupting the supply chain.
SCF must be looked at as an array of tools to ensure integrity of suppliers
which can also embrace good corporate citizenship within the context of
achieving optimum working capital and funding along the whole chain.
This agenda examines how best to make SCF work, what the pitfalls and
challenges are, and how regulations and technology will affect the future.
What’s on the agenda?
Learn about the latest
regulations
Find out how procurement
and treasury can work best
together to create successful
programmes
Learn how to make SCF a part
of an adaptable working capital
toolset
Find out how SCF can be used
not just for operational capital
but for long term capital projects
Learn how to get the ‘long tail’
of smaller companies engaged in
SCF programmes
Decide what works best and
find out how suppliers can have
more choice of when to pay
Understand how SCF
technologies will evolve in the
future
Who should attend?
Treasurers who are responsible
for their financial supply chain
and who want to understand
how to enhance working capital,
increase liquidity and mitigate
risks
Procurement professionals
working with treasurers
Banks, technology and platform
providers who want to meet
with procurement and treasury
professionals to understand the
challenges they face
Global sponsor

2. 08:00 Registration, refreshments and exhibition opens
09:00 Regulation insights: Spotlight on the real risks for late payers globally
One key driver for many SCF programmes is extending payment terms.
However, regulators worldwide are focusing on late payers. There’s the rub.
The European Late Payments Directive and the US SupplierPay initiative
are two such plans. Punitive threats for late payers abound (the threatened
1% of turnover fines in the supermarket sector in the UK from the new
groceries regulator is just one example). Negative publicity of being branded
a late payer shows it’s not good for the company’s brand either as ‘naming
and shaming’ has become more common in the media. Sometimes SCF
programmes can be hit by such publicity, and sometimes they are caught
erroneously in the crossfire. What is the real state of global late payments
regulation? What’s the accountants’ response? Should corporates start
accruing against potential claims from suppliers and fines, as one accounting
firm suggests? Could it be fatal for suppliers to pursue late payments via the
regulators? Is it still a policy to move procurement away from hotspots where
the regulation has turned? In short, what are the real risks for late payers and
what will be the impact on SCF?
09:40 SCF as part of an adaptable working capital toolset
As the economic cycle begins to turn in certain markets, having the flexibility
of moving from a cash heavy position to cash light (and back) can be key.
Effective working capital management highlights the kind of liquidity that
can be pushed out to generate cash, or used. It’s not an either/or situation.
The good thing about having a SCF programme in place is that you can use
internal funding when you choose. That all sounds nice in principle, but what
does it mean in practice? This company has embraced SCF as part of its tool
set for funding. What challenges has it faced and how has it overcome them?
How does it measure its success?
10:30 Refreshment break
11:00 Procurement and treasury at the top table: Mobilising at all levels
Championing and communicating a SCF programme means you need to
make a clear internal business case. The practicalities of making that case and
clarifying it with all parties – from board level downwards or from procurement
upwards are challenging. Procurement is a key link in the whole supply chain
finance process. Successful programmes must engage procurement, sales
and inventory management with the right incentives and metrics to make
sure that suppliers are truly part of the chain. What are the fault lines between
treasury and other business functions, and how can they be overcome? Any
programme must ensure that offering finance is not simply dependent on
extending credit terms. If linkage is overt or implied, then accounting rules may
force reclassification from accounts payable to debt. It’s important to mobilise
accounting and audit at an early stage and align key performance indicators.
Hear a candid discussion between procurement and treasury and a focus on a
procurement-led initiative and a treasury-driven one.
11:40 Engaging SCF as a capex tool
Traditionally, SCF has been looked at as a way of looking at funding
operational capital – but suppliers of large capital items can be brought under
the umbrella of a programme. Here is the evidence. This company wanted to
improve the strength of its supply chain and also standardise payment terms
at the same time to improve working capital. Indeed, those terms have been
brought out to up to 360 days. How has it achieved the rollout of two SCF
programmes in rapid succession (three months and six weeks respectively
with 95% of targeted suppliers onboard)? And how has it managed to do so
when it turns the standard argument for SCF on its head – it is not the best
rated credit in the chain?
Fabrice Legoux, Director Operational Finance, Liberty Global,
The Netherlands
Marc Huijben, Head of Buyer/Supplier Sales Supply Chain Finance, ING,
The Netherlands
12:20 Lunch
14:00 Reverse factoring techniques to suit you
Reverse factoring programmes allow suppliers to get paid on an invoice
faster/immediately for a discount. This company is using such supplier
financing to increase days payable outstanding (DPO) as part of an extensive
long-range working capital management programme while supporting its
smaller suppliers and improving internal processes. It’s now extending the
programme’s reach out of Europe. This programme has already had an impact
on the robustness of its supply chain, and its smaller suppliers. How will it
extend the programme into different markets?
14:40 Getting over the late payments hurdle the dynamic way
Giving your suppliers a choice of when to pay can help reinforce relationships.
Detaching the source of funding from the technology used is a different way
to approach improving working capital management along the supply chain.
A more agnostic approach than seen in traditional early payment models
can be used when funding and the platform provider are separate (funding
can be own cash or third-party cash). E-invoicing has encouraged early
payment discounters, as have technology improvements that make invoices
more visible. For instance, companies with substantial volumes of invoices
can shave fractions of each invoice and make bulk savings. Discounting
programmes use a movable scale of discounts starting from what the supplier
wants to accept right down towards zero as the payment due date looms.
That means buyers can benefit from early payment discounts and suppliers
are empowered.
15:20 Refreshment break
15:50 All about the long tail: SCF for smaller companies
SCF has traditionally been the preserve of larger MNCs, but there can also
be a case for smaller companies. Short term financing whereby suppliers get
paid earlier by a bank while the buyer can extend payment terms is certainly
a draw. But banks hitherto haven’t been that keen on the long tail – going far
down the proverbial food chain of companies and towards lower-rated and
(albeit generally mid-sized rather than SME) smaller companies. The ratings
issue has been a concern in the Basel III environment. But ratings aren’t a
total block and increasingly, the buyer’s rating doesn’t have to be higher than
its suppliers’. Also, new trade finance structures may offer a more practical
operational tool for smaller companies who want to extend payment terms
and don’t want to use unwieldy/expensive letters of credit. Using deferred
payment Bank Payment Obligations (BPOs) may help bridge the gap between
supplier and buyer expectations and solve some of the risks of open account
trade. What have been the experiences and how do these offer ways to
improve financing for smaller companies?
16:30 The fundamental art of onboarding suppliers
There is no single type of supplier, in the same way as every company is
unique. So convincing your suppliers is not a one-size-fits all solution. In
practice, those suppliers accustomed to longer payment terms are more
likely to want to get onto SCF programmes if there is more flexibility. If DPO
extension is what your company wants, then there are a lot of variables to
take into account. Understanding what your supplier wants and what works
for them is key to the process. Sometimes suppliers are already participating
in other SCF programmes and that can help. Segmenting your suppliers is
important – and finding appropriate metrics to do that is an art as well as a
science. This session teaches you how to be such an artist.
17:10 Under the skin: Technologies for tomorrow’s SCF
Understanding the financing processes that will be available to corporates
in the future along the supply chain is a challenge. Disruptive innovations
from the increasingly familiar e-invoicing through to big data and the
developments in blockchain architecture are all actual, or potential, enablers
of improvements in supply chain financing infrastructure. For instance, will
the decentralised algorithms and ‘public ledgers’ that allow cryptocurrencies
to run without the intermediation of trust organisations mean a revolution
in the way supply chains can be operated? Will that mean that peer to peer
payments and collections, almost instantaneous and incredibly cheap,
become the key driver or is the blockchain simply a sideshow? What are the
potential risks and opportunities for tomorrow’s cloud and web-based SCF
and what will it all mean for tomorrow’s corporates and finance providers?
17:40 Conference adjourns to networking reception
For programme and speaker updates, please visit
www.eurofinance.com/escf
Effective Supply Chain Finance Wednesday 3 June 2015

3. 2014 in numbers
Registered delegates in 2014: 147
From the coporate sector: 75%
“A focus on Supply Chain Finance for a
conference was a great idea! Please set up a
follow-up conference!”
“A very useful conference with great insight
into SCF problems and opportunities.”
“A lively and interesting presentation with
a good balance of banking and corporate
viewpoints.”
Our delegates came from:
Austria
Belgium
Denmark
Estonia
Finland
France
Germany
Iceland
Ireland
Italy
Lebanon
Liechtenstein
Monaco
Norway
Poland
Portugal
Spain
Sweden
UK
USA
Netherlands
Switzerland
Delegate seniority:
Head/Treasurer/Director – 61%
VP/Deputy – 9%
Manager – 25%
Analyst – 5%
Join our LinkedIn group
eurofinance.com/linkedin
Follow us on Twitter
twitter.com/eurofinance
@EuroFinance
Join the Supply Chain Finance Group
Exclusively for corporate treasury and finance professionals,
the group is a unique knowledge sharing, problem solving and
ideas generation service. Members take part in benchmarking
surveys, group discussions and expert briefings on improving
working capital and using supply chain finance effectively.
Membership is currently free of charge.
www.eurofinance.com/ectn
Supported by

4. Sponsors and exhibitors
Taulia, the fastest growing SaaS platform for Supplier
Financing, transforms every invoice into a revenue
opportunity through automating and maximising
supplier discounts. Regardless of whether the early
payment is funded by the buying organisation, bank, or
third-party financier, Taulia ensures that all invoices are always available for early payment and
discount revenue is always adding to the bottom line. Some of the most innovative brands in
the world rely on Taulia, including Coca-Cola Bottling Co. Consolidated, Pfizer, Hallmark, and
many other Global 2000 companies. For more information, visit: www.taulia.com
Basware is the global leader in providing purchase-to-
pay and e-invoicing solutions in the world of commerce.
We empower companies to unlock value across their
financial operations by simplifying and streamlining key
financial processes. Our Basware Commerce Network, the largest open business network in
the world, connects 1 million companies across 100 countries and enables easy collaboration
between buyers and suppliers of all sizes. Through this network, leading companies around the
world achieve new levels of spend control, efficiency and closer relations with their suppliers.
With Basware, businesses can introduce completely new ways of buying and selling to achieve
significant cost savings and boost their cash flow.
Find out how Basware helps money move more easily and lets commerce flow at: www.
basware.com
Sponsorship and exhibition opportunities
There are a limited number of exhibition slots
available. If you want to showcase your solutions,
please email: edvirtue@eurofinance.com
Official Sponsors Technology Sponsors
Exhibitors
Global sponsor
Media partners
SWIFT is a member-owned cooperative through which the financial world
conducts its business operations with speed, certainty and confidence.
More than 10,800 financial institutions and corporations in over 200
countries trust SWIFT every day to exchange millions of standardised
financial messages. These institutions include corporates, fund managers,
broker-dealers, market infrastructures, market data providers, retail,
wholesale and custodian banks. Many of these institutions are also shareholders of SWIFT.
SWIFT enables its users to exchange automated, standardised financial information securely
and reliably, thereby lowering costs, reducing operational risk and eliminating operational
inefficiencies. SWIFT also brings the financial community together to work collaboratively to
shape market practice, define standards and debate issues of mutual interest.
ING Commercial Banking meets all of the banking
needs of corporations and large multinationals, as well
as financial institutions. With a history that stretches
back some 200 years, we have made a name for
ourselves by helping clients build successful businesses. We do this by ensuring we understand
their unique needs, by being a trusted advisor to them for the long term and by proactively
creating innovative solutions and executing them flawlessly. Delivering on this promise to our
clients has helped ING Commercial Banking become one of Europe’s leading commercial and
corporate banks and an important international player.
In addition to the basic banking services of lending, payments and cash management and
treasury, we provide tailored banking solutions in areas including corporate finance, leasing,
structured finance, commercial finance (factoring), equity markets and debt capital markets.
In short, we can finance your growth, manage your day-to-day banking needs and provide you
with a full range of banking solutions to help you achieve your business goals. We can help you
manage your business risks more effectively, and grow with more confidence.
We are a truly international team of more than 11,000 banking professionals with local
knowledge and a presence in 40 countries. www.ingcb.com
Oliver Petersen
Global Head of Supply Chain Finance, Transaction Services – Working Capital Solutions
oliver.petersen@ingbank.com | T: +31 20 57 68177 | M: +31 6 5262 5061
Jan-Jaap Atema
Transaction Services – Working Capital Solutions
jan-jaap.atema@ing.nl | T: +31 20 563 4246 | M: +31 6 5787 4288
Trade has been the foundation of HSBC since 1865.
Today, we are a leading provider of international trade
and supply chain finance solutions to businesses of all
types and sizes. With over 5,800 professionals helping customers trade across more than 56
countries, our local presence and global footprint gives us access to 87%* of the world’s trade
flows and unrivalled experience in solving today’s most complex trade challenges.
Processing over USD 1 million worth of trade turnover every minute*, we also deliver the
superior technology and platforms necessary to make it easier for businesses to connect to
new markets and trade partners around the world.
By working in partnership with our customers, we help them make better informed trade and
business decisions. Our comprehensive suite of products and services can be combined into
global solutions that help make it easier for businesses to manage trade risk, process trade
transactions and fund trade activities.
To find out how we can help your business, contact your local HSBC office, or visit:
www.hsbcnet.com/trade
*HSBC network analysis, Global Insights, UNCTAD July 2014
Banco Santander is a retail and commercial bank,
based in Spain, with a presence in 10 main markets.
Santander is the largest bank in the euro zone by market
capitalization. Founded in 1857, Santander had EUR 1.43
trillion in managed funds, 12,950 branches - more than
any other international bank - and 185,400 employees at the close of 2014. It is the largest
financial group in Spain and Latin America. It also has significant positions in the United
Kingdom, Portugal, Germany, Poland and the northeast United States. In 2014 Santander
made an attributable profit of EUR 5,816 million, 39% more than the previous year.
Santander Global Banking Markets is the global division for corporate clients and institutions
that require specially-tailored services or value-added wholesale products. The business is
structured in one customer coverage unit and three product areas:
• Global Transaction Banking: includes cash management, trade finance, lending and
custody.
• Financing Solutions Advisory: includes origination and distribution of corporate loans
and structured financings, bond and securitisation origination, corporate finance and Asset
Capital Structuring.
• Global Markets: includes the sale and distribution of fixed income, equity, interest rate
and inflation derivatives; trading and hedging of foreign exchange and short-term money
markets; distribution of bonds and brokerage of equities and derivatives for investment and
hedging solutions.

5. Fees include: Refreshments, lunch, full documentation and conference materials where available (they do
not include hotel accommodation). All fees are inclusive of published discounts. Bank transfer charges are
the responsibility of the payer. EuroFinance Conferences Limited reserves the right to alter the programme
content, speakers or course at any time due to circumstances beyond their control. Hotel accommodation: For
preferential rates please book through Zibrant, our official accommodation bureau, via either www.zibrant.com/
efc or call +44 (0)1332 285 518. EuroFinancestrongly advises that you reserve your hotel accommodation as
soon as possible as rooms will be subject to availability at the time of booking. Cancellation terms: Receipt
of this signed booking form (inclusive or exclusive of payment) constitutes formal agreement to attend this
conference/course and cancellation terms apply. Full refunds are available on all cancellations received in
writing (letter, email or fax) 28 days before the conference/course start date. NO REFUNDS OR CREDITS AFTER
THIS DATE AND ANY OUTSTANDING PAYMENT WILL BE REQUIRED IN FULL. The option to transfer to another
conference or course is subject to availability. All confirmation details will be sent upon receipt of the booking
form. Attendance fees will not be refunded (irrespective of the date of booking) in the event or threat of war,
terrorism or circumstances outside of the organisers’ control. Promotional discounts: EuroFinance regrets
that additional discounts received after the registration form has been submitted cannot be retrospectively
applied to reduce the original price charged. Dress: Business. Venue: Hilton Amsterdam, Apollolaan 138,
Amsterdam, 1077 BG, The Netherlands. Incorrect mailing: If any details on the mailing label are incorrect, email
update@eurofinance.com. NOTE: There will be photography and/or filming at this event and your image may be
captured by us and used for our business and promotional purposes, in printed publications, videos and/or on
our website. By registering for the event you are giving us your permission to use your image in this way. If you
have any queries about this, please email marketing@eurofinance.com. | © EuroFinance Conferences Limited.
1) GO TO WWW.EUROFINANCE.COM/SUPPLYCHAIN OR 2) FAX THIS FORM TO +44 (0)20 7576 8531
REGISTRATION FORM
Effective Supply Chain Finance
Tuesday 3 June 2015, Hilton Amsterdam, The Netherlands
You must quote this
code when booking:
Please complete in capitals and black ink
Person making the booking:
Tel:
Email:
Delegate details (please complete this section in full)
Dr/Mr/Mrs/Ms/Miss: First name(s):
Family name:
Position:
Department:
Company:
Address:
Country: Zip/Postcode:
Tel:
Email:
Signature: Date:
EuroFinance is part of The Economist Group. Occasionally, we would like to contact
you about new features, events, special offers and for market research purposes.
The Economist Group is a global organisation and operates a strict privacy
policy around the world. To find out more about our privacy policy, please go visit
www.economistgroup.com/privacy.
Tick this box if you’d like to hear from EuroFinance by e-mail
Tick this box if you’d like to hear from the other companies in
The Economist Group by e-mail
We’ll assume that we may contact you unless you tick these boxes:
No contact from EuroFinance by post
No contact from EuroFinance by telephone
Are you interested in in-house training? Yes No
Were you invited by a sponsor/exhibitor, if so which one?
Do you have any special requirements? (e.g. diet, hearing loop, etc.)
What is the annual turnover of your company?
under US$25m US$26m–US$100m US$101m–US$500m
US$501m–US$999m US$1bn–US$9.9bn over US$10bn
Delegate prices
Members of the corporate treasury or finance functions in corporations
1-day conference €300.00
Financial institutions/system suppliers/consultants/lawyers/accountants
1-day conference €669.00
Please add 21% Dutch VAT to the costs above. VAT must be paid irrespective of the
delegate’s country of residence.
Method of payment
Please debit € from my credit card and send me an invoice/receipt.
AMEX Eurocard Mastercard Visa Delta
Card number:
Expiry date: (MM/YY)
Cardholder’s signature:
Date:
Cardholder’s name:
Billing address if different from adjacent:
Please invoice me/my company
Bank transfer to: Barclays Bank PLC
Account name: EuroFinance Conferences Ltd
Sort code: 20-67-59
Account no: 66936633
SWIFT: BARCGB22
IBAN: GB23BARC20675966936633
Please include the delegate name and code 603 in the transmission details.
603
FOR ALL ENQUIRIES, CALL +44 (0)20 7576 8555 OR EMAIL REGISTRATIONS@EUROFINANCE.COM
WEB