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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 Consolidate Spend Data and Conduct Spend Analysis 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 Consolidate Spend Data and Conduct Spend Analysis Best practice companies standardize and consolidate their spend data from different sources to conduct company-wide analysis of their total spend. Spend data analysis helps companies better understand their purchases with top suppliers by spend type, enabling them to negotiate supplier terms and pricing. A multinational manufacturing firm started the process of analyzing its spend when senior management questioned, "What is it we buy, who do we buy it from, and at what price?" The company consolidated data from multiple systems such as its General Ledger and card program in order to analyze its spend in advance of a strategic sourcing initiative. Study participants typically find that they do not have standard spend data elements (such as supplier IDs, supplier names, and spend types) across their multiple systems. Therefore, the first step to spend data analysis is data standardization. To standardize data, leading organizations either employ a third party or develop the capability in-house. A large U.S. communications company recently completed an acquisition. In order to analyze the spend and rationalize the supplier base for the consolidated organization, the Procurement group used a third party to standardize the category codes across both companies. This standardization effort enabled the company to gain a comprehensive view of spend across both the existing and newly acquired company. A key enabler of our spend analysis has been the standardization of the vendor identification and product classification codes. Purchasing Manager, Global Manufacturing Company Leading organizations commonly use consolidated spend data to conduct analyses by: Spend Category (e.g., travel, office supplies) Commodity Type Business Unit Payment Method (e.g., commercial card, check, or electronic transfer) Transaction Size Depending on the strategic priorities of the organization, the type and goal of spend analysis will vary. For example, study participants that were trying to expand their commercial card program would typically conduct regular analyses of payments made by check and of transactions less that US$5,000 to help identify opportunities for commercial card use. In contrast, study participants trying to optimize their supplier base would conduct spend analyses focusing on spend categories and volumes across all suppliers. These analyses allowed the organizations to identify opportunities to either rationalize suppliers or renegotiate contracts based on spend volume. A global communications company used a spend analytical tool to track the Procurement group's projected and actual savings. Once a category had been sourced, the business units and the Procurement group developed the baseline spend and agreed upon the projected savings. The actual spend with the new supplier was tracked for 12 months, in order to identify the realized savings for the company. The ability to report on the total spend and track the savings was critical for the success of 1

4 the Procurement group. The reports were shared with business unit leaders to maintain their support for the sourcing efforts. Leading companies often use third party providers that offer on-demand spend management solutions, including applications for sourcing, spend analysis, contract management, and e-procurement. These solutions interface with an organization's various databases and systems to gather spend data. Once consolidated, sophisticated algorithms are often used to classify, enhance data, and ultimately standardize all spend data. In addition to data consolidation and standardization, companies often use spend management solutions to produce customizable reports to track spend patterns, identify savings opportunities, and monitor compliance to purchasing policies and procedures. Visa offers a series of Program Optimization tools to assist companies with data consolidation and analysis. The Visa Accounts Payable tools analyzes a company's spend and identifies areas for card growth by examining current check spend with card-accepting merchants and current card program compliance by supplier, business unit or cost center. In addition, Visa's Average Transaction Analysis helps organizations identify opportunities to convert check spend to Visa payments utilizing summary level supplier data. For more information, please contact your local issuer. 1 Options for Best Practice Adoption Companies have selected different options for conducting spend analyses depending on their Procure-to-Pay objectives and the structure of the organization. 2

5 Option I Option II Option III Options for Adoption Conduct periodic Consolidate and Consolidate and consolidation and analyze data through standardize data analysis of targeted use of a third party internally and use spend data in-house hosted database spend analysis tool(s) to conduct frequent analysis Benefits Reduces effort Offers the preferred Ensures required to the method for comprehensive view specific spend decentralized of spend to identify categories critical for organizations savings analysis Provides both opportunities standard and Provides both custom reporting standard and custom reporting Key Considerations May become Potential that unique Requires resources outdated quickly organizational to standardize and Requires resources to standardize and consolidate the data elements characteristics may make consolidation by a third party difficult consolidate the data elements Requires investment required in third- Requires investment party tool in a third-party tool Benefits Leading companies report that standardizing and analyzing their spend provides multiple benefits, including visibility into the overall spend and the ability to track and monitor spend patterns with suppliers. 3

6 Category Cost Savings and Process Efficiency Benefit Obtained Analyzing consolidated spend analysis data allows the Procurement / Sourcing group to rationalize suppliers and better negotiate with existing suppliers. Supplier Management Spend analysis will assist in the identification of trends or patterns in the supplier spend. This information will assist in the ongoing management of the supplier relationship. Spend Visibility Standardizing and integrating the data provides companies with visibility into their overall spend. In addition, the spend analysis allows for segmentation of the data, including spend by supplier, spend category, business unit, etc. which supports supplier management and cost savings initiatives. Implementation Steps Regardless of the options selected for adoption, there are series of implementation steps that best practice companies follow when conducting spend analytics. # Description of Action Step 1 Identify the key stakeholders, including Procurement, IT, and the business units responsible for owning and/or managing supplier data 2 Conduct an analysis of the current spend databases and data formats 3 Determine whether to consolidate and standardize the data in-house or with a third party supplier 4 If necessary, evaluate and select a third party supplier to consolidate and standardize data 5 Determine the spend analytical tool appropriate for spend requirements 6 Identify the spend requirements or data sets that require analyses 7 Compare, select, and implement the appropriate spend analysis tool(s) 8 Determine the spend reporting process (e.g., frequency of reports, ownership of report generation, report distribution, etc.) 9 Develop and implement standard reports with key data elements 10 Update and adjust spend analytics based on feedback from the key stakeholders 1 The tools are available in the U.S. and select other markets. For more information, please contact your issuer. 4

7 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. 5 STUDY METHODOLOGY

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