The document discusses digitalization in the construction procurement process. It describes how procurement digitalization can create value by (1) saving money through improved contract compliance and negotiation, (2) increasing control and compliance over purchasing, and (3) driving efficiency. Two case studies of companies that digitalized procurement processes - Ramirent and Sato - found successes like higher contract compliance, stronger negotiation power, and overall process improvements. Both companies outlined next steps like increasing automation and developing all key supplier partnerships into digital processes from start to finish.

1. Creating value in the
construction industry
How Procurement
Digitalization is…

2. CONTENTS
 Introductions
 The future vs the present
 The choice to digitalize
 Source-to-pay in construction
 Lessons learned

3. INTRODUCTIONS
Yaron Nadbornik,
CPO, Sato Oyj
Rowan Lemley, Head of
Product Marketing,
OpusCapita
Peter Andréas,
Sourcing & Trade
Manager, Ramirent

4. OPUSCAPITA BY THE NUMBERS
Established 1984
~350 Employees
65m € Revenue 2018
3000 Customers with
users in over 100
Countries
Over 1 Million Suppliers
and 100,000,000
eTransactions
Over 40,000,000
products and services
bought & sold
Over 130 Billion € in
payments annually

5. GLOBAL
PAYMENTS
PAYABLES
AUTOMATION
SOURCING &
SUPPLIER
ENGAGEMENT
RECEIVABLES
AUTOMATION
OPERATIONAL
PROCUREMENT
CASH
MANAGEMENT
Comprehensive
supplier information
management and
agile sourcing for
goods and services.
Improve your cash
inflows and reduce
the time spent
matching payments
to invoices.
Create a centralized
product catalog with
a modern guided
buying experience
with full mobility.
Consolidate and
optimize your in-
house bank and
liquidity
management
functions.
Enable control and
compliance over AP while
dramatically lowering
transactional costs.
Connect directly to over
200 banks, SWIFT certified
for global payment
coverage.
OpusCapita is a platform
that combines source-to-
pay & cash management,
enabling full source-to-cash
process optimization.
HOW WE SUPPORT YOU
CONNECT, TRANSACT
AND GROW ON THE
OPUSCAPITA BUSINESS
NETWORK

6. Ramirent – equipment rental company
Turnover 2018: 711 MEuro
SALES BY CUSTOMER SECTOR Q4 18
market position in 9 segments
~300 locations
~3,200 co-workers, ~150,000 customers
~25,000 equipment types
Sweden
38%
Finland
27%
Eastern
Europe
17%
Norway
18%
SALES BY SEGMENT Q4 18
Construction
57%Other
25%
Industrial
18%
#1
#1
#1
#1
6
Ramirent Group 18/09/2019
#1

7. SATO IN BRIEF
7th May 2019 HEADLINE 2019 7
In thriving cities people enjoy a high level of well-being.
• SATO homes 25,800
• Number of personnel 221
• Fair value of investment property €4 billion
• Operating area
• H e l s i n k i M A, Tampere, Turku, Jyväskylä, Oulu in Finland
• St. Petersburg in Russia
• Number of residents ~48,000
• Strategic development programs
• Customer focus
• Digital development
• Diversified housing solutions

8. The future vs the present (a contrast)

9. DIGITAL OPTIMIZATION
The process of using digital
technology to improve existing
operating processes and/or
business models.
DIGITAL TRANSFORMATION
The process of exploiting the
latest digital technologies and
practices to create a new
sustainable digital business
model.
THE PATH TO BECOMING A DIGITAL BUSINESS
Gartner, Digital Business Transformation: Closing the Gap Between Ambition and Reality, Ian Cox, Kristin Moyer, 18 June 2018.

10. Key Challenges:
 History of local business (local purchasing)
 Conservatism
 A general skepticism towards central
agreements
 Low contract compliance
 Lack of basic computer skills
 Poor/old IT systems and lack of integrations
 Too much manual IT work
The State of Digitalization

11. The choice to digitalize

12. Save Money
Contract compliance, improved negotiation
leverage
Control & Compliance
Purchasing budget control, sourcing policy
compliance, individual accountability
Drive efficiency
3-way matching, pre-coding invoices, improved
visibility during requisitioning (price/delivery time)
The Choice to Digitalize: Goals

13. Procurement
Finance
Corporate
Strategy
The Choice to Digitalize: Who Leads?
Inputs
Timing
Starting
point
Outputs
Adjustments

14. Successes in Source-to-Pay

15. Ramirent:
 Money & time saved
 Very high contract compliance
 Strong negotiation power
 Quality data in our systems
 Overall process improvements
Ramirent (next steps):
 3-way matching
 Automated ordering
 Assortment optimization
Sato:
 From price optimization to cost
optimization
 High usage rate of procurement
systems
 Leading & decision making with data
Sato (next steps):
 Higher degree of automation and
robotics in supplier base
 Developing all key partnerships into
digital flow from beginning to end
 Leading & decision making with data
Success and next steps

16. LESSONS LEARNED
Yaron Nadbornik,
CPO, Sato Oyj
Peter Andréas,
Sourcing & Trade
Manager, Ramirent

17. Digitalizing global trade
One customer at a time
What we do.
How we do it.