5 Traits That Define World Class Performance in P2P. 5 th February 2015

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1 5 Traits That Define World Class Performance in P2P 5 th February 2015 Sponsored by: Presented by:

2 Presenting your speakers Susie West Founder and CEO sharedserviceslink Amy Fong Purchase-To-Pay Program Leader and Senior Procurement Advisor The Hackett Group Dermot McCauley Vice President, Solutions Product Marketing Kofax

3 Questions Send me your question early Use this opportunity to get the answers/info you seek The sooner you send me the question, the more likely it will be asked Remember to stay on for Q&A in the last 10 minutes of the show

4 Agenda Context The 5 traits that define World-Class performance in Procure-to-Pay Making Procure to Pay Smarter Five critical capabilities Questions

5 Context P2P is the engine behind any high performing company. Slick processing, excellent communication with internal and external clients and the ability to deliver business intelligence are just some traits of a world-class procure-topay organization. So what does it take to be a top performer in 2015 and beyond?

6 Today s Presenters Amy Fong Purchase-To-Pay Program Leader and Senior Procurement Advisor Ms. Fong is an Advisor for The Hackett Group s Procurement Executive Advisory program. She has 17 years of experience in both industry and consulting with a focus on procurement, supply chain and organizational effectiveness. She has considerable experience in managing complex global supply chain partnerships, sourcing, supplier performance & relationship management, outsourcing evaluation and implementation, sourcing and cost improvement for the North American, Asian, and South Pacific markets. Ms. Fong holds an MBA from Vanderbilt University and a BS from Syracuse University 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 6

7 The 5 traits that define World-Class performance in Procure-to-Pay Amy Fong P2P Advisory Program Leader February 5, 2015

8 Agenda Hackett Group Introduction Top Performance Defined Key Capability Enablers Summary 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 8

9 The Hackett Group defines and enables world-class performance Strategic Advisory Services and implementation assistance Recommendations address both efficiency and effectiveness drivers of world-class performance Implementation tools accelerate results from proven best practices of World-Class companies while significantly reducing implementation risks Performance Benchmarking 4,000+ benchmarks Clients in 66 countries in the Americas, Europe and Asia 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 9

10 Enabling World-Class: Hackett s Solution Portfolio Benchmarking, Advisory, Business Transformation Benchmarking Assess World-Class Performance Deliverables Peer & world-class comparison performance metrics Detailed analysis Stakeholder survey Executive presentation Benefits Objective comparison to peer group and world-class performers Quantify performance gaps Uncover hidden costs Prioritization of improvement initiatives Membership Advisory Insight into World-Class Performance Deliverables Best practice research Advisor access Best Practice Intelligence Center Peer interaction World-Class Progress Report Benefits Identify the strategies and practices employed by Leaders Validation of current initiatives Determining what s possible (World-Class Performance Metrics) Process implementation support Continuous best practice adoption Business Transformation Consulting Transforms Performance Deliverables Strategic direction Detailed business case Initiative plans & detailed designs Implementation of best practices Benefits Reduced cost Working capital optimization Enhanced service delivery Business insight Sustainable benefits Speed of solution delivery Merger integration Risk mitigation 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 10

11 Agenda Hackett Group Introduction Top Performance Defined Key Capability Enablers Summary 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 11

12 The Hackett Group s Purchase to Pay Study empirically defines Top Performance in Purchasing and Accounts Payable Hackett Purchase to Pay Value Grid Example of Efficiency Drivers Cost per Transaction Transactions per FTE Span of Control Order Cycle Time Invoice Processing Cycle Time Percent of Electronic Transactions Level of Automation Example of Effectiveness Drivers First Pass Match Rate On Time Payment Rate Level of Spend Visibility Streamlined Transaction Strategy Level of Centralization Training Investment Compliance to Preferred Suppliers Guided Buying Effectiveness Supply Base Consolidation 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 12

13 AP Top Performers have 62% lower costs per invoice, and are significantly more productive in processing invoices $ 5.54 $0.49 Total Cost ($) per Invoice Cycle time for PO Invoices (from receipt to approval) $1.20 Other Technology Process Costs* 7 $3.85 $ 2.06 $0.24 $ $1.46 Peer Top Performer *Process Costs include Labor and Outsourcing Costs Peer Top Performer *Cycle time for Non-PO invoices is 10 days for Peers and 7 days for Top Performers 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 13

14 AP Enabled Business Value While P2P process cost reduction is attractive, the real payback comes from the benefits seen in the broader source-to-pay context Value Drivers and Savings Potential in P2P for Typical $10B Consumer Packaged Goods Company Value Drivers $4-61 million 12-14x Benefits $3-5 million Process Efficiency Total: $44-66 million Baseline process cost: $26 million 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 14

15 MULTIPLE CHOICE Process improvements Technology investments Shared services/gbs/coe creation, expansion, or improvements Outsourcing of selected activities People, skills, and talent 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 15

16 Key Priorities for P2P Organizations in Aligning the end-to-end process strategy, metrics and improvement activities 12% 71% Ensuring internal policy compliance 22% 49% Standardizing buy/pay transactional channels by spend category 15% 54% Business Critical Implementing "guided buying" 15% 49% High Priority Standardizing the purchasing processes 7% 54% Ensuring external regulatory compliance 29% 29% Key Takeaways Standardizing the AP processes Continuing to attract and retain key talent Increasing use of shared service centers Monitoring supplier financial health risk 12% 10% 15% 12% 46% 41% 34% 32% Compliance, both internal and external, is P2P s most critical priority. A key focus for the next 12 months is to better align the end-to-end strategy with success metrics and continuous improvement activities. Monitoring supplier financial health is becoming less of a concern The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Key Issues Study 16

17 Longer term, organizations want the P2P process to become more strategic. Outsourcing and offshoring is less of a priority. Long-Term P2P Strategy (next 5-10 years) Our goal is to standardize the end to end P2P processes globally 65% Our main long-term goal is to evolve the value proposition of P2P to a more of a strategic one Our long-term goal is to achieve close to 100% automation levels through technology investments 45% 43% We plan to consolidate all of our disparate P2P systems into a single, global platform We plan to consolidate the entire P2P organization into a single, global team We do not have a long term P2P strategy or vision We plan to move the majority of processes into an offshore/low cost country shared service center We plan to outsource the majority of the P2P processes to a 3rd party provider 15% 13% 20% 35% 43% Key Takeaways Not surprisingly, end-to-end standardization is the #1 long-term goal. What s concerning is that 20% have no long-term P2P strategy of vision. Also, outsourcing and offshoring are less of a key component of the longterm strategy than we would have expected. Please select all statements that apply to your organization's long-term (the next 5-10 years) P2P strategy The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Key Issues Study 17

18 What are the 5 key capabilities that differentiate Top Performers? End to End Process Ownership Transactional Channel Strategy Payment Strategy Invoice Automation Self-Service 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 18

19 Process Governance and Standardization

20 At least half of all organizations have end-to-end alignment of Purchasing and Accounts Payables, a key enabler of performance Degree of P2P Process End to End Alignment Designated "purchase-to-pay" owner is accountable for "end-to-end" process (e.g. single accountability for the end-to-end process) Separate purchasing and accounts payable process owners with a high-level of coordination 19% 23% 29% 38% Strong alignment: Designated "purchase-to-pay" owner is accountable for "end-to-end" process (e.g. single accountability for the endto-end process) or high-level of coordination between Purchasing and AP Top Performers: 61% Peer: 48% Separate purchasing and accounts payable process owners with a moderate level of coordination 38% 40% Separate purchasing and accounts payable process owners with minimal level of coordination 0% 12% Top Performer Peer 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 20

21 Designing Effective Process Ownership The 3 Key Questions Process Breadth To what degree does the process truly extend from one end of the organization to the other? Organizational Reach To what extent are elements of the organization (BUs, GBS and corporate center) included in the end-to-end process? Span of Authority How are accountabilities assigned to effectively manage the end-to-end process? 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 21

22 Transactional Strategy

23 2014 P2P Process Design initiatives will prioritize channel design, compliance, and payment strategy Importance and Effectiveness of Capabilities Mean results, ordered by biggest gap between importance and effectiveness The Biggest Gaps Between Importance and Effectiveness Reducing and standardizing the number of available 'buy-pay' channels Improving compliance to preferred suppliers and contracts Improving cash generation/preservation through terms extension, payment clock modification and Optimizing payment strategies Improving internal compliance to defined transaction policies Formalizing roles and practices for supply risk management Improving the ability to take early payment discounts Continuous improvement such as Lean or Six Sigma Improving payment and tax recovery auditing processes and tools Implementing or expanding a Pcard program Improving Travel and Expense process and tools Effectiveness Importance Effectiveness scale: 1-No capability, 2-Slightly effective, 3-Moderate, 4-High Importance scale: 1-Not important, 2-Low, 3-Medium, 4-High 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Key Issues Study 23

24 Top Performers establish a Source to Settle Channel Strategy then take action to guide requisitioners to preferred suppliers How effective are you at driving requisitioners to preferred buy/pay channels with the right supplier/right price/right buy method? Top Performer 67% 33% Non Top performer 28% 8% 56% 8% No standard buy/pay channels established Not Effective Mostly Effective with gaps Very Effective 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 24

25 The end result of a source-to-pay channel optimization is a streamlined Source to Pay process to guide requisitioners Staff augmentation example Source Buy Pay Source Requisition Buy Transmit to supplier Receive Invoice Pay Strategic sourcing Automated inventory/ MRP Automated (no touch) Automated (no touch) System receipt entry E-invoice ACH Userdefined source E-catalog SRM sourcing cockpit Manual Time and attend. system ERS (no invoice) P-card Tactical sourcing desk Pull from stock P-card or travel card No system receipt Paper Wire transfer Nonsourced No system required No PO (invoice only) No invoice Paper check Source: The Hackett Group 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 25

26 Top Performers still dominate in having a blended transactional strategy that balances efficiency with control, however PO usage has increased overall 44% 48% Transactional Strategy (Percent of Transactions) TP = 37% on Optimal Channels Non-TP = 25% on Optimal Channels 31% 5% 11% 9% 17% 0.4% 0.2% 11% 8% 15% 3-Way Match 49% 55% Evaluated Receipt Settlement Assumed Receipt Recurring Invoice P-Card (and other) Non-PO Peer Top Performer Transactional Strategy (Percent of Spend) TP = 78% on PO/Contract Non-TP = 63% on PO/Contract 26% 20% 3% 12% 9% 11% 2% 0% 11% 3% 3-Way Match Evaluated Receipt Settlement Assumed Receipt Recurring Invoice P-Card (and other) Non-PO 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 26

27 Payment Strategy

28 The appropriate working capital solutions depend on your cash strategy, degree of automation and supply base composition Partial Summary of P2P Strategic Levers Solution Payment terms management Early pay discounting Dynamic discounting Purchasing cards 1 Optimal purchasing channels E-Invoicing X X X X X X X X X X X X Working capital Impact on buyer P&L Process X X X X X X X X X X X X Impact on supplier Working capital P&L Positive Impact Moderate Impact Neutral Impact Negative Impact Notes: Partial summary of S2S strategic levers 1 Assumes monthly settlement cycle with issuing bank 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 28

29 Improvements to Working Capital and spend reductions from payment strategy initiatives are relatively easy to measure quantitatively but require end to end collaboration Negotiated by Sourcing Percent of Suppliers for Which Standard Terms are Applied 95% Early Payment Discounts Taken as a Percent Of Available 69% 82% 61% Executed by AP Peer Top Performer Days Payable Outstanding Peer Top Performer Peer Top Performer Note: DPO is Self Reported based on internal methodology 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 29

30 Technology: Invoice Automation

31 2015 P2P technology initiatives: A large gap exists between electronic invoicing importance and effectiveness Importance and Effectiveness of Capabilities Enabling electronic invoicing through third party networks, supplier portals, or EDI 2.4 The Biggest Gaps Between Importance and Effectiveness Implementing or expanding use of electronic catalogues Introducing technology to promote self-sufficiency in accounts payable Guided buying to preferred supplier, pricing and buying channel Improvements to the current e-procurement system Driving supplier adoption of a connectivity strategy Automating paper-based invoices using imaging technology, OCR, or workflow How important and effective are the following capabilities for the success of your organization? Effectiveness 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited Importance Effectiveness scale: 1-No capability, 2-Slightly effective, 3-Moderate, 4-High Importance scale: 1-Not important, 2-Low, 3-Medium, 4-High Key Takeaways Electronic invoicing is an important capability but organizations are struggling with how to best implement it. Enabling supplier adoption of these solutions is currently ranked lower in importance. To succeed with these initiatives, supplier enablement needs a higher level of attention. Source: Hackett P2P Key Issues Study 31

32 Plan to migrate all P2P technology to the cloud/saas Primarily on-premise but may consider cloud in the future Plan a combination of cloud and on-premise P2P solutions No plans for cloud - will remain on-premise 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 32

33 Cloud Strategy: Most P2P Organizations are planning a hybrid approach to migration to the cloud Strategy for Adopting Cloud Based Solutions (i.e. Software-as-a-Service) Our strategy is to eventually migrate all P2P solutions to a softwareas-a-service or cloud deployment model 18% Our strategy is to leverage a combination of on-premise and cloud P2P solutions to best meet our goals 45% Today, our P2P technology is primarily installed on site but we are piloting cloud solutions 13% No plans for cloud adoption - Our P2P solutions are primarily installed on site and will remain that way in the future 25% For P2P technology, which statement best describes your strategy for adopting cloud based solutions (i.e. software-as-a-service)? 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 33

34 "Invoice automation" can refer to any solution that is designed to mitigate the inefficiency of traditional paper invoice processing. Invoice Automation Advanced Invoice Processing Invoice Elimination Electronic Invoicing Invoice Capture Evaluated Receipt Settlement (ERS) Purchasing Card (P-card) Supplier Portal Scan-based Invoice is not received from the supplier Third-Party Network EDI (via VAN) File Upload / Self Entry PO Flip Invoice is received in an electronic format from the supplier enabling automated data entry Fax-based -based Invoice is received in a non-electronic format and/or requires manual intervention for data entry 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. In practice, nearly 60% of all invoice line-items are still received on paper The latest generation of imaging technology is sometimes referred to as intelligent data capture (IDC), advanced recognition (AR) or intelligent document recognition (IDR) in Hackett research and elsewhere. Invoice capture includes imaging of a physical document (transmitted via mail, fax, ), enhanced recognition of the image, extraction and validation of digital information, and workflow connectivity with downstream systems 34

35 Top Performers leverage electronic transactions for invoicing and payment far more than Peers Percent of Electronic Invoices and Invoice-less Transactions* Percent of Electronic Payments as Percent of Total Payments 74% 64% 62% 25% Peer Top Performer Peer Top Performer *Invoiceless transactions includes Evaluated Receipt Settlement 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 35

36 EDI is no longer the dominant connectivity strategy, Top Performers are leading the transition to web-based solutions Direct connect through Internet (supplier portal solution) Primary Vendor Connectivity Strategies (Percent of all Participants) 27% 70% -based solution 50% 60% Value Added Network through non-internet (EDI through VAN) 44% 60% Third-Party Network through Internet (EIPP) 33% 40% Fax-based solution 23% 30% Primarily paper based - No electronic strategy exists 25% 20% Peer Top Performer 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 36

37 Technology: Self Service

38 Top current and target uses of supplier portals Onboarding of new suppliers Maintenance of existing supplier master records Order tracking (order history, open POs, order acknowledgements, etc.) Invoice tracking and processing Inquiry support Supplier performance and relationship management 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 38

39 Top performers tend to utilize self services solutions more often, and when in use, implement more broadly What percent of inquiries are answered through the following methods? (All Participants) Average Percent Of Inquires Through Self- Service (For Those Using Self-Service Tools) 46% 56% "Live" on the first call 21% 22% 58% Self-service on the Internet / Intranet 5% 14% Voice response (IVR or VRU) 8% 11% 20% Voic , requiring a return call 8% 6% Other means 3% Peer Top Performer Peer Top Performer 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. Source: Hackett P2P Study 39

40 Agenda Hackett Group Introduction Top Performance Defined Key Capability Enablers Summary 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 40

41 Summary of findings Strong focus on end to end process standardization, especially globally Increased focus on external regulatory compliance, consistent with our enterprise-level study results Technology enablement and consolidation is important E-Invoicing implementation is a still top technology priority; self service may be next Wide gaps still exist in buy-pay channel optimization and requisitioner compliance Outsourcing and offshoring P2P are still lower on the list for most companies 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 41

42 Contact information Amy M. Fong P2P Advisory Program Leader m Amsterdam Atlanta Chicago Frankfurt Hyderabad London Miami Montevideo New York Paris Philadelphia San Francisco Sydney Vancouver 2015 The Hackett Group, Inc. All rights reserved. Reproduction of this document or any portion thereof without prior written consent is prohibited. 42

43 Kofax Delivers World-Class Performance in Procure-to-Pay Experience and Innovation for the Finance Manager Dermot McCauley, VP Platform Product Marketing, Kofax

44 Kofax Overview Leading provider of process automation software for the First Mile TM of customer/supplier engagement Deep experience in Procure-to-Pay Listed on NASDAQ & LSE: KFX > 20,000 customers HQ in Irvine, CA 1,400 employees Global hybrid go-to-market model Direct sales in > 30 countries Indirect sales via > 850 channel partners in > 70 countries Fiscal year ended June 30, 2014 Actual Total Revenues: $297.7 million, up 11.7% Adjusted EBITDA: $42.3 million 44

45 80 of the Fortune Global 100 are Kofax Customers as well as Financial Services Insurance Healthcare Supply Chain Government BPO 45

46 Making Procure to Pay Smarter Five critical capabilities Available on-premise or in the cloud 1. Kofax world-class multichannel invoice capture and transformation capabilities 2. Best practice workflows and business rules are applied consistently to invoice coding, validation, approval, dispute resolution and posting 4. End to end analytics for measurement and assessment of productivity, cash optimization and compliance 3. Integration framework supports single or multiple ERPs to deliver secure and accurate validation for GL coding, purchase orders, receipts and supplier data 5. Self-service supplier portal for invoice submission, inquiry, processing, and payment status

47 Critical Capability #1 Multichannel Communication 1. Multichannel Invoice Capture and Extraction Capture of invoice Multichannel Invoice Capture & Extraction Paper, , fax, e-invoice, mobile, any channel High-quality digital image Available in workflows Extraction of invoice information PO and non-po Preconfigured invoice recognition and online learning Supplier and header Line items and amounts Available in workflows Supplier Header Line Items Amounts 47

48 Insightful Analytics on Capture Performance 48

49 Critical Capability #2 Standardized Process 2 Best Practice Workflow: Productive, Auditable, Compliant, Adaptable Productive Standardized flows, high level of automation Low level of human touch Efficient human touch, if needed Auditable Audit trail of every action Documented AP processes Reports and dashboards available Compliant yet Adaptable Enforces compliance to policy and standards Best Practice AP Workflow Invoice Entry AP Clerk Line Item Matching Invoice Approval LOB Staff GL Coding Invoice Review Business Controls AP Manager Adds adaptability to expedite discount capture, discrepancy resolution, etc.

50 Workflow Visibility Kofax AP Agility

51 Productive, Customizable Interfaces 51

52 Critical Capability #3 ERP and other Integration 3 Effective System Integration Close integration of invoice images and information with workflow Flexible exchange of AP information with ERP and LOB systems Modern system architecture 10,000+ ERP and LOB integrations Multichannel Invoice Capture & Extraction Best Practice AP Workflow Invoice Entry GL Coding AP Clerk Line Item Matching Invoice Review Invoice Approval Business Controls Effective System Integration ERP LOB LOB Staff AP Manager

53 Any ERP and Multiple ERPs ERP users often seek a complementary solution that integrate to their ERP Kofax provides solutions for any ERP or for multiple ERPs ERP Support Other Kofax MarkView Kofax AP Agility

54 Critical Capability #4 Performance Insight & Analytics 4 Analytics Historical What happened and why? Data f/ invoices that have already been paid and related processes Actionable What s happening now? Real-time or near-real-time data on invoices currently in workflow Enable intervention to change course of processing Predictive All data analyzed to provide visibility into future Determine next actions based on historical trends, current process states, resource availability, etc. 54

55 Actionable Analytics, Customizable by You 55

56 Critical Capability #5 Streamlined Supplier Interaction 5 Supplier Portal A secure cloud based portal for supplier interactions, improving service levels and reducing cost, error and latency from inefficient communications and accounting transactions Submitting Invoices Showing status of invoices Two way communication between suppliers and AP staff Ability to flip a PO to an invoice (PO Flip) Ability to assess supplier performance Dynamic discounting

57 Who relies on Kofax for Procure to Pay Automation? >1,000 customers operating in 100+ countries 57

58 Why Kofax for Procure to Pay Excellence? Only Kofax dramatically simplifies supplier engagement: Trusted by 1,000+ Finance departments Available on-premise or as a hosted SaaS subscription offering Single, integrated product offering provides multichannel capture, process management, data integration, analytics and supplier portal capabilities Flexible and scalable architecture Open solution that easily integrates with any ERP, multiple ERPs, ECM & other Line of Business systems 58

59 Kofax Delivers World-Class Procure-to-Pay Performance For further information, please contact: Dermot McCauley, Kofax, VP Platform Product Marketing Phone:

60 Webinar programme Next on sharedserviceslink.com

61 Conference programme Next on sharedserviceslink.com

62

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