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 to cut costs is rising exponentially. Cash is King Survival of the fittest is crucial. 2
Gloom and Doom abounds Commodity & logistics costs are roller coasters Volatile geo political environments Businesses are over extended & collapsing Whole industries need assistance to survive 3
Especially in today s economy Russ Robertson, our CFO says: My door is always open to anyone who can help me today to: Drive continuous cost avoidance Drive continuous performance improvements Reduce my hard dollar costs in purchasing and payables Allow BMO to achieve >20% APR on its working capital And Requires no capital or credit Requires no additional resources, IT or otherwise 4
Opportunity is knocking. Businesses MUST have cash to survive Expense Reduction IS Mandatory Business right sizing IS continuing A Spend Management toolkit through a SaaS model: The Time is NOW! Industry expert Mickey North Rizza, AMR Research 5
Delivery Model Evolution 2002 to 2014 1990 s Late 90 s to 2002 Client/Server Model Driven by business demands for decentralization, flexibility and cheaper platforms. LOB demands greater control. ASP Model Driven by 1st generation thinking about how to leverage the Internet. SaaS Model Confidence in the Internet and business buyers looking to bypass IT backlogs, IT control, upgrade nightmares, and to avoid long-term, inflexible, and costly commitments 7
Alphabet Soup of Terms On-Demand method of business process delivery such that business demand can be met dynamically. SaaS essentially software delivered On-Demand NOT behind the firewall but through an internet connection. Multi-tenancy SaaS architected delivery model, where a single instance of the software and data model serves multiple customers on the service. Not to be confused with ASP broad term encompassing any software application offered and managed by a third party provider. Single-tenancy Normally traditional ASP, software architected as traditional licensed software, where one instance of the software and data model serves a single customer. 8
SaaS model is growing SaaS is forecast to have a 23.8% compound annual growth rate through 2012 for the aggregate enterprise application markets, far exceeding the total market CAGR of 11.4%. Gartner, Market Trends: Software as a Service, Worldwide, 2007 2012 Client adoption of Software as a Service (SaaS) is increasing, driven by ease of deployment, flexibility, scalability and predictable pricing models. IBM Software as a Service Brochure Forrester recommends that all applications professionals include SaaS in their firm s long-term packaged applications strategy Forrester 2009 9
Pendulum has Shifted As Needs Changed From On Premises Point Solutions Status Quo, Locked In, Slow Change Web Skeptical, Thick Client, Thin Pipes IT is Philosophically Aligned with Vendors Sees Their Business Processes as Far Different from Rivals Huge Investment, Major Risk, Long-Term ROI Horizon Major upfront costs Costly annual maintenance Bias to insource Owned infrastructure To SaaS Business Process Solutions Efficiency, Speed and Simplicity Supports Browser-based Applications, Thin Client, Thick Pipes IT is Aligned with its Business and LOB Leaders Sees their Business Processes as Very Similar to Rivals Zero capex, Short-Term ROI Horizon, Immediate Savings Pay as you go, fees as you use Predictable monthly fees Bias to outsource Virtualized infrastructure Multiple code bases AMR 2009 Single Instance 10
SaaS Value: Grab the Opportunity! Global Insurance Company Executive: It s s imperative to diligently manage our expenses to maximize opportunities for growth. Using our SaaS sourcing solution, we have implemented a more efficient process for sourcing. Running the software in SaaS mode allowed us to: accelerate the start of the project cut total sourcing costs by 22% within six months achieve an ROI of 8:1 within six months 11
Why Go Capex when you can go SaaS? Faster Time to Value weeks not months or years Scalable model meets needs of all sizes of organizations Faster approval cycle (expense vs. capital) Lower total cost of ownership Avoidance of IT Expenses No separate maintenance fee Pay-for for-use-model Requires no client-owned/managed infrastructure except for Internet access Faster response times to business issues Quick way to more spend under management Software is a utility. Applications on-demand 12
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Toolkit should include SaaS Spend Management Solutions Integrated suite of solutions Spend Analytics Start anywhere Settlement esourcing Drive immediate value Fill in ERP gaps or complete solution module einvoice Contract Management eprocurement and Catalog 14
Spend Analytics esourcing Settlement Invoice Automation Global Supplier Network Know what Select you your are buying, suppliers, from negotiate whom & Contract Management Feeds Save diverse time & money payment by & automating financing your & for how monitor much their performance methods Accounts Payable Global process Reach to your supply base 100% Streamline spend Generates your visibility contracting 40 across - 65% the process, enterprise savings Automates DEFT/ACH 2, Exchange 3 & 4 way Business Match Documents Quantifies ensure Best compliance Maverick Practices spend to are contracted standardized prices Automates PCard Approval Insures Drives process throughout one comprehensive compliance the enterprise system Can Check drive $10M savings per $1B spend Identifies from contract Often non-compliant generates creation through suppliers 14% cost savings Can Wire drive $10M process savings per Feeds contract sourcing expiration & procurement strategy Save $1B money spend by reducing manual and Visibility drives enhanced compliance and cheque Earn Early payments Pay & Dynamic Discounts reporting DPO eprocurement & Catalog Optimize Working Capital Offer a critical mass ecatalog solution for streamlining the procurement process Reduces Maverick spend, often by 75% Ensures process Compliance Ensures your contracted pricing 15
Working Capital Optimization 3% % Discount 2% 1.5% 1% Sliding Scale Discount Rate Process Value: Process Value: Increase Invoice approval efficiency Increase Invoice approval efficiency Enables touch-less invoice reconciliation Enables touch-less invoice reconciliation (manage (manage the the exceptions exceptions only) only) Electronic audit trail for every invoice, Electronic audit trail for every invoice, invoice invoice exception exception and and payment payment Significant time reductions in Invoice Significant time reductions in Invoice processing processing 36.5% APR (Annual Percentage Rate) # of Invoices Working Working Capital Capital Value: Value: Maximize Discounts across supply base through Maximize Discounts across supply base through Early Early Pay Pay & & Dynamic Dynamic sliding sliding scale scale discounts discounts Sources Sources Hackett, Hackett, IOMA IOMA & & Aberdeen Aberdeen 2008 2008 say say 0.3% 0.3% 1.0% 1.0% per per $1B $1B spend spend Increase DPO through 3 rd Party Financing Increase DPO through 3 rd Party Financing Provide increased visibility into cash requirements Provide increased visibility into cash requirements Support the daily payment of approved invoices Support the daily payment of approved invoices Help the organization better manage its cash and Help the organization better manage its cash and its its return return on on available available cash. cash..5% New approval Current Approval Days 20 10 30 16 60
Bottom Line Create the Right Toolkit If you want help, we can help you: no matter where you are in your Spend Management Toolkit no matter the size of your organization We can help you this year: 55% transaction automation savings 5% working capital improvements 8% -10% annualized savings No capex 17
Thank You Doug MacCallum Director, BMO Spend & Payment Solutions doug.maccallum@bmo.com Telephone: 416 232-8290 Wireless: 416 436-2351 18