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Zukunftstrends im Einkauf – Run Simple and Stay RelevantDie Beschaffungslogistik als Schlüsselrolle im Business Netzwerk
Dr. Marcell Vollmer, CPO SAP SE April 21, 2015
2© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Agenda
2
3 SAP’s Evolution of Procurement from Service to Function
Future Trends and Innovations in Procurement
Disruptive Trends and SAP’s Path to 20201
3© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Increasing Globalization• Expansion into new markets• Global process standardization• International supply chains• Increased off/near shoring
Economic Volatility• Volatility in markets• Decreased stock valuation• Slow economic growth• High expense ratio
More Competition• Pricing pressures• New sources of competition• Decreased budgets and spending
Greater Risk• Supply chain disruption• Financial risk and fraud• Commodity risk
Accelerating Technological Change• Changing business models• Faster innovation cycles• Expanding partnerships and channels• Leveraging big data for decisions
Regulatory Changes• Increasing disclosure
requirements• Country-specific regulations• Industry-specific disclosures
Changing business environment increases pressure on companiesIncreases Pressure on Companies
4© 2015 SAP AG or an SAP affiliate company. All rights reserved.
1 ScienceDaily. ScienceDaily, 22 May 20132 Technology Adoption Report: Business Networks, Ardent Partners, 2014
3 Internet of Things (IoT) 2013 to 2020 Market Analysis: Billions of Things, Trillions of Dollars, IDC, 20134 Statista, 2014
Accelerating Technological ChangeBusiness landscape transformation 2020 is increasingly digital and networked
5© 2015 SAP AG or an SAP affiliate company. All rights reserved.
€1.95bn to €2.05bncc Cloud subs
8% to 10% ccCloud & software
€5.6 to €5.9bncc operating profit
€3.5 to €3.6bnCloud subs
€21 to €22bnTotal revenue
65% to 70%Support + Cloud subs –share of revenue
€6.3 to €7bnOperating profit
€7.5 to €8bnCloud subs
€26 to €28bnTotal revenue
70% to 75%Support + Cloud subs –share of revenue
€8 to €9bnOperating profit
2015guidance
ambition
2020ambition
Across 25 industries
in 180 countries
253,000 customers
70+ million Cloud Users
40+ million On-premise users
74,400+ employees
17,6bn € Revenue full year 2014 (IFRS)
2015 Outlook and Path to 2020 – Run Simple, Simple WinsFast cloud growth, growing highly predictable revenue and operating profit
Procurement and Shared Services with end-to-end process automation are key forSAP to support operating profit ambition
6© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Agenda
2
3 SAP’s Evolution of Procurement from Service to Function
Future Trends and Innovations in Procurement
Disruptive Trends and SAP’s Path to 20201
7© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Future Trends for ProcurementThree Trends in the Market – From Service to Function
Value Creation for supporting Business Functions – Procurement as Business Value EnablerValue creation is more important than procurement savings, which are not hitting the bottom line.
Focus on implementing new innovations to deliver business value and drive transition to source ‘services’ insteadof ‘goods’.
1
2
3 Leveraging Shared Services Concepts – Sourcing FactoryIntelligent managed service concepts to discover untapped spend (like for small countries) and to increasecompliance incl. centralized category management.
Networked Economy – Business Networks to Revolutionize Sourcing for ProcurementUse cloud networks to link various platforms and consolidate spend while achieving real time collaboration. Enablethe function to harness the power of predictive analytics to be first to get competitive market insights and drivebetter business decisions. Leverage network and analytics to improve working capital and reduce transactionalcosts by end-to-end process automation incl. public cross-industry Procurement Catalog and Market Places.
8© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Future Trends for ProcurementBusiness Value Enabler – Value Creation
Value creation is more important than procurement savings, which are often not hitting the bottom line. A buyer role needs toadvise the business and be a valued partner to focus on strategic sourcing decisions rather than ordering goods or services –systems will connect to order automatically, monitor status and delivery will be fully automated
Services not Goods Automated Ordering
Services Warehouses
Product Creation
3D Printing
The role of a buyer will change significantly as Procurement transitions from Goods to Services. Buyers will be asked toprovide solutions to the business and implement new (supplier) innovations that align with strategic objectives and deliverbusiness value.
9© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Future Trends for ProcurementThree Trends in the Market – From Service to Function
Value Creation for supporting Business Functions – Procurement as Business Value EnablerValue creation is more important than procurement savings, which are not hitting the bottom line.
Focus on implementing new innovations to deliver business value and drive transition to source ‘services’ insteadof ‘goods’.
1
2
3 Leveraging Shared Services Concepts – Sourcing FactoryIntelligent managed service concepts to discover untapped spend (like for small countries) and to increasecompliance incl. centralized category management.
Networked Economy – Business Networks to Revolutionize Sourcing for ProcurementUse cloud networks to link various platforms and consolidate spend while achieving real time collaboration. Enablethe function to harness the power of predictive analytics to be first to get competitive market insights and drivebetter business decisions. Leverage network and analytics to improve working capital and reduce transactionalcosts by end-to-end process automation incl. public cross-industry Procurement Catalog and Market Places.
10© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Evolution of Procurement towards a Strategic FunctionHow to explain best Business Networks in a ‘Networked Economy’?
Transition to fully integrated and automated purchase-order to invoice process will be a must in the future toreduce transactional costs and free up resources to focus on value adding activities in the end-to-end process.
The social media capabilities of
like shopping market place
End-to-end Automation for all transactions
Ariba Network will be THE B2B Network of the future
Ariba Business Network Combines Business Network Spend Distribution
Global capital andoperational spending for theGlobal 2000 is distributedacross different categories.SAP Business Networks canhelp companies address allof the spend categoriesSource: Spend Categories for GlobalTop2000
26%Direct & SupplyChain
21%Indirect & MRO
46%Contingent Laborand Services
7%Travel &Expenses
11© 2015 SAP AG or an SAP affiliate company. All rights reserved.
AutomationIncrease in invoice automationwithin short timeframeSAP: +50% in 12 months
ProductivityIncrease in overall productivity forprocurementSAP: +20% in 18 months
InvoicingReduction in procurementcosts using cloud solutionsfrom Ariba, an SAP company, andthe Ariba Network (from €11.5 to€6.7 per invoice) Example: SAP
Evolution of Procurement towards a Strategic FunctionCPO and CFO Value Proposition on Ariba Network & Catalog of Catalogs
Ariba Network provides benefits for both
CPO – to leverage purchasing power and reduce transactional costsCFO – to reduce transactional costs by invoice automation
SAP can sell to both! CPO and CFOProbably CFO can support getting budget for CPO as he benefits with real cost savingsbusiness case
CFO ValueCPO ValueSpendWill be leveraged to a highextend to realize additionalsavings (Margin impact)
POIncrease in overall productivityfor procurement to automatepurchase orders
100%Compliance and capturing ofall information / knowledge onthe Network
Ariba Cloud for GoodsFieldglass for ServicesConcur for Travel
Transaction automationon the combined networkof Ariba, Fieldglass andConcur
12© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Transition to fully integrated and automated purchase-order to invoice process will be a must in the future to reducetransactional costs and free up resources to focus on value adding activities in the end-to-end process.
Manual paper based processfrom Purchase Order to Invoice
Purchase Order to Invoice fullyautomated on Ariba Network
Invoicecreation ina system
Invoice management will change from a paper based invoice handling process with manual data entry on two screens to anetworked automated invoice solution without manual process steps.Almost all invoices in today’s time are getting created by a system (ERP, Word, Excel and others). Invoice gets printed, shippedas letter per mail before the receiving company has to open the envelop, scans the invoice and is either entering the datamanually or tries to capture the information by an OCR system.
Printing MailShipping
ManualData Entry
Purchase Ordercreation / Invoice data
Purchase Orderdata conversion in invoice
Scanning
Example Purchase Order Invoice Automation and Run SimpleAutomation of Invoice to Pay – Eliminate Manual, no Value Adding Tasks
13© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Future Trends for ProcurementThree Trends in the Market – From Service to Function
Value Creation for supporting Business Functions – Procurement as Business Value EnablerValue creation is more important than procurement savings, which are not hitting the bottom line.
Focus on implementing new innovations to deliver business value and drive transition to source ‘services’ insteadof ‘goods’.
1
2
3 Leveraging Shared Services Concepts – Sourcing FactoryIntelligent managed service concepts to discover untapped spend (like for small countries) and to increasecompliance incl. centralized category management.
Networked Economy – Business Networks to Revolutionize Sourcing for ProcurementUse cloud networks to link various platforms and consolidate spend while achieving real time collaboration. Enablethe function to harness the power of predictive analytics to be first to get competitive market insights and drivebetter business decisions. Leverage network and analytics to improve working capital and reduce transactionalcosts by end-to-end process automation incl. public cross-industry Procurement Catalog and Market Places.
14© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Sourcing FactoryLeverage Organizational Capabilities
Problem:Strategic spend is managed by globalcategories or on regional level with strategicand/or preferred suppliers.
Tail spend and spend for small countries(Tier 3 countries) are not or partly managedwhich leads to missed savings opportunityand non-compliance risk.
Solution:Sourcing Factory model is an answer tobetter manage not globally/regionallycovered spend
Sourcing on Business Networks or based on global supply database to ensure fast and compliant processing of non-strategic spend.
Managed byGlobal Categories
Option 1:Captive Shared Service or
Center of Expertise concept
Option 2:Oursourced / Managed
Services
Spend to be shifted topreferred suppliers or intocaptive / managed service
High automation (spot buy, spot quote, eSourcing)
Intelligent managed organizational concepts are required to manage untapped spend areas or serve very small countries in a compliant way.A sourcing factory model – captive or as managed (outsourced) service – will expand the reach of procurement organizations in the future.
15© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Agenda
2
3 SAP’s Evolution of Procurement from Service to Function
Future Trends and Innovations in Procurement
Disruptive Trends and SAP’s Path to 20201
16© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Operational Strategic Partner
Today
Processes & SystemsE2E P2P & Cloud Systems,
Networks, Mobile
OrganizationGlobalization Category
Managements
PeopleDevelopment & Change
Management
RegionalPurchasing
SRM 5.0 SRM 7.02 Cloud
ChangeManagement
Tactical
ProcurementOperations
PeopleDevelopment
Business PartnerLeadership
GlobalCategories
Evolution of Procurement at SAP towards a Strategic FunctionThe Transformation Journey towards Run Simple and Business Value Enabler Role
17© 2015 SAP AG or an SAP affiliate company. All rights reserved.
CPO and Business Owner for ‚Source-to-Pay‘
>3.8 billion €Spend FY 2014
>710,000Annual invoices
to-PayAccounts Payable and
Travel & Expenses
Source-to-PurchaseStrategic and Tactical Procurement
Purchase-OperationalProcurement
>970,000Trips
Source-to-Pay Strategy Group
IT Marketing Facility MobilityServices
Procurement Solutions Excellence Team
Leverage purchasing powerand driving sustainablesavings across allgeographies
Deliver best-in-classprocurement processes andhighest possible servicelevels to internal customers
Mitigate risk to SAP
Be a fair partner to oursuppliers
Process Organization Source-to-Pay @ SAPImplementation of a Globalized Category Management Organization
18© 2015 SAP AG or an SAP affiliate company. All rights reserved.
End-to-End Process and AutomationEvolution from Accounts Payable to Procure to Pay
From different process standards and scope…
Execute ClosingandReconciliation
Perform InvoiceProcessing andPerform Payment
Perform CatalogLifecycleManagement
PerformSourcing andBiddingContractManagement
Execute pretrip, on trip andexpense entry.Auditing
Request, order andreceive goods andservices
Define andperform strategicsouring planningand suppliermanagement
Global Source to Pay Process 2004
…to one end-to-end P2P process standard in Shared Services
Execute ClosingandReconciliation
Perform InvoiceProcessing andPerform Payment
Perform CatalogLifecycleManagement
PerformSourcing andBiddingContractManagement
Execute pretrip, on trip andexpense entry.Auditing
Request, order andreceive goods andservices
Define andperform strategicsouring planningand suppliermanagement
Global Source to Pay Process 2014
to-PaySource-to-Purchase Purchase-
Local / regionalProcessShared ServicesProcess
19© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Ariba for Goods,Fieldglass for Services andConcur for Travel
to-PayAccounts Payable and
Travel & Expenses
Source-to-PurchaseStrategic and Tactical Procurement
Purchase-OperationalProcurement
Processes & SystemsE2E P2P & Cloud Systems,
Networks, Mobile
Organization & PeopleGlobalization Category
Managements
Evolution of SAP’s Source-to-Pay SystemsOne Global Source-to-Pay Processes with Hybrid System Cloud & On Premise
20© 2015 SAP AG or an SAP affiliate company. All rights reserved.© 2014 Fieldglass, Inc. All rightsreserved. Proprietary and
Delivering Total Workforce ManagementCompanies for more than 25bn have been acquired in the last 8 years
21© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Run Simple Real Life Examples from GPO @ SAPEase of Use and Optimized User Interfaces for Procurement, Analytics and Travel
Catalog Ordering with Spot Buy (ebay) live‘ebay like shopping’
Improve to Run Simple Innovate NEW Ideas to Run Simple
New Fiori Approval Launchpad Live‘easy to use App’
Old SRM Catalog Old Workflows
NEW Ariba Catalog withSpot Buy ebay integration(live in US since November)
SAP Fiori Launchpad:Approval App and DesktopVersion available for allWorkflows, like ShoppingCart, Shopping Cart Tracking,Access Fiori Launchpad
TabletAccess enabled
Tablet / SmartphoneAccess enabled
22© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Ariba Cloud SolutionsStrategic & Tactical Procurement
Ariba Spend Visibility
Ariba Supplier Management
Ariba e-Sourcing
Service Procurement
Ariba Contract Management
Ariba Catalog
Procurement Dashboards arekey to manage the Procure-to-Pay Process and to definesourcing strategies
Leverage Supplier ManagementProgram on Ariba (SIPM) andimplement preferred supplierstrategy to consolidate andoptimize spend allocation
Leverage purchasing power anduse highly standardized andautomated eSourcing solution.Benefit from eAuctions
Cloud-based technology toprocure and manage the non-employee workforce, incl.contingent workers and servicessuch as Statement of Work(SOW) projects, offshore laborand independent contractors
New CatalogGoogle fast and eBaylike shopping experiencewith Ariba Catalog
Procurement integrated CMSsolution to eliminate paper andink from the creation, execution,and management of any type ofcontractual agreement.
Source-to-Purchase (Strategic and tactical procurement)
23© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Before After PO and non-PO Spend aggregated
SRMERPERP SRMERPERP
PO-SpendBW
nonPO-Spend
Run Simple Real Life Examples from Source-to-Pay @ SAPEase of Use and Optimized User Interfaces Spend Vis on HANA
24© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Streamline entire Source-to-Pay Process
§ Leverage economies of scale and control throughshared services
§ Cut costs through automated data extraction andprocess automation
§ Create workforce efficiency through streamlinedprocesses including mobile approvals
§ Reduce errors at the source§ Improve working capital management through
better visibility to cash requirements§ Optimize cash discount utilization including
dynamic discounting
Achievements: Facts & Figures
3 Months Implementation Time
>4,000 Suppliers on ARIBA Network
268,000 Documents transmitted
50% Increase in Automation
20% Productivity gain
<1.0bn Purchase Order value sourced
Achievements Source-to-PayBusiness Network with high Automation and Global Shared Services
25© 2015 SAP AG or an SAP affiliate company. All rights reserved.
Transform to Run Simple
Transform Organization to fit future needsDevelop people and manage change
Implement end-to-end processes and cloudsystems to automate transactional processes
Get Linked to Stay Relevant
Leverage the power ofsocial, supplier, and business networks
to get innovations and to deliver solutions to thelines of businesses
Key Takeaways on Transforming Source-to-PayRun Simple and Get Linked are Key Success Factors for the Future
26© 2015 SAP AG or an SAP affiliate company. All rights reserved.
RUNBETTERWITH
Many Thanks
© 2015 SAP AG or an SAP affiliate company. All rights reserved. 27
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