Introduction. Table of Contents

Size: px
Start display at page:

Download "Introduction. Table of Contents"

Transcription

1

2 Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you deeper insights into where and how you can improve. Help you understand how to run your Procure-to-Pay processes more efficiently. Enhance visibility into corporate spend. Gain better control and compliance. And ultimately, help enable you to add more profit to your bottom line. Visa commissioned Deloitte Consulting to conduct 90 in-depth interviews in with more than 60 global/multinational, mid-size and large corporations as well as federal and local government agencies across the world. In 2010, Visa commissioned Deloitte Consulting to update each of the following 28 Travel and Corporate Card Best Practices from the comprehensive study to include current trends, updated case studies, and additional key findings. See the section entitled Study Methodology for additional detail. The Visa Global Procure-to-Pay and Commercial Card Best Practices Study describes how these organizations implement and optimize their Procure-to-Pay processes and commercial card programs. The study gives you access to best practices for a variety of topics: Maximizing the benefits of purchasing and corporate card programs. Streamlining travel and entertainment management. Taking advantage of the latest innovative best practices. And automating the entire Procure-to-Pay process. Each best practice is divided into three useful sections a recommendation overview, a benefits outline and steps for implementation so you can quickly find the information you need. For more information on the Visa Global Procure-to-Pay and Commercial Card Best Practices Study, contact your commercial banker. Table of Contents Conduct Strategic Sourcing and Institute a Travel Supplier Management Program Study Methodology Note: Survey results, research and practice recommendations are intended for informational purposes only and should not be relied upon for marketing, legal, technical, tax, financial or other advice. When implementing any new strategy or practice, you should consult with your legal counsel to determine what laws and regulations may apply to your specific circumstances. Visa is not responsible for your use of the information, including errors of any kind, or any assumptions or conclusions you might draw from its use. Much of the information contained in this document applies internationally, but a certain amount of information applies only to certain countries or regions. Although Visa tries to mark all country- and region-specific information with a country indication, it does not warrant or represent that all information without indication applies internationally. You should check the applicability of any information in this document to you or your organization.

3 Conduct Strategic Sourcing and Institute a Travel Supplier Management Program Leading companies have centrally administered, corporate-wide Supplier Management Programs to guide the selection and on-going management of suppliers. While these programs are typically centrally administered, leading organizations also ensure the program efforts are supported by the business units and employees that interact with the suppliers. Best practice organizations use cross functional teams of representatives from Procurement, Accounts Payable, and business units to develop their Supplier Management Program. These programs typically consist of the following components: Program objectives A formal Supplier Management Program should include strategic and financial goals such as the number of contracted suppliers or the number of preferred suppliers per spend category. In addition, organizations also establish financial goals such as the percent of spend under contract or the average supplier discount by spend type Leading organizations have at least two preferred suppliers per spend category to maximize competitive pricing, increase incentives received, and distribute supplier risk. Formalized sourcing practices - Leading companies have instituted formal sourcing practices to select preferred travel suppliers. Management actively encourages use of preferred suppliers to take advantage of negotiated rates and achieve enterprise-wide cost savings. Travel Managers apply procurementbased techniques to travel supplier sourcing, such as supplier consolidation, request for proposals, and establishment of service level agreements. Strategic sourcing techniques, which are based on continual improvement and reevaluation of suppliers, are being applied to travel procurement. When selecting suppliers, leading companies typically send out request for proposals (RFPs) to multiple travel suppliers. From the responses received, Travel Managers select the suppliers that can deliver the services to best suit the company s and individual business traveler s needs, at the preferred pricing.1 Contract term guidelines Contract guidelines help Procurement and business units negotiate contracts that align with organizational procurement strategy and policies. Typical contract guidelines include instructions for when to utilize volume guarantees, criteria for determining contract length, payment terms, discount percentages for early payment, and service level requirements Contracted/preferred supplier criteria Leading organizations also ensure that criteria exist to determine minimum standards for contracted and preferred suppliers. Organizations typically use the following:product criteria (e.g., product quality, quality of service) Service level criteria (e.g., percent of on-time shipments) Fully-loaded cost of doing business (e.g., freight costs and taxes) Technological compatibility with organization (e.g., support for automated ordering, invoicing, and reporting systems)collaboration expectations (e.g., order tracking, inventory levels, demand forecasting, and input into product design process)payment method acceptance and process (e.g., commercial card acceptance and EIPP compliance)payment terms (e.g., discounted rates provided, percentage discount for early payment)additional special perks and 1

4 privileges (e.g., access to priority seating) - Product criteria (e.g., product quality, quality of service) - Service level criteria (e.g., percent of on-time shipments) - Fully-loaded cost of doing business (e.g., freight costs and taxes) - Technological compatibility with organization (e.g., support for automated ordering, invoicing, and reporting systems) - Collaboration expectations (e.g., order tracking, inventory levels, demand forecasting, and input into product design process) - Payment method acceptance and process (e.g., commercial card acceptance and EIPP compliance) - Payment terms (e.g., discounted rates provided, percentage discount for early payment) - Additional special perks and privileges (e.g., access to priority seating) Commodity/spend type management Once the suppliers are selected, organizations use cross functional teams to manage the supplier relationship and renegotiate with suppliers at regular intervals. The teams are organized by commodity or spend type, which allows them to develop deep knowledge and experience within a certain commodity and supplier base Leading companies are also increasingly considering the corporate social responsibility efforts of suppliers during the selection phase by favoring suppliers with eco-friendly initiatives and adopt green processes. In addition, virtual solutions, such as webinars and video conferencing, are experiencing cautious adoption as the solutions become viable green alternatives to traditional travel for certain situations. "By capturing twice the amount of indirect spend on commercial cards, top-performing firms have not only achieved significant bottom line savings, but also drove compliance and reduced procure-to-pay cycle times." -Research Analyst at Aberdeen Research "Commercial Cards: Delivering Savings Across Procurement and A/P," Aberdeen Group, December 2008 Specific supplier behavior varies, depending on type of service offered and regional standards, but in general the following are best practices to renegotiating supplier contracts: In difficult economic times, suppliers become more concerned with customer retention, and thus Travel Managers renegotiate with suppliers more frequently to take advantage of the offered discounts and improvements in customer service. In most robust economic times, Travel Managers carefully survey the available suppliers and lock in the lowest rates for longer durations, whenever possible. This allows Travel Management to offer business travelers the best rates and travel options while reducing pricing volatility.2 2

5 *Source: Deloitte Consulting Analysis, 2010 One multinational technology company conducted spend analysis to implement a Supplier Management Program in order to optimize its number of suppliers. The company prioritized the implementation of its supplier management strategy based on the overall size of the spend categories and their strategic value. Primary targets for supplier rationalization and management included suppliers and spend categories supporting the core business while secondary targets were comprised of non-strategic spend types such as office supplies. Suppliers were evaluated based on their adherence to specific contract terms and performance which included the number of returned shipments and the percent of incorrect invoices received. Successfully implementing a Supplier Management Program requires the support of senior management as well as the organization as a whole. With the support of its senior management, one U.S. technology company reduced the number of suppliers by over 80 percent through the establishment of a Supplier Management Program. Procurement collaborated with representatives from each business unit to understand their long and short-term supply needs. All current suppliers were identified and evaluated based on their strategic value to the business unit and their ability to meet current and future procurement technology and procedural requirements such as acceptance of purchasing cards and their ability to integrate with the company s e-procurement system. Procurement and business unit representatives evaluated the 3

6 suppliers that met the required criteria as well as the estimated cost savings from rationalization and established formal contracts with the agreed upon suppliers. Organizations conduct periodic reviews of their Supplier Management Programs to track performance and ensure the goals and objectives are aligned with organizational needs. As Supplier Management Programs often take time to fully implement, best practice companies often align Supplier Management goals with long-term organizational objectives. Visa provides various tools to assist companies with supplier analysis. The Visa Supplier Matching Service analyzes a company s supplier base to identify Visa-accepting suppliers. TheVisa Accounts Payable tool analyzes a company s spend to identify opportunities for supplier payment by card. For more information, please contact your issuer. 1 For more information on the supplier management process, please refer to the Visa Procure-to-Pay Toolkit. This resource provides detailed information regarding supplier evaluation and on-going supplier performance tracking and management. Benefits Formalizing a Supplier Management Program offers a number of benefits for best practice organizations. Category Cost Savings and Process Efficiency Benefit Obtained Supplier Management Programs enable negotiation of increased supplier discounts due to consolidated spend and improved process efficiencies through increased supplier alignment with efficient order and payment methods. Supplier Management Centrally administered, corporate-wide Supplier Management Programs guide the selection, optimization and on-going management of suppliers across the organization. User Satisfaction Incorporation of user feedback into supplier performance evaluation and simplification purchasing options through a rationalized supplier base enhance user satisfaction. Implementation Steps There are a series of actions steps which are necessary to implement a Supplier Management Program. 4

7 # Description of Action Step 1 Work with key business unit stakeholders and senior management to define company objectives, scope, and expected benefits for the Supplier Management Program 2 Present formal Supplier Management Program to senior management to obtain program buy-in 3 Create cross-functional team of key stakeholders to develop the Supplier Management Program components such as supplier performance criteria and contract term guidelines 4 Select initial commodity-types to target for spend and supplier analysis 5 Rationalize suppliers based on analysis and key stakeholder approval 6 Monitor contracted and preferred supplier performance and renegotiate contracts as needed 7 Continue to extend analysis and supplier rationalization to additional commodity-types according to defined Supplier Management Program objectives 1 Procurement Practices 2010, Business Travel News, Deloitte Consulting Analysis, The tools are available in the U.S., Canada, and select other markets. For more information, please contact your issuer. 5

8 Study Methodology The objective of the Visa Procure-to-Pay and Commercial Card Best Practices Study was to better understand the changes in the segment and to gain a comprehensive understanding of best practices across the Procure-to-Pay process and within the commercial card program. Visa commissioned Deloitte Consulting to conduct 90 in-depth interviews in the summer of 2007 with more than 60 global/multinational, mid-size and large corporations as well as federal and local government agencies across the world. In 2010, Visa commissioned Deloitte Consulting to update each of the following 28 Travel and Corporate Card Best Practices from the comprehensive study to include current trends, updated case studies, and additional key findings. The evaluation of the Procure-to-Pay process included sourcing, order placement, payment and settlement, reconciliation, control and audit, and reporting activities. For the commercial card management process, the assessment focused on practices related to the purchasing and corporate card program strategy, management, and reporting. Interviewees included Regional Controllers, Chief Procurement Officers, Directors of Strategic Sourcing, Procurement Managers, Accounts Payable Managers, Global/Regional/Local Commercial Card Program Managers and Travel Managers. Study participants had a range of commercial card programs in place including purchasing card, corporate card and commercial one card programs with each of the top three card providers: Visa, MasterCard and/or American Express. 6 STUDY METHODOLOGY

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Introduction. Table of Contents

Introduction. Table of Contents Introduction To stay competitive, you know how important it is to find new ways to streamline and save on your company s operations. Learning how leading companies handle commercial payments can give you

More information

Profit from the experience of best-in-class companies.

Profit from the experience of best-in-class companies. VISA COMMERCIAL SOLUTIONS Global Procure-to-Pay and Commercial Card Best Practices Executive Summary Profit from the experience of best-in-class companies. Today s most successful companies have shifted

More information

VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES. Profit from the experience of best-in-class companies.

VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES. Profit from the experience of best-in-class companies. VISA COMMERCIAL SOLUTIONS BEST PRACTICES SUMMARIES Profit from the experience of best-in-class companies. Introduction To stay competitive, you know how important it is to find new ways to streamline and

More information

Get maximum benefit with minimum investment.

Get maximum benefit with minimum investment. V I S A C O M M E R C I A L S O L U T I O N S V I S A P E R F O R M S O U R C E O V E R V I E W Get maximum benefit with minimum investment. You wanted greater spend visibility. Processing agility. Reduced

More information

Procure-to-pay and commercial card best practices during a difficult economy.

Procure-to-pay and commercial card best practices during a difficult economy. V I S A C O M M E R C I A L S O L U T I O N S p r o c u r e - t o - p ay a n d C o m m e r c i a l c a r d b e s t P r a c t i c e s w h i t e p a p e r Procure-to-pay and commercial card best practices

More information

Registered trademark of Visa International Service Association, Visa Canada is a licensed user. Registered trademark of Visa Canada Association.

Registered trademark of Visa International Service Association, Visa Canada is a licensed user. Registered trademark of Visa Canada Association. To obtain more information about the Visa Procure-to-Pay Best Practices or to obtain a copy of the complete Best Practices study, including the Performance Gauge and ROI Tool, please contact your VISA

More information

Performance Measures that Matter. The benefits of Payables Automation. Laura I. Maydón Visa Latin Trade CFO Events Mexico City, June 16 th 2011

Performance Measures that Matter. The benefits of Payables Automation. Laura I. Maydón Visa Latin Trade CFO Events Mexico City, June 16 th 2011 Performance Measures that Matter The benefits of Payables Automation Laura I. Maydón Visa Latin Trade CFO Events Mexico City, June 16 th 2011 Note: Survey results, research and recommended practice recommendations

More information

Visa Procure-to-Pay Best Practices

Visa Procure-to-Pay Best Practices Visa Procure-to-Pay Practices SECTION I Executive Summary Introduction The Visa Procure-to-Pay Practices study indicates that leading companies have adopted best practices that incorporate six key findings:

More information

The Impact of Payment Automation on Bottom-line Savings

The Impact of Payment Automation on Bottom-line Savings The Impact of Payment Automation on Bottom-line Savings In the current recessionary environment, finance professionals have intensified their focus on working capital as well as improving the bottomline

More information

Part of the Deloitte working capital series. Make your working capital work for you. Strategies for optimizing your accounts payable

Part of the Deloitte working capital series. Make your working capital work for you. Strategies for optimizing your accounts payable Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your accounts payable The Deloitte working capital series Strategies for optimizing your accounts

More information

Visa Procure-To-Pay Best Practices

Visa Procure-To-Pay Best Practices Visa Procure-To-Pay Practices Study conducted by Deloitte & Touche and Deloitte Consulting PDF 7.22.02 FINAL Summary Overview 8.5 x 11 #16486 Table of Contents SECTION I: Executive Summary Introduction

More information

VISA COMMERCIAL SOLUTIONS. Maximise operating efficiencies and lower costs through detailed spend analysis.

VISA COMMERCIAL SOLUTIONS. Maximise operating efficiencies and lower costs through detailed spend analysis. VISA COMMERCIAL SOLUTIONS Visa Enhanced Data capture Maximise operating efficiencies and lower costs through detailed spend analysis. Table o f Contents 1 Introduction...2 2 The value of Enhanced Data...3

More information

Automating payment processes to deliver bottom line cost savings in a weak economy.

Automating payment processes to deliver bottom line cost savings in a weak economy. VISA COMMERCIAL SOLUTIONS payables automation white paper Automating payment processes to deliver bottom line cost savings in a weak economy. Author: Nicholas Marchetti, Senior Business Leader Commercial

More information

Commercial Solutions. Client Value Proposition

Commercial Solutions. Client Value Proposition Commercial Solutions Client Value Proposition VISA Corporate Card Program Registered trademark of Visa International Service Association; Visa Canada is a licensed user Current Market Environment Marketplace

More information

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain

More information

Improving Accounts Payable Processes to Deliver Bottom-Line Cost Savings

Improving Accounts Payable Processes to Deliver Bottom-Line Cost Savings VISA COMMERCIAL SOLUTIONS visa accounts payable automation white paper Improving Accounts Payable Processes to Deliver Bottom-Line Cost Savings Author: Nick Marchetti, Senior Business Leader, Visa Inc.

More information

Visa Commercial Card Best Practices

Visa Commercial Card Best Practices Visa Commercial Card Practices Introduction Commercial card best practices are part of Visa s ongoing effort to understand and improve the processes of business. Visa Commercial Solutions commissioned

More information

How to Leverage SRM for Supply Chain Resiliency. How to Leverage SRM for Supply Chain Resiliency

How to Leverage SRM for Supply Chain Resiliency. How to Leverage SRM for Supply Chain Resiliency How to Leverage SRM for Supply Chain Resiliency Contents Introduction 3 Know Your Network 4 Map Criteria to the Right SRM Tool 5 Go Further: Define Processes for Resiliency 6 Execute Consistently for Success

More information

Procurement General Session: Empowering Modern Procurement

Procurement General Session: Empowering Modern Procurement Procurement General Session: Empowering Modern Procurement Business Driven. Technology Powered. Marco Rossi SCM Product Development Director - EMEA Safe Harbor Statement The following is intended to outline

More information

Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement

Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement Optimizing the Source to Contract Process to Maximize and Lock in Savings Patrick Eckhert Cardinal Health Head of Indirect Procurement Program Goals and Overview Goal Share our strategy and approach for

More information

Best-in-Breed P2P Automation:! A PwC Perspective! Best of Breed P2P Automation PwC

Best-in-Breed P2P Automation:! A PwC Perspective! Best of Breed P2P Automation PwC Best-in-Breed P2P Automation:! A Perspective! Best of Breed P2P Automation 1 Managing Director, US Leader Shared Services and Outsourcing Advisory, Founder and President, Direct Commerce We frequently

More information

Expense Management Strategies for an Economic Downturn. Report prepared by Accenture in collaboration with American Express

Expense Management Strategies for an Economic Downturn. Report prepared by Accenture in collaboration with American Express Expense Management Strategies for an Economic Downturn Report prepared by Accenture in collaboration with American Express Contents Foreword: What the Economic Downturn Means for 4 Expense Management

More information

for the Oil and Gas Industry Run your business with the world s leading enterprise software, at a price your business can afford.

for the Oil and Gas Industry Run your business with the world s leading enterprise software, at a price your business can afford. SAP Managed Solution for the Oil and Gas Industry Run your business with the world s leading enterprise software, at a price your business can afford. SAP Managed Solution for the Oil & Gas Industry SAP:

More information

Jon Wesoky is currently Regional Director of Supply Chain Management Practice at Resources Global Professionals. In that role, he supports clients on

Jon Wesoky is currently Regional Director of Supply Chain Management Practice at Resources Global Professionals. In that role, he supports clients on Jon Wesoky is currently Regional Director of Supply Chain Management Practice at Resources Global Professionals. In that role, he supports clients on scoping and providing teams to execute on strategic

More information

U.S. Bank Access Online

U.S. Bank Access Online U.S. Bank Access Online Overview U.S. Bank Access Online provides organizations with real-time access to their commercial card programs anywhere, anytime, within a secured environment. This powerful proprietary

More information

Strategies for optimizing your cash management

Strategies for optimizing your cash management Part of the Deloitte working capital series Make your working capital work for you Strategies for optimizing your cash management The Deloitte working capital series Strategies for optimizing your accounts

More information

Welcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and

Welcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and Welcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and organizations business needs. 1 After completing this lesson, you

More information

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION November, 2014 Louis Berard, Senior Research Analyst Global Supply Chain, Complex Spend, HCM Report Highlights p3 p4 p6 p8 78% of respondents find strategic

More information

Transportation Management

Transportation Management Transportation Management A New Landscape November, 2008 Here s What Companies Are Facing Increasing business pressures that are mandating C-Level attention due to the implications on overall business

More information

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28

Content. Chapter 1 Supply Chain Management An Overview 3. Chapter 2 Supply Chain Integration 17. Chapter 3 Demand Forecasting in a Supply Chain 28 Content Part I: Principles of Supply Chain Management Chapter 1 Supply Chain Management An Overview 3 Part II: Supply Chain Planning & Design Chapter 2 Supply Chain Integration 17 Chapter 3 Demand Forecasting

More information

Quote Management: A Smarter Way To Reduce Telecom Expenses

Quote Management: A Smarter Way To Reduce Telecom Expenses Quote Management: A Smarter Way To Reduce Telecom Expenses Savvy managers use competitive price requests from multiple vendors more frequently than others to reduce telecom expenses. Requesting multiple

More information

Treasury Management. WellsOne Commercial Card

Treasury Management. WellsOne Commercial Card Treasury Management WellsOne Commercial Card $182,000 Average value a company can generate for every $1 million in spending converted to commercial cards, through reduced processing costs, increased discounts,

More information

David Wohler. Vice President of Global Sourcing and Real Estate - Covidien

David Wohler. Vice President of Global Sourcing and Real Estate - Covidien David Wohler Vice President of Global Sourcing and Real Estate - Covidien Covidien August 2, 2011 Driving Value from a Supplier Relationship Management Program David Wohler, VP Global Sourcing The Expectations

More information

Cognos Analytic Applications Sales Analysis

Cognos Analytic Applications Sales Analysis Cognos Analytic Applications Sales THE KEY TO CLOSING MORE AND LARGER DEALS FASTER IS UNDOUBTEDLY BUILDING STRONG CUSTOMER RELATIONSHIPS. WHEN A SALES ORGANIZATION HAS THE RIGHT INFORMATION ABOUT CUSTOMER

More information

ECM as a Shared Service: The New Frontier

ECM as a Shared Service: The New Frontier Doculabs White Paper: ECM as a Shared Service: The New Frontier Organizations are struggling with the increasing growth of unstructured content: all the word processing files, e-mail, spreadsheets, web

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com WHITE PAPER How Enterprisewide Software Deployment Can Help Optimize Resources Sponsored by: Adobe Amy Konary May 2012 Randy Perry Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200

More information

Communicating The Value of Commercial Cards RESTRICTED

Communicating The Value of Commercial Cards RESTRICTED Communicating The Value of Commercial Cards What is the Commercial Payment Card Value Proposition? There is no debate that getting payment data directly to where it is needed creates cost savings and value

More information

Trends and Best Practices in Electronic Payments

Trends and Best Practices in Electronic Payments Trends and Best Practices in Electronic Payments Trends and Best Practices in Electronic Payments Over the last year, we have seen a fundamental paradigm shift in the strategies and priorities of our

More information

Creating the Right Spend Management Toolkit to Survive the Current Economic Crisis. Doug MacCallum Director BMO Spend & Payments Solutions

Creating the Right Spend Management Toolkit to Survive the Current Economic Crisis. Doug MacCallum Director BMO Spend & Payments Solutions Creating the Right Spend Management Toolkit to Survive the Current Economic Crisis Doug MacCallum Director BMO Spend & Payments Solutions 1 Welcome to your world! Revenue is dropping. Executive pressure

More information

ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY

ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY ENTERPRISE MANAGEMENT AND SUPPORT IN THE TELECOMMUNICATIONS INDUSTRY The Telecommunications Industry Companies in the telecommunications industry face a number of challenges as market saturation, slow

More information

Overview of Future Purchasing s fundamental and advanced training workshops...

Overview of Future Purchasing s fundamental and advanced training workshops... Performance Learning Presented by: Anna Del Mar - Director, Performance Learning Future Purchasing Overview of Future Purchasing s fundamental and advanced training workshops... Tailored excellence.. Our

More information

Spend Management: Key Elements for Realising Cost Savings in Procurement

Spend Management: Key Elements for Realising Cost Savings in Procurement White Paper Procurement Spend Management: Key Elements for Realising Cost Savings in Procurement Spend analysis creates an understanding of the organisation s spend structure and enables decisions and

More information

The Finance Perspective on Procurement

The Finance Perspective on Procurement The Finance Perspective on Procurement Overview Procurement needs to be examined from a finance perspective how the proper management of extended global supplier networks and strategic supplier relationships

More information

Trends and Drivers. Global Order Management and Master Data Management

Trends and Drivers. Global Order Management and Master Data Management Trends and Drivers Global Order Management and Master Data Management Table of contents Trends and Drivers Master Data Management Trends and Drivers Global Order Management Page 2 Multiple MDM Domains

More information

Accounts Payable Transformation. Better, Faster, Cheaper

Accounts Payable Transformation. Better, Faster, Cheaper Accounts Payable Transformation Better, Faster, Cheaper December 2007 Page 2 Executive Summary Enterprises constantly seek ways to drive savings to their bottom line and establish process efficiencies

More information

September 2010 Conducted by: MasterCard Advisors Sponsored by: U.S. Bank Corporate Payment Systems

September 2010 Conducted by: MasterCard Advisors Sponsored by: U.S. Bank Corporate Payment Systems The State of Business-to-Business Payment Transformation September 2010 Conducted by: MasterCard Advisors Sponsored by: U.S. Bank Corporate Payment Systems 1.0 Executive Summary In the July 2008 State

More information

ELECTRONIC INVOICE PRESENTMENT AND PAYMENT FOR THE OCEAN FREIGHT INDUSTRY

ELECTRONIC INVOICE PRESENTMENT AND PAYMENT FOR THE OCEAN FREIGHT INDUSTRY White Paper ELECTRONIC INVOICE PRESENTMENT AND PAYMENT FOR THE OCEAN FREIGHT INDUSTRY 10 Questions You Should Ask an EIPP Provider 10 Questions You Should Ask an EIPP Provider 1. To what extent is the

More information

Process Manufacturing Solutions Delivered by Tectura

Process Manufacturing Solutions Delivered by Tectura Process Manufacturing Solutions Delivered by Tectura TECTURA MAKES A DISTINCTIVE DIFFERENCE FOR PROCESS MANUFACTURERS Customer demands for fast deliveries and lower costs, together with increasingly stringent

More information

SUBJECT: FY 2016 Procurement Department Budget Submittal Budget Unit 118

SUBJECT: FY 2016 Procurement Department Budget Submittal Budget Unit 118 County of Santa Clara Office of the County Executive Procurement Department 2310 North First Street, Suite 201 San Jose, California 95131-1011 PHONE (408) 491-7400 FAX (408) 491-7495 February 27, 2015

More information

7 Essential TEM Best Practices Top Companies Know...

7 Essential TEM Best Practices Top Companies Know... 7 Essential TEM Best Practices Top Companies Know...... That You Should, Too This white paper is created for you, by... Copyright 2013 AMI Strategies All rights reserved. Executive Summary With the rapid

More information

Sourcing and Managing Marketing Agency Spend

Sourcing and Managing Marketing Agency Spend Sourcing and Managing Marketing Agency Spend Marika Lindstrom, Director Global Business Services Global Supply Management AMD Inc. Tel. 512/9348465 marika.lindstrom@amd.com 93 rd Annual International Supply

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

Establish spending policies that account for the needs of employees, and then enforce them strictly.

Establish spending policies that account for the needs of employees, and then enforce them strictly. Newsletter : Cost Containment Specialists Article 14 April 2010 Summary Controlling indirect spending should now be a top priority for CFOs. Although there are a range of tools and techniques available,

More information

Southern California AFP Luncheon

Southern California AFP Luncheon Working Capital Unharness your Cash Flow Southern California AFP Luncheon Michael Diekmann Director, Bank of America Merrill Lynch October 10, 2014 Understanding Working Capital Working Capital... = Current

More information

If your company had an extra $41 million, what would you do with it? For every $1 billion in revenue,

If your company had an extra $41 million, what would you do with it? For every $1 billion in revenue, CASH ADVANTAGE Put Working Capital Back to Work There s never been a better time to reduce working capital requirements to speed financing and invest in future growth. By Lisa Higgins If your company had

More information

Treasury Accounts Payable Financial Systems 53% Audit/Compliance Budgeting/Planning

Treasury Accounts Payable Financial Systems 53% Audit/Compliance Budgeting/Planning Corporate Travel & Entertainment Payment Cards THE BENEFITS FOR FINANCE DEPARTMENTS Corporate cards provide distinct benefits for no fewer than five different functions within a finance department treasury,

More information

University Transformation & Process Improvement through Automation

University Transformation & Process Improvement through Automation University Transformation & Process Improvement through Automation July 29, 2015 By: Jason Grunin University of Tulsa Session Description Discuss how to structure a successful Commercial Card program,

More information

Electronic Supplier Payments

Electronic Supplier Payments Electronic Supplier Payments Optimizing Working Capital through epayments Q3 2013 Featuring Insights on... Current Demand for Electronic Payments Underwritten in part by enett International Utilizing epayments

More information

Save Money, Save Trees: How Payment Automation Can Sustain Your Agency While Sustaining the Planet

Save Money, Save Trees: How Payment Automation Can Sustain Your Agency While Sustaining the Planet Save Money, Save Trees: How Payment Automation Can Sustain Your Agency While Sustaining the Planet 2010 Presented by: Elavon Financial Services Yves Delisle Assistant Vice President Public Sector Sales

More information

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND?

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

T&E Expense Management: The Case for Mandating Your Card Program. August 19, 2009

T&E Expense Management: The Case for Mandating Your Card Program. August 19, 2009 CORPORATE PAYMENT SYSTEMS T&E Expense Management: The Case for Mandating Your Card Program August 19, 2009 Introduction The challenges and opportunities for organizations of all sizes have changed dramatically

More information

Efficiency, alignment, and insight: Using technology to drive manufacturing improvements

Efficiency, alignment, and insight: Using technology to drive manufacturing improvements Efficiency, alignment, and insight: Using technology to drive manufacturing improvements 1 Regardless of specialty or size, manufacturing companies share common goals: grow business, control costs, and

More information

JD EDWARDS ENTERPRISEONE PROCUREMENT MANAGEMENT

JD EDWARDS ENTERPRISEONE PROCUREMENT MANAGEMENT JD EDWARDS ENTERPRISEONE PROCUREMENT MANAGEMENT Integrate and streamline all procurement processes. Simplify supplier analysis and bidding. Eliminate unnecessary transactions. The Issue: Strategic Procurement

More information

Commercial Payment Solutions RFP Guide:

Commercial Payment Solutions RFP Guide: Commercial Payment Solutions RFP Guide: How to create an effective Request for Proposal for corporate T&E card, purchasing card and /or other automated commercial corporate payment solutions Designed for

More information

The Unified Commercial Card Portfolio: A New Revenue Opportunity for Banks

The Unified Commercial Card Portfolio: A New Revenue Opportunity for Banks JJ With over 20 billion credit card purchase transactions in the US in 2009 and a highly complex system for processing those transactions, it s not surprising that credit card information is a key target

More information

Driving supply chain excellence through Lean Digital SM

Driving supply chain excellence through Lean Digital SM Solution Overview Generating Supply Chain Impact Driving supply chain excellence through Lean Digital SM Supply chain excellence offers competitive advantage in a global marketplace that is characterized

More information

mysap ERP FINANCIALS SOLUTION OVERVIEW

mysap ERP FINANCIALS SOLUTION OVERVIEW mysap ERP FINANCIALS SOLUTION OVERVIEW EFFECTIVE FINANCIAL MANAGEMENT ... IS KEY TO BUSINESS SUCCESS mysap ERP FINANCIALS YOUR BUSINESS, YOUR FUTURE, YOUR SUCCESS mysap ERP is the world s most complete

More information

Cash Forecasting & Working Capital Management TREASURY WORKSHOP Barry Wolde Yohannes

Cash Forecasting & Working Capital Management TREASURY WORKSHOP Barry Wolde Yohannes Cash Forecasting & Working Capital Management TREASURY WORKSHOP Barry Wolde Yohannes May 2007- Dubai Agenda Benefits of Forecasting Critical Critical Success Factors Common Forecasting Problems Methodologies

More information

Managing Procurement with SAP Business One

Managing Procurement with SAP Business One SAP Product Brief SAP s for Small Businesses and Midsize Companies SAP Business One Objectives Managing Procurement with SAP Business One Integrate optimized procurement with the entire business Integrate

More information

Payment Strategies to Maximize Cash Flow for Healthcare Providers

Payment Strategies to Maximize Cash Flow for Healthcare Providers Payment Strategies to Maximize Cash Flow for Healthcare Providers Personal banking has radically changed over the past twenty years. How often do you write a check? Many people do not even know where their

More information

Maximize Spend Visibility and Turn Data into Actionable Intelligence

Maximize Spend Visibility and Turn Data into Actionable Intelligence SAP Brief Ariba s Ariba Spend Visibility Objectives Maximize Spend Visibility and Turn Data into Actionable Intelligence Good spend management begins with good spend visibility Good spend management begins

More information

diversified industrials Supply and Demand Risk Management in Turbulent Times

diversified industrials Supply and Demand Risk Management in Turbulent Times diversified industrials Supply and Demand Risk Management in Turbulent Times KPMG LLP With consumer confidence shaken and spending curtailed, businesses are facing some of the most challenging operating

More information

Strategic Meetings Management

Strategic Meetings Management A View into the Best-in-Class Strategic Meetings Management Program June 2011 Christopher J. Dwyer Page 2 Executive Summary The modern organization s planning, execution and management of strategic meetings

More information

The #1 Web-Based Business Software Suite. Accounting / ERP CRM Ecommerce

The #1 Web-Based Business Software Suite. Accounting / ERP CRM Ecommerce The #1 Web-Based Business Software Suite Accounting / ERP CRM Ecommerce for every business. Intelligent Complete Simple You have real-time access to all the information you need to make better, faster

More information

What Can Professional Procurement do for You? David Henchliffe FCIPS

What Can Professional Procurement do for You? David Henchliffe FCIPS What Can Professional Procurement do for You? David Henchliffe FCIPS Agenda Introduction Goal alignment Modern procurement Basic techniques Keys Conclusion Introduction David Henchliffe, FCIPS Chairman

More information

Supply Chain Finance. Gaining Control in the Face of Uncertainty. January 2011 Scott Pezza

Supply Chain Finance. Gaining Control in the Face of Uncertainty. January 2011 Scott Pezza Supply Chain Finance Gaining Control in the Face of Uncertainty January 2011 Scott Pezza Page 2 Executive Summary Supply Chain Finance (SCF) is a topic that sits at the heart of the enterprise, with implications

More information

ERP in Wholesale and Distribution

ERP in Wholesale and Distribution ERP in Wholesale and Distribution Extending the Enterprise to Extend Profits October 2012 Nick Castellina ERP in Wholesale and Distribution: Extending the Enterprise to Extend Profits Enterprise Resource

More information

ORACLE SUPPLY CHAIN AND ORDER MANAGEMENT ANALYTICS

ORACLE SUPPLY CHAIN AND ORDER MANAGEMENT ANALYTICS ORACLE SUPPLY CHAIN AND ORDER MANAGEMENT ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Provide actionable information to conduct intelligent analysis of orders related to regions, products, periods

More information

Automate order-invoice matching and payment with esolutions MAP at the core of your organisation s P2P processes

Automate order-invoice matching and payment with esolutions MAP at the core of your organisation s P2P processes Automate order-invoice matching and payment with at the core of your organisation s P2P processes PCCL Purchasing Card Consultancy Limited Exclusive to Visa Europe Fully automated order/ invoice Match

More information

Project 100. How To Save 100 Million Dollars. Really!

Project 100. How To Save 100 Million Dollars. Really! Project 100. How To Save 100 Million Dollars. Really! Juergen Freund, Vice President Purchasing Merck-Serono Frankfurter Strasse 250 64293 Darmstadt Germany +49 6151 72 2243; juergen.freund@merck.de Apollon

More information

Lessons Learned: Ten Ideas for Effective Strategic Sourcing

Lessons Learned: Ten Ideas for Effective Strategic Sourcing Lessons Learned: Ten Ideas for Effective Strategic George L. Harris, President Calyptus Consulting Group, Inc. (781) 674-0041; gharris@calyptusgroup.com 91 st Annual International Supply Management Conference,

More information

To ERP or Not to ERP: It Isn't Even a Question

To ERP or Not to ERP: It Isn't Even a Question To ERP or Not to ERP: It Isn't Even a Question Enterprise Resource Planning (ERP) software is designed to be the system of record for operating and managing a business. Growing up out of the Manufacturing

More information

Basware Invoice Automation Demonstration

Basware Invoice Automation Demonstration Basware Invoice Automation Demonstration Better Buying, Better Selling, Connected Commerce with Basware Thomas Noe Presales Engineer Mobile: 917-207-7689 Email: thomas.noe@basware.com Rich Roberts Account

More information

Liner Cost Management

Liner Cost Management Liner Cost Management Solverminds Solutions & Technologies Pvt Ltd September 2015 1. Introduction Introduction Knowledge and information are the lifeblood of any organization. The effective use of this

More information

Electronic Payments Trends in Accounts Payable. Winter 2010

Electronic Payments Trends in Accounts Payable. Winter 2010 Electronic Payments Trends in Accounts Payable Winter 2010 INTRODUCTION Today s Accounts Payable (AP) departments with their heavy usage of paper and manual efforts are eroding the bottom line of largeand

More information

Payables Automation: Streamlining Payment Processes

Payables Automation: Streamlining Payment Processes M&T Bank and Visa Present: Payables Automation: Streamlining Payment Processes Featuring Dave Meaney, Senior Business Leader, Commercial Solutions Doug Dunbar, M&T Bank Commercial Card Senior Product Manager

More information

Unlocking Value in Source-to-Pay. Customer Success. Realize Customer Success through Transformation and Cloud Software. Cloud Software.

Unlocking Value in Source-to-Pay. Customer Success. Realize Customer Success through Transformation and Cloud Software. Cloud Software. Implementations Advisory Analytics Customer Success Cloud Software Transformation Unlocking Value in Source-to-Pay Realize Customer Success through Transformation and Cloud Software 2 What s Trending in

More information

Streamline EDI Using A Managed Service

Streamline EDI Using A Managed Service Streamline EDI Using A Managed Service Simplifying Electronic Data Interchange Research Perspective Sponsored by Aligning Business and IT To Improve Performance Ventana Research 2603 Camino Ramon, Suite

More information

best practices Commercial Card Integration with Expense Reporting Applications

best practices Commercial Card Integration with Expense Reporting Applications best practices Commercial Card Integration with Expense Reporting Applications Table of Contents 1 Introduction 1 2 Study Overview 2 3 Expense Reporting Market Trends 3 4 Why Integrate? The Value Proposition

More information

Infosys BPO. Point of View. Releasing Supply Chain Value Through Better Order Management. Andrew Dobosz, Andrew Dougal. www.infosysbpo.

Infosys BPO. Point of View. Releasing Supply Chain Value Through Better Order Management. Andrew Dobosz, Andrew Dougal. www.infosysbpo. Infosys BPO Point of View Releasing Supply Chain Value Through Better Order Management Andrew Dobosz, Andrew Dougal www.infosysbpo.com Order Management: Where Companies Are Today When companies attempt

More information

Gain visibility, control, and strategic advantage with next generation spend management.

Gain visibility, control, and strategic advantage with next generation spend management. V I S A C O M M E R C I A L S O L U T I O N S V I S A I N T E L L I L I N K S P E N D M A N A G E M E N T B R O C H U R E Gain visibility, control, and strategic advantage with next generation spend management.

More information

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

GROW. From Intuit QuickBooks to Microsoft Dynamics GP: A move that makes sense for growing businesses

GROW. From Intuit QuickBooks to Microsoft Dynamics GP: A move that makes sense for growing businesses GROW From Intuit QuickBooks to Microsoft Dynamics GP: A move that makes sense for growing businesses QuickBooks has basic accounting functions, but what Microsoft Dynamics GP offers is the ability to stay

More information

2012 Expense Management Benchmarking Study

2012 Expense Management Benchmarking Study 2012 Expense Management Benchmarking Study Contents Introduction 3 Study Demographics 4 Travel & Entertainment (T&E) Expenditure Benchmarks 5 Expenditure Analysis 5 Travel & Expense Management Policy 6

More information

MSD Supply Chain Programme Strategy Workshop

MSD Supply Chain Programme Strategy Workshop MSD Supply Chain Programme Strategy Workshop Day 2 APPENDIX Accenture Development Partnerships Benchmarking MSD s Current Operating Supply Chain Capability 1.0 Planning 2.0 Procurement 3.0 Delivery 4.0

More information