Weitere ähnliche Inhalte Ähnlich wie Financial Services Procurement in a Digital World - 56608 (20) Kürzlich hochgeladen (20) Financial Services Procurement in a Digital World - 566082. 2PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Value Realization with SAP Ariba Solutions – Customer Proof Points
Technology in a Digital World
Our Digital Business Framework for SAP Ariba Solutions
Case Study – The Intersection of SAP Ariba Solutions and Claims Spend
Wrap Up, Q&A
Agenda
4. 4PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Financial services customer portfolio
Financial services customers – $46 billion
invoice spend on the network
Buying channels – 61% invoice to PO and 39%
invoice to contract
218 FSI customers globally using SAP Ariba
solutions for sourcing and procurement
40,000 FSI suppliers on the Ariba Network
transacting 8.3 billion invoices and 5.3
billion POs annually
Spend concentration with 95% of spend in
the top 10 categories with 1.8% of suppliers
accounting for 80% of spend
5. 5PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Key findings and trends from SAP Ariba insights 2017–2018
01
Value trumps sourcing savings.
02
Projects are getting bigger and more
complex.
03
Digital procurement enables operational
excellence.
04
Automating compliance eliminates
uncertainty.
05
Agility will help propel procurement’s
performance.
06
Insights (not data) drive superior
performance.
6. 6PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
1.
Value trumps
sourcing
savings.
Sourcing savings (as % of spend sourced)
9,7%
7,8%
9,2%
2015 - 2016 2016 - 2017 2017 - 2018
Maverick spend
3,0%
4,9%5,0%
2015 - 2016 2016 - 2017 2017 - 2018
Number of suppliers per $B in spend
Data not
tracked
Top quartile in 2015–2016 Top quartile in 2016–2017 Top quartile in 2017–2018
Savings have tapered off slightly.
As a result, if saving is your sole
objective, you’ll be missing out on the
broader value drivers.
1.668
1.875
2015 - 2016 2016 - 2017 2017 - 2018
7. 7PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
2.
Projects are
getting bigger
and more
complex.
Average spend sourced per event ($M)
$4,7
$5,8
2016 - 2017 2017 - 2018
Sourcing cycle time (days) – requirements
definition to contract signature
30
37
2016 - 2017 2017 - 2018
Top quartile in 2016–2017 Top quartile in 2017–2018
8. 8PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
3.
Digital
procurement is
an enabler for
operational
excellence.
% of POs disseminated electronically
71,0%
100,0%
Average Top Performer
% of invoices received electronically
40,0%
67,0%
Average Top Performer
POs per FTE
8.306
10.721
Average Top Performer
Invoices per FTE
18.468
25.000
Average Top Performer
9. 9PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
4.
Automating
compliance
eliminates
uncertainty.
% of SAP Ariba PO lines created from
contract or catalog
65,7%
92,4%
Average Top Performer
% of SAP Ariba invoices associated with
contract or catalog
57,6%
88,0%
Average Top Performer
Guided buying drives users toward the right
contract and catalogs for compliance.
10. 10PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
5.
Agility will help
propel
procurement’s
performance.
PO cycle time for transactions through SAP Ariba solutions (days)
1,25
0,17
Average Top Performer
Invoice cycle time for transactions through SAP Ariba solutions (days)
The ability to perform a process quicker… …with fewer resources is a trait of an
agile organization.
8,40
3,34
Average Top Performer
Procurement FTEs per $B in spend
39,40
21,30
Average Top Performer
Accounts Payable FTEs per $B in spend
10,50
5,10
Average Top Performer
12. 12PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
The pace of change has never been
faster than it is today and it will
never be this slow again.
13. 13PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
40%Of today's companies on the S&P 500
will no longer exist in 10 years
Source: John M. Olin School of Business at Washington University.
14. 14PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Hyper-
connectivity
15. 15PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Super computers and
in-memory technology
16. 16PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Advanced analytics
17. 17PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Watt Steam Engine
1775
True innovation occurs when the
adoption of technology is met with a
change in the business process.
18. 18PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Time to reimagine
the business of
procurement
20. 20PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Our digital business framework
21. 22PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
© 2016 SAP SE or an SAP affiliate company. All rights reserved.
SAP Ariba solutions in the
context of the digital economy
Customer
Experience
Workforce
Engagement
Spend
Management
IoT
and Supply Chain
SAP for Financial Services – digital business framework
Spend management within the context of the digital economy
BuyerSupplier
Integration to SAP and non-SAP solutions, secure, open platform
Spendcategories
Direct
Indirect and MRO
Contingent labor
Travel
Fulfill SettleMarket
Buyer management
Procure SettleSource
Supplier management
SAP Ariba business network
22. 23PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Trends and innovations for world class procurement
Digital
business
TodayTomorrow
Business value of
procurement
Tasks are
operative,
tactical, and
strategic
Key KPI:
savings
Business value –
“value creation
officer”
Supplier
innovations
Supplier risk and
performance
Paper-based
POs plus
goods receipt
and invoices
Scanning
Lights-out shared
services with end-to-
end automation
Spot Buy integration
in catalogs
Networks and
marketplaces
B2C
B2B
Connected
commerce
23. 24PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Fully integrated source to settle – business strong
Commodity
classification
Enrichment
services
Market
intelligence
Analysis
D&B insight
Dashboard –
360-degree
visibility
Supply chain
collaboration
Spend
visibility
Sourcing
Working
capital
and payment
Invoicing
Procurement
and catalog
Contracts
Category
management
Process
compliance
eRFX and
auctions
Knowledge,
repository
SAP Ariba
Discovery
Reporting and
analysis
Process
compliance
Pricing and
terms
Repository
Authoring
Operational
contract
Expiring
contracts
Guided buying
Requisitions
Managed
catalogs
Spot Buy
3 bids and buy
Contract
compliance
Workflows and
approvals
PO flip
Smart invoicing
Invoice
automation
Invoice against
contract
PO and non-PO
invoices
Active
compliance
Dynamic
discounts
Payment terms
mgmt., extend
DPO
Supply chain
financing
E-payment
Remittance
advice
Outsource bank
account data
mgmt.
Supplier info and
performance
Portal, self-
registration, and
onboarding
Diversity, green,
certs
Risk
management
Surveys and
performance
Quantitative and
qualitative
scorecard
Forecast commit
PO, schedule
collaboration
PO changes
Advanced
shipping notice
and quality
Inventory
collaboration
Consignment
Service entry
sheets
Catalog and supplier enablement servicesSourcing help desk
Ariba Network – collaborative trading partner business community
One integrated source to pay
4%–15%
in average unit price reduction
$20 million
in contract leakage per $1
billion of spend
40%–60%
in operating cost
reduction
$1–$2 million
in savings per
$1 billion of target
24. 25PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
The Ariba Network
25. 26PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Cognitive intelligent procurement
Machine learning
Artificial intelligence
Blockchain
Internet of Things
1
2
3
4
5
Cognitive procurement
26. Case Study – The Intersection of SAP
Ariba Solutions and Claims Spend
27. 28PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Insurers do not always have visibility to important loss and expense data (such as total spend or # of suppliers by category)
3rd-party categories in claims
3rd-Party Categories in Claims
FNOL
Investigate
& evaluate
Ongoing
claim mgmt.
Reserve
mgmt.
Fraud
mgmt.
Lit.
mgmt.
Payment
&
recovery
Closure &
feedback
Claims
settlement
lifecycle
Internal
process
Internal
process
Call-center
Agent or broker
Independent
adjuster
Rentals
Repair shop
Construction
services
Towing
Attorney
Subrogation
Expert
services
Private
investigators
Medical
services
Third-party
administrator
Salvage
Accounting
Jury
consultants
41%
14%
12%
11%
22%
Independent Adjusters
Expert Svcs (Engineering)
Accounting
Expert Svcs (Building
Consultant)
Client Example
U.S. Property and Casualty Claims Spend
Distribution of claims spend on 3rd-party categories
28. 29PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Requisition to pay moves from a manual process that exposes leakage and risk to an automated, informed, and eventually predictive model
Technology-driven claims procurement: what’s different?
Futurestate
SourcingSelection Engagement Payment
PerformanceRequisition Engagement Payment
SourcingSelection Payment
Limited visibility into supplier
performance management
across lines of business; lack
of central dashboard
Ad hoc selection, lacking
consistent selection criteria
and resulting in quality, cost,
and risk concerns
Limited supplier engagement
controls and approvals
(unstructured agreement)
Invoices not being matched
against engagement details
or contracted rates prior to
payment
Performance management
standards defined and
tracked on an ongoing basis
Assignment of suppliers
based on selection criteria
(such as past performance,
price, or preferred status)
Template-based
engagement: rules and
service expectations defined
and documented prior to
service delivery
Standards defined to match
invoices against engagement
details and contracted rates
prior to payment
Adjusters
First notice of loss
(FNOL) and adjusters
Suppliers
Currentstate
Guided buying with SAP
Ariba solutions
Sourcing, contract compliance, and
invoice matching Spend analytics
29. 30PUBLIC© 2018 SAP SE or an SAP affiliate company. All rights reserved. ǀ
Developing preferred third-party provider networks can result in a 1%–3% improvement in loss ratios for most insurers.
However, many firms experience a 50% loss in benefit without ensuring compliance to parameters of these networks.
Technology-driven claims procurement: value at stake
1. Claims and procurement have partnered
to improve loss ratios by 1%-3% (~$100
million in savings) through application of
price and demand management value
levers across third-party spend.
2. However, lack of compliance of third-
party requisitions made through the
payment process can help reduce the loss
ratio benefits by 50% (a.k.a. leakage) and
put insurers at risk.
3. Accenture and SAP are partnering to help
insurance companies mitigate leakage
and reduce risk by establishing
procurement-management procedures
within a seamless and integrated process.
Source: Based upon Accenture benchmarks
31. Thank you.
Contact information:
Hugh Anderson
Senior Principal, Insurance
Financial Services, SAP
hugh.anderson@sap.com
860-480-8074
Contact information:
John Thompson
Director, Value Realization
Financial Services, SAP Ariba (SAP)
john.thompson01@sap.com
678-699-7040
32. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company.
The information contained herein may be changed without prior notice. Some software products marketed by SAP SE and its distributors contain proprietary software components
of other software vendors. National product specifications may vary.
These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP or its affiliated
companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP or SAP affiliate company products and services are those that are
set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release
any functionality mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future developments, products,
and/or platforms, directions, and functionality are all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The
information in this document is not a commitment, promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks
and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, and
they should not be relied upon in making purchasing decisions.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company)
in Germany and other countries. All other product and service names mentioned are the trademarks of their respective companies.
See www.sap.com/corporate-en/legal/copyright/index.epx for additional trademark information and notices.
© 2018 SAP SE or an SAP affiliate company. All rights reserved.