‘Credit Management Roadmap to Improvement…’

Building Credit TogetherOne Team One Goal

‘Credit Management Roadmap to Improvement…’

The Credit Management Journey

‘Building Best In Class Credit’ One Team One Goal

European ConferenceBarcelona 11th – 13th May

2014

Nick King, MICMGroup Credit Director

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HEADS or TAILS

HEADS or TAILS

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Setting the Scene – Refresh from Amsterdam 2013 Conference

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Strong group brands

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http://www.travisperkins.co.uk/

http://www.keyline.co.uk/

http://www.cityplumbing.co.uk/

http://www.ccfltd.co.uk/

http://www.wickes.co.uk/

http://www.benchmarxjoinery.co.uk/

http://www.tilegiant.co.uk/

http://www.toolstation.com/shop/

http://www.cityheatingspares.co.uk/

http://www.bssindustrial.co.uk/

http://www.dhsspares.co.uk/styles/dhs/static/default.html

http://www.fpwholesale.co.uk/

http://www.birchwoodpricetools.com/

http://www.askdes.co.uk/

http://www.ptsplumbing.co.uk/

http://www.ugs.uk.com/

http://www.spendlovecjebbbelfast.co.uk/


Business Overview – 4 Divisions with shared support

GeneralMerchants

ContractsDiv Retail

BUSINESS DIVISIONS

SUPPORT FUNCTIONS

Supply Chain

Finance

HR

IT

Property

Commercial / National Sales

Marketing

Plumbing & Heating

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http://www.bssindustrial.co.uk/

http://www.ptsplumbing.co.uk/

http://www.fpwholesale.co.uk/

http://www.dhsspares.co.uk/styles/dhs/static/default.html

http://www.cityheatingspares.co.uk/


Key Figures

• £5.2 billion t/o = 2013• Excluding retail = £4.1 Billion• Total Staff = 25,000• Total Branches = 2,000+ (over 19 brands)• 137,000 to 140,000 credit account Customers• Receivables Ledger of > £300 million +• DSO y/e 2013 = 57• 37,000 cheques per month total value of £85 million• 50,000 bacs payment per month value of £154 million

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Organisation – Pre Reorg

Total Credit Services Staff = 253

Bus Unit

Managers

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Vision

Leveraging Technology to Enhance Credit Decisions

Review Processes, Create Good Quality Controls, and

Align Policies and Procedures with Company’s Business

Strategy


My Goals – What Drives Me• Create a credit process that incorporates:

– Consistency (auditors love that) yet flexibility.– Leveraging technology to increase productivity (work smarter – not

harder).– Reinvesting department’s time on more high return for investment

activities.– More than the financial numbers (piecing it all together).– Forcing people out of their comfort zones (do not rest on our laurels).– Developing credit professionals across all of the company’s markets (no

silos).– Challenging everyone to grow (no one stagnates and everyone is

engaged).– More experienced helps less experienced (everyone is part teacher and

part student).– Challenging established ways of thinking (no same old solutions).– A true “team” environment (we all win when we all win together).– Developing easier resource allocation, career path development, back-

filling, and project management capabilities (make being a manager of people easier).

– Transparency to drive understanding and alignment, and to demonstrate Credit adds value (gain respect for the credit profession).

– Delivering on my promise to teach the next generation of credit managers.


TP Group

• Tools• KPI• Reward• Opportunity

• Functionality• Integration• Fit for purpose• Technology (latest)

• System• Policy• Relevance• Control/Audit

• Attitude• Skill Level• Engagement• Knowledge

People Process

Performance

Measurement

IT/Systems

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Perception


People

• Complacent• Lack of Investment• Low Engagement• Low to Medium Skill set• Not engaged with peers “credit

industry”• Loyal• Knowledgeable about Industry• Low to medium attrition • Willingness to do well• Made best of a bad job

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Perception


People

Process

Stale/FragmentedMinimum control/review“Make do”

WorkedUnderstood and Accepted (with region)Integrated into systemDoes the job

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Perception


Performance

Measurement

OutdatedComplicatedManualNot understood/communicatedNot flexibleReward not seen as beneficialAcceptedDelivered the results

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Perception


IT/Systems

Lack controlOld technologyFragmentedPoor reporting capabilityLack of investmentDoes the jobIntegrated into businessHas good collection capabilityOpportunity to invest

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The Credit Management Journey ‘Credit Management Roadmap to Improvement…’

Organisational Alignment

Customer Focus

Consistent MI

Professionalism

One Set of Rules

Process & System Standardisation

Credit Strategies

Operational Excellence

Enablers

Professional &Customer FocussedCredit Management

FragmentedCredit Management

Differentiators

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Customer Focus

Consistent MI

Professionalism

One Set of Rules


Credit Strategies


Enablers

Differentiators

Single Organisation for Credit Management• Group integration• One Team mentality• Single Organisation Archetype • New Risk Department




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Customer Focus

Consistent MI

Professionalism

One Set of Rules


Credit Strategies


Enablers

Differentiators

One-Credit Learning Programme• Group Credit Management Learning & Development Programme. • Competency frameworks• Professional membership (ICM Group membership)• Career Ladder• Reward Programmes




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Perception





People Process

Performance

Measurement

IT/Systems

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Review of the current state identified a number of opportunities for improvement

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• One size fits all• Limited customer segmentation

& insight• Reactive v proactive• ‘Collections’ focused• Effectiveness and Efficiency not

optimised

• Long tenured team with little external perspective

• ‘Steady’ culture largely accepting the status quo

• Strong engagement with business lines

• Blurred ownership of core processes

• Tired and outdated• Limited workflow and significant

manual intervention• Inability to implement change• Reporting & MI capabilities very

challenging• Data integrity challenges• Lack of customer focus

• Evolved organically or via acquisition

• Inconsistencies in philosophy, design, execution and customer experience

• High degree of waste & manual intervention e.g. new account opening process

• Lack of historical investment in continuous improvement

Strategy

Technology

Processes

Culture


THEN YOU WILL ALWAYS GET WHAT YOU ALWAYS GOT

IF YOU ALWAYS DO WHAT YOU ALWAYS DID

REALITY CHECK

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‘Building Credit Together’

Achieving Quality in Credit Management


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Customer Focus

Consistent MI

Professionalism

One Set of Rules


Credit Strategies


Enablers

Differentiators




Start Point

Accreditation covers 6 areas: Credit Policy Compliance Customer Service Personal and Professional Development Performance Measurement Stakeholder Management and Roadmap

Accreditation Requirements

‘Building Credit Together’


QICM - Achieved


Project Odyssey.

Project Odyssey.

What are we doing?•To create a ‘best in class’ trade credit function that is effective and efficient, which helps enable growth across the TP group, whilst proactively managing risks and costs•The program that will consider strategy, technology, process, organisational design and culture•Undertaken a view of what ‘best in class’ looks like

Why is this transformation important?•There is a compelling need to improve the effectiveness and efficiency of the Credit function to deal with future growth without significantly increasing the level of resource•Credit Management will become central to the corporate growth strategy•Effective Working Capital management is increasingly important•Opportunity to create a differentiator in terms of customer service and relations•Improve the skill, culture and engagement of the trade credit function

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Achieving Best in Class

How will we achieve this ‘best in class’ goal?•Maintain business credit management alignment but develop single customer ownership for strategic relationships•Centralise core transactional processes and services to standardise, secure synergies and improve customer service•Maximise the use of technology to automate low value transactional activity and enable self service•Deepen our customer and portfolio insight •Creating a great, engaged and high performing team where colleagues see opportunities to develop their career at TP in the TC function. •There is potential to enhance credit and collections management to drive c. £40m - £50m in sustainable improvements

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Trade Credit vision

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To develop a ‘best in class’ trade credit function that is effective and efficient, which helps enable growth across the TP group, whilst

proactively managing risks and costs

One team, One goal, taking us from Good to Great:

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Our approach involves gaining insight from a range of sources to inform our future state

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Benchmarking

Voice of TC leadership

Voice of customer

Voice of business

External best practice

Technology solutions

Discovery phase Define our ‘to be’ state

• Develop design principals• Business case• Program work streams• Approval to proceed

Implementation

Business engagement is key to success to both inform the future state design and help improve the process and customer experience

In our ‘discovery’ phase we have engaged a number of stakeholders to assess our current state

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Credit Risk Management

Disputes

As is review & TC leadership

Business Reps KPMG External Best Practice

• Inconsistent decisioning• Waste & duplication• Lack of group insight &

metrics• Shared ownership

• Hot topic• Speed & consistency• Improve business

understanding & customer experience

• Variation in acceptance procedures for new clients

• Inconsistent decision

• Centralisation to realise synergies, economies of scale and single point accountability

• Hot topic: Credit limit approval

• Delays in decisioning• Reactive v Proactive

• Hot topic• Level of limit and speed

• Limits often breeched and system doesn’t enable exposure calculation

• Proactive• Level of automation in

decisioning

• Clarity of comms• Customer confusion drives

a large volume of calls into function

• Invoicing is effectively monthly given terms are driven from the end of month

• Clear terms• Due dates• Promote preferred

payment methods

• Typically 30 days however informal credit period extend terms to 67 days

• One size fits all• Limited/no customer

segmentation & insight• Single customer multiple

interaction points with TC

• Top priority to address• No single owner of

customer within TC

• Collections focused on month end/half year rather than daily collections

• Misleading metrics

• Customer segmentation• Rich data insight• Real time metrics with drill

down capability

• Lack of metrics, insight & focus on identifying and eliminating root cause

• Customer dissatisfaction re speed and lack of communication

• Customer & business self service

• Could TC being doing more to resolve?

• Not all disputes captured• In month performance not

monitored

• Centrally owned to ensure focus and single point accountability

• Insight re drivers

• Very manual and greater auto cash allocation could provide large benefit

• Customer & business self service

• Unallocated cash relatively low $4m at month end

• Automated cash allocation technology to streamline function

New accounts

Invoicing

Collections

Terms

Credit Risk

Cash Allocation

Disputes

The following design principals have been developed to shape our future design and drive us

towards leading practice

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Improve effectiveness & efficiency

Enable the business growth

strategy

Protect & strengthen customer

relationship

Maximise use of

technology

Deepen customer &

portfolio insight

Develop engaged &

high performing

team

Future proofed: agile &

scalable

Our future state: what are we looking to deliver?

Organisational design: Maintain business credit management alignment but develop single customer

ownership for strategic relationship Greater divisional focus and ownership Centralise core transactional processes and services to improve

effectiveness, customer experience and clearer accountabilities

Technology Maximise the use of technology to automate low value transactional activity Enable self service for internal & external customer

Data: Rich single source of data that enables real time reporting & Management

information plus insight

Processes Create robust, customer orientated processes e.g. account opening, credit

limit reviews

People: Up skill the team, introduce new capabilities and evolve the culture

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Single customer ownership: Our customers today can have many touch points with the TC

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Nationals

Single Brand

Multi brand

Managed Services

• Managed by specialist teams in TP and PTS/BSS• Single National customer may deal with both teams

• Managed by brand where customer trades

Customer x

TP North City PlumbCCFPTS

• Managed by a number of credit teams• No single accountability within TC

In the current model many customers have multiple points of interaction with the group which drives inefficienes, sub optimal customer service and

enhances risk

In our future state we propose developing much stronger ownership & clarity for

Customer Relationships

Nationals

Managed services

Multi brand customers

Single brand customers

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Strategic relationship & account management

Single customer ownership

Tailored strategies

Single brand, large customers

Tactical relationships Standard Collections

strategies

Increasing caliber of TC

team

Number of accounts Strength of relationship

• We will develop deep strategic relationships with our most valuable customers rather that a ‘one size fits all’ approach.

• Single point customer accountability will be defined and will own the relationship on behalf of the group.

• Nationals, Manager Services will be managed by specialised teams whilst multi brand will be owned by one nominated business, who will own on behalf of the group

The Target Design Model

P&H Division Merchanting Division Contract Division

TP SW TP SECity Plumb’ TP North

Single customer ownership

Account opening

Disputes Insight, MI & Reporting Legal & Recoveries

RiskCash Allocation

TC centralised shared services

BenchmxPTS & F&P CCFKeylineBSS

Bus

ines

s a

lignm

ent

TC s

hare

d se

rvic

esTe

chno

logy

in

frast

ruct

ure

Automated cash allocation

Maximise technology Tailored

Collections strategies

Insight, MI & Reporting

Proactive risk assessment

& management

Org

D

esig

n

StructureCapabilities CultureTraining &

Development GovernancePeople

Self Service

The following programs of work will be required to deliver this future state

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Trade Credit Key Initiatives

IT Capability

MI & Reporting• Portfolio and business MI• Revised KPI’s to drive ‘intra

month’ collections• Generate insight

Collections strategies• Short term effectiveness plans• Longer term optimisation post

system implementation enabling tailored collections strategies

• Optimise channel mix• Redesign statements, invoices

and customer communications• ecommerce strategy: Electronic

EDI’s, Remittance etc.• Eliminate cheques

IT Single Customer ownership• Strategic/multiband customers

have a single group TC relationship

POrganisational structure• Restructure to create clearer

accountability, progression and succession

• Introduce new capabilities

ITP

Centralisation of core processes & services

• Account opening, sales ledger, disputes, MI & reporting, Risk Management, Legal & recoveries

Credit Management IT• Proactive credit management• Risk management at portfolio

level• Redesign credit limit process

Right People, Right Culture• Define TC culture and ways of working• Restructure to create clear accountability,

progression and succession• Recruit top talent

• Deliver improved infrastructure that is agile, scalable and enables proactive management of risk, customer segmentation and CRM

P

P

IT

Enable Self Service IT• Business & customer self service

including online viewing of accounts, invoice, POD retrieval & payments

Enab

lers

The Right People, Right Culture is also critical for our success

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The Right People The Right Culture

• The future state structure has been designed with the following principals in mind:

Up skill Enable progression Clear accountability Ensure succession

• Up skilling the team to create a ‘best in class’ function and ensure emphasis shifts from just ‘debt collection’ to also ‘enabling business growth’

• New capabilities are required including business analysis, process management and improvement. Additional much greater on competencies and attitude

• A number of the new roles will be filled externally

• This structure will create clear successors to the Director role and enable the management team to work across a breath of disciplines and roles

• Building recognised credit management qualifications aligned to QICM

• Despite a strong relationship with the business the current culture of the management team will be a barrier to the success of any change program:

Lack of mutual respect Assuming negative intent Lack of collaboration Lack of managing up

• A culture and ways of working program is being commenced in Q1 2014 in conjunction with HR. The scope will include:

Defining TC culture and ways of working

Defining team interaction models and associated governance

2014 Training and Development program

• Develop an ongoing engagement strategy with business

Trade Credit Director

Credit Manager TP

North

Credit Manager TP

SE

Credit Manager TP

Midlands

Credit Manager TP

SW

Credit Manager BSS

Credit Manager PTS

Credit Manager Keyline

Credit Manager CCF

Credit Manager City

PlumbingRisk Manager

Legal and Recoveries Manager

Assitant to Director

Organisational Structure: The current management structure is too flat and inhibits

progression and succession

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Challenges with current structure

• Too many direct reports (12)• No successor to Director• Lack of progression opportunities within management structure• Core capabilities missing e.g. process improvement, business

analysis and insight • Lack of clear accountability for divisional performance and core

processes e.g. account opening• Blurred reporting lines with inhibits change• Lack of ownership of ‘change agenda’

The proposed leadership structure will up skill the function, introduce new capabilities and

clearer accountabilties

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Director of Trade Credit

Assistant to Director

Senior CM Merchant Division

Credit Manager

Credit Manager

Senior CM P&H

Division

Credit Manager

Senior CM Contracts Division

Credit Manager

Credit Manager

Head of Shared

ServicesCash

allocation & Disputes Manager

MI, Reporting &

insight

Legal and Recoveries Manager

Risk Manager

Account opening

Key changes

• Streamlined structure with reduction in number of directs from 12 to 7

• Clear accountability for divisional performance and stakeholder management whilst retaining dedicated business line credit teams

• Structure enables progression and effective succession planning

• The introduction of a number of new senior roles and new capabilities e.g. business analysis and process management/improvement.

• Centralisation of core processes including sales ledger, account opening, disputes, reporting & insight

• Long term aim is divisional credit teams to be co located

Denotes new role

Denotes up skilling

existing role

Support and Selection Approach

21st Feb 2014 Leading Edge - Change Team Event

24th Feb to 7th Mar 2014 Leading Edge - One to One Coaching

11th - 12th Mar 2014 Development Centre

13th March External Candidates Assessment Centre

28th Mar 2014 Feedback Results

Development Centre

• The transformation program involves up-skilling the team to create a ‘best in class’ function.

• A greater emphasis will be placed on capability and the development centre will provide an objective assessment of your suitability for the new roles. The development centre will include three parts:

Interview Individual Presentation Group Activity

• Everyone will receive feedback from the development centre which will contribute towards development plan.

Centralisation of a number of core processes and service is recommended

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• Currently a number of core processes and services are split across multiple trade credit teams and locations resulting in: variation in procedures, capability, customer outcomes and

experiences Lack of clear accountability resulting in little or no process

improvement Lack of portfolio view of performance Distraction from core collections role

• The ‘voice of the business’ committee was very supportive of centralising these services and a number of them were identified as ‘hot topics’ requiring significant improvement.

Scope of centralised services

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Account openingDisputesCash allocation

Insight & Governance RiskLegal & Recoveries

• Standardise, simplify and automate

• Ownership & maintenance of customer master data

• Data cleanse of master data• Ensure adequate segregation

of duties• Continuous improvement• Account administration

• Dispute process ownership• Reporting & SLA management• Identify key drivers of disputes

and provide insight to enable elimination of root cause

• Development of business level KPI’s

• Clean up of legacy disputes

• Sales ledger and cash allocation process

• Drive automated cash allocation

• Drive strategies to promote online payments, BACS and Direct debits as primary payment methods

• Design and develop MI and reporting for TC, business and branch

• Develop insight that informs Collections strategies

• Process improvement agenda

• Strategy & governance re process ownership, controls, monitoring and guidelines

• Ownership of TC risk strategy & appetite

• Ownership of credit policy and adherence

• Ownership of credit reference relationships and commercials

• Controls and monitoring for all credit limit increase

• Credit terms• Credit insurance

• Recoveries strategy & overall performance

• Legal cases• Group credit application • Personal guarantees• Security• Compliance

Management information, reporting, data and insight

A key business requirement is a single source of data that enables automated, robust and real time reporting to measure past/current performance and inform and improve future performanceScope of work stream includes:A wholesale review of all metrics & management information required by TCLT and businessDevelop a dashboard covering key performance metrics with drill down capability providing portfolio, divisional, business, branch and customer view

• New account, Utlisation, Outstanding's, DSO, weighted average days to collect, Disputes, Risk levels, cash allocation…

Develop internal KPI’s and metrics that focus on intra day collections management rather than the current month end focus

• Educate the team on the impact of collections on working capital and the cost of capital and importance of proactive intra month management rather than reactive end of month focus

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IT Capability: Investment is required in this key enabler

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We aim to implement ‘best in class’ technology solutions spanning collections, risk management and cash allocation:

• Increase sales on credit terms to existing/new customers• Increase overall effectiveness and efficiency• Significantly reduce operating costs• Improve working capital• Motivate and empower Credit teams with best tools and technology• Differentiate our customer experience and gain a competitive advantage

in the marketplace

Collections management

system

Cash Allocation system

Risk management system

Collections system will enable segmentation and tailored collections strategies

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Automation:• Set collections strategies for different customer segments based upon risk and behaviour• Workflow to automate low value transactional activity and manage by exception• Automatically determine most important next step for segment• Flexibility to evolve, test and change collections strategies within the TC function

Targets and Performance:• Target, measure and monitor performance at group, division, business, customer or team

member• Forecast future collections performance to set stretch target

Management information & reporting• Real time robust MI, KPIs and reporting• Drill down capability • Flexible reporting managed within TC function

Improved customer communication:• Automatic customer communications through choice of channels,• Communication with links such as ‘click-to-pay’ ‘click-to-query’• Self service ability enabling TP to be ‘easy to do business with’• Tablet and mobile enabled communications and self service

Query and dispute management• Provide functionality to record, assign and manage queries and disputes including categorisation

of root cause

Risk Management will proactively manage portfolio according to the agreed risk appetite

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Automation:• Automation of a large % of lower value credit risk decisioning• Potentially provide instant in store approval for credit • Proactively identify accounts approaching credit limit and auto uplift, based upon defined scorecards

or flag for manual review• Seasonal limits automatically available• Potential for in store payments resulting in real time credit uplift

High-level view of the risk portfolio• Visibility of individual risk, group aggregated risks, credit team, brand, branch, division, company.

Visibility on screen and drill down capability• Risk categorised based upon agreed TP risk scoring model defined in line with risk appetite• Risk categories updated dynamically as data set and customer behaviour changes

Links to multiple credit reference agency data• Online connections to multiple credit reference agencies• Linking together internal purchasing and payment behaviour to external agencies to inform credit

limits

Management information • Suite of management information and reporting• Full audit trail• Provision of credit approved prospects to sales team

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Maximize efficiency• Dramatically improve the level of auto cash allocation (c50% to >90%) and thus speed up the level

of daily and month end allocations. This is achieved via a system that learns previous manual actions

• Scanning and electronic storage and retrieval of remittance and cheque images. Thus eliminating paper records

• Quick and efficient transaction search facilities and ability to see allocation history• Dramatically reduce unallocated cash position

Improve customer experience• More accurate customer statements and cleaner ledgers• Reduce the number of incoming calls to credit to release held orders for overdue invoices that have

been paid but have not yet been allocated

Management information and control• Full electronic audit trail of all allocation undertaken• Immediate access to up to date accounts to facilitate effective collections • Automated reporting for bank reconciliation • Suite of management information and reports on receivables, payment methods used and cash

allocation performance and staff effectiveness and performance

Cash Allocation system will dramatically increase the level of auto allocation and thus reduce manual

intervention

Collections strategies: The customer base will be segmented and collections strategies will be

evolved on an ongoing basis

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Develop strategy

TestMonitor effectiveness

• Segment customers• Develop strategies

based upon customer risk and behavior

• Manage by exception

• Test alternative channels & contact strategies

• Adopt champion challenger strategy

• Review• Evaluate results,

learn and evolve strategies further

Credit Risk Management needs to undertake a program of work to support our future state

5050

Effectively balance risk and sales

growth

Define risk appetite by business

Redesign credit review

process & implement

SLA’s

Extend credit based upon

risk & margin rather than order value

Implement the right

infrastructure

Proactive credit

risk/limit management

Define and monitor risk exposure at group level

Assess risk of prospect customers

What does this mean for the team and customers?

Business Branches Customers

• Dedicated highly skilled Credit Manager for your Division

• Ownership of board relationship

• Accountable for Divisional TC performance

• Alignment of divisional & credit strategy

• Fostering growth and customer satisfaction

• Well governed processes with consistency of execution & agreed guidelines and SLA’s

• Enable sales growth through proactive extension of credit and greater risk insight

• Robust, real time metrics and data insight to help identify opportunities and risk

• Identify and drive root cause remediation of dispute drivers

• More effective working capital and write off management

• Enhanced management of strategic credit relationships

• Fewer disputes due to EPOD receipting and greater insight into dispute drivers

• Fewer queries from customers re how much do they owe

• Less TC payments taken in store as more customers migrate to online and BACS

• Proactive extension of credit resulting in far fewer accounts on stop and the need to request log numbers to release orders

• Streamlined and robust reporting

• Happier customers!

• Streamlined account opening process with extension of credit real time in branch

• Clarity of communications via invoices and statements i.e. how much do I owe and how do I pay.

• Channel of choice enabling self service for copy invoices, log disputes, make a payment, overall account management

• Proactive extension of credit thus improving experience

• Collections strategies tailored to their behaviour

• A differentiated customer experience as it will be ‘easy to do business with us’

What does success look like?

• Increased Credit Availability• Reduced Bad Debt• Reduced in outstanding disputes and time to

resolve• Reduced overhead cost charge to business• Improved reporting (e.g. Credit utilisation

report)• Enhanced customer retention and satisfaction• Improved Average Days to Pay• Quicker Response on Key Decisions• Increased Margin• Consistency in decision making • A portfolio driven by risk and opportunity• Enhanced moral and engagement of TC team

52

During out detailed planning phase we will be looking to

quantify these measures

Trade Credit High Level Roadmap, 2014

53

Q1

Detailed planning execution

Define requirements

BC approval

Redesign core processes

Phase 1 org structurePeople work stream

Define approach to single customer ownership

Q4Q3Q2

Phase 2 org structureCulture program

Shared Service

IT work stream

IT developmentRFP & commercials

Credit Proactive credit management

Test

MI & Reporting New reporting & MI

Customer service

Cam Cam

stabilization

Pilot Implement

Short term effectiveness KPMG working capital program

Activity Due Date

RFP released to Bidders 7th February 2014

Bidders required to submit questions by 14th February 2014

Bidders to receive consolidated response to all questions raised in response to RFP

21st February 2014

Closing date for RFP response 28th February 2014Vendor presentations w/c March 17th 2014Preferred Vendor Confirmed 24th March 2014

Commercial & contractual negotiations concluded

25th April 2014

Final decision & award of contract to successful Bidder

2nd May 2014

RFP Timetable

High Level Project Timeline

Year 2014 Year 2015

Apr

May June

July Aug Sept Oct Nov Dec Jan Feb Mar

Contract negotiationsSupplier workshops Agile IT Build/Test/DeliverSupplier Software ConfigurationUser Acceptance TestingUser TrainingPilotGo LiveStabilisationPhase 2 (remaining satellite/brands)

Contract negotiationsSupplier workshops IT BuildSupplier Software ConfigurationUser Acceptance TestingUser TrainingPilotGo LiveStabilisationPhase 2 (remaining satellite/brands)

Cas

h A

lloc8

Eco

sys

tem

Gate Review

“Hard” Go Live

9

30 8

6

27

31Superuser / Pilot users Aug Training contingency

31Selected Brands

96

end Aug

TBC

TBC

30th Nov

Selected phase 1 brands

“Soft” Go Live

Selected phase 1 brands Phase 1 brands

Collections and Risk

56

1. The Future State of TP Group Collections and Risk


Challenges

“Nothing is stronger than habit.” (Ovid).

“They always say time changes things, but you actually have to change them yourself.” (A. Warhol).

“Nobody can go back and start a new beginning, but anyone can start today and make a new ending”(Maria Robinson)

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THANK YOUANY QUESTIONS

58


Nick King, FACP, MICMGroup Credit Director

E: [email protected] T: 01604 597900M: 07825783777

Contact Details

59

‘Credit Management Roadmap to Improvement…’

Documents

class credit

credit process

credit professionals

generation of credit

true team environment

month total value

month value

total branches