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Business Commerce Innovation [Boston]

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Information about Business Commerce Innovation [Boston]
Business

Published on October 13, 2014

Author: Ariba

Source: slideshare.net

Description

Get an analyst's perspective on the impacts they're seeing from business networks today. Whether seeking sources for spot buy opportunities, identifying and satisfying staffing needs, developing new ways to facilitate payments, or better managing supply chain and business risks, Andrew Bartolini and Chris Dwyer will explore the benefits they're seeing for the clients they work closely with and share their vision on where this may lead us in the future.

Andrew Bartolini, Chief Research Officer, Ardent Partners and Chris Dwyer, Research Director, Ardent Partners - Ariba Commerce Summit Boston 2014
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1. 1 Commerce Innovation: 2014 Andrew Bartolini, Chief Research Officer Christopher J. Dwyer, Research Director Ardent Partners October 2, 2014

2. 2 CO-PRESENTERS Copyright © 2014 - Ardent Partners Ltd. Andrew Bartolini Chief Research Officer Ardent Partners Christopher J. Dwyer Research Director Ardent Partners

3. 3 AGENDA Introduction Commerce Innovation Convergence on the Network Copyright © 2014 - Ardent Partners Ltd.

4. 4 Ardent Partners is a research and advisory firm focused on defining and advancing the supply management strategies, processes, and technologies that drive business value and accelerate organizational transformation within the enterprise. ARDENT PARTNERS Copyright © 2014 - Ardent Partners Ltd.

5. 5 CPO Rising: The site for CPOs and other supply management executives www.cporising.com ARDENT’S NETWORK OF SITES Copyright © 2014 - Ardent Partners Ltd. Payables Place: Global source for ePayables news, research, & analysis www.payablesplace.com

6. 6 ARDENT’S’ RESEARCH COVERAGE: SUPPLY MANAGEMENT Commercial Cards Supply Risk & Supplier Information/Performance Management Contingent Workforce Management Other Complex Categories (T&E , Meetings and Events, Print, etc.) Spend Analysis eSourcing Contract Management eProcurement ePayables Copyright © 2014 - Ardent Partners Ltd. Procurement Outsourcing

7. 7 COMMERCE INNOVATION

8. 8 WHAT IS BUSINESS COMMERCE? Commercial Cards Supply Risk & Supplier Information/Performance Management Contingent Workforce Management Other Complex Categories (T&E , Meetings and Events, Print, etc.) Spend Analysis eSourcing Contract Management eProcurement ePayables Copyright © 2014 - Ardent Partners Ltd. Procurement Outsourcing

9. 9 Copyright © 2014 - Ardent Partners Ltd. WHAT IS BUSINESS COMMERCE? BUY PAY MANAGE

10. 10 BUSINESS COMMERCE INNOVATION Copyright © 2014 - Ardent Partners Ltd. BUY PAY MANAGE 22% 4% 2006 2011 Motorola Market Share: Mobile Phones Key Takeaways:  Joy’s Law: “Innovation will happen, and it will happen elsewhere.”  Innovation extends to all supply markets  A ‘static “supply base is now a red flag  No company can risk going it alone  Increasing reliance on suppliers  Suppliers are partners assets

11. 11 CPO’S AGENDA: THEN AND NOW CPO View 2009 "There has been a change in context, speed, and risk. It's time for procurement to be the hero.“ Christina DeLuca CPO - BP CPO View 2014 "The minute you get complacent, people will begin to offer other opinions. You must stay sharp.“ Chris Shanahan CPO - BD Copyright © 2014 - Ardent Partners Ltd.

12. 12 TOP CPO PRIORITIES (NEXT THREE YEARS) Copyright © 2014 - Ardent Partners Ltd. ©Ardent Partners - 2014 Innovation

13. 13 TOP STRATEGIES FOR SOURCING TEAMS IN 2014 Copyright © 2014 - Ardent Partners Ltd. 55% 47% 42% 32% 31% 31% Improve collaboration with business Improve collaboration with suppliers Improve use of technology (buy new systems / improve current ones) Implement stronger policies and processes Improve collaboration with the CFO and other executives Optimize current systems and processes © Ardent Partners - 2014 Collaboration

14. 14 THE CPO ROLE IN 2014 Purchasing Sourcing Cash Risk Innovation Sales M&A New Products New Markets Joint Ventures Travel Outsourcing Contingent Workers Trusted Advisor / Influencer / Special Projects Accounts Payable Copyright © 2014 - Ardent Partners Ltd. Convergence

15. 15 BUSINESS COMMERCE INNOVATION Copyright © 2014 - Ardent Partners Ltd. BUY PAY MANAGE Key Takeaways:  No company wants to “slow the line”  ePayments are easier  ePayments are cheaper  ePayments are more accurate  ePayments are more secure

16. 16 AP’S TOP PRIORITIES IN 2014 Copyright © 2014 - Ardent Partners Ltd. 23% 25% 27% 31% 37% 63% Generate discounts on spend Better link P2P processes and systems Improve collaboration/communication with procurement Improve visibility into invoice and payment data Improve reporting and analytics around AP Reduce processing costs © Ardent Partners - 2014

17. 17 THAT PERSISTENT PAPER PROBLEM Copyright © 2014- Ardent Partners Ltd. 70% 30% Manual Electronic © Ardent Partners - 2014 Invoice Formats Payment Formats 44% 56% Manual Electronic © Ardent Partners - 2014

18. 18 THE BENEFITS OF ELECTRONIC PAYMENTS 24% of all AP groups report increased accuracy and control of payment delivery 24% 45% 51% 18 45% of AP groups say that electronic payments enable more efficient and streamlined processing (e.g., review, approval, execution). 51% of enterprises rate cost savings as the top benefit seen from electronic payments

19. 19 19 Greater involvement in working capital optimization Skill set required within AP will change Stronger AP & Procurement partnership AP process will be largely automated AP TRENDS & PREDICTIONS (“LIKELY” IN NEXT 2-3 YEARS) 83% 69% 66% 57%

20. 20 BUSINESS COMMERCE INNOVATION Copyright © 2014 - Ardent Partners Ltd. BUY PAY MANAGE Job Stats  4.4 years = Average job tenure in US (US Dept. of Labor - 2014)  91% of Millenials expected to stay at current job less than 3 years Key Takeaways:  The “rules of employment” have changed  Work will continue to migrate to where it can best be done  Geography will not be a talent constraint Job hopping is now a trend  Outside talent can offer great value and agility  There is a talent war  New strategies and approaches are needed

21. 21 CURRENT CONTINGENT WORKFORCE CHALLENGES Copyright © 2014 - Ardent Partners Ltd.

22. 22 THE EVOLVING CONTINGENT WORKFORCE Ardent Partners predicts that the average contingent workforce will rise by 30% over the next three years 92% of enterprises cite non-traditional talent as a moderate-to-vital aspect of their overall corporate strategy The “war for talent” now outweighs “cost savings” as the top driver of contingent workforce management Copyright © 2014- Ardent Partners Ltd.

23. 23 Traditional Complex Independent Contractors Copyright © 2014 - Ardent Partners Ltd. Comprised of SOW- based projects and services Purpose: Unique talents and expertise Freelancers, consultants and contractors Purpose: High-level talent and specialized skillsets “Temps” sourced via staffing suppliers and agencies Purpose: Low-to- mid-level talent ARDENT PARTNERS CWM FRAMEWORK

24. 24 THE FUTURE OF CONTINGENT WORKFORCE MANAGEMENT Copyright © 2014 - Ardent Partners Ltd.

25. 25 CONVERGENCE ON THE NETWORK

26. 26 THE EVOLUTION OF TALENT SOURCES Copyright © 2014 - Ardent Partners Ltd.

27. 27 BUSINESS NETWORKS’ IMPACT ON TRANSACTIONS

28. 28 BUSINESS NETWORKS’ IMPACT ON SUPPLIER COMMUNICATION / COLLABORATION

29. 29 THE NEW “COMMERCE” DYNAMIC Speed and complexity continue to accelerate Compliance, control, efficiency are table stakes This is the “Age of Innovation and Collaboration“ Winners will be the agile organizations that can tap into expertise and find value wherever it exists in the market Selecting the right partners and platforms has never been more important Copyright © 2014- Ardent Partners Ltd.

30. 30 For more information please visit: www.ardentpartners.com THANK YOU! Andrew Bartolini Managing Partner & Chief Research Officer 617.752.1620 abartolini@ardentpartners.com @andrewbartolini Contact Info: Ardent’s Media Sites: Copyright© 2014 - Ardent Partners Ltd. Christopher J. Dwyer Research Director & VP, Operations 617.752.1624 cdwyer@ardentpartners.com @cjd_ardent

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