Impact of platformization on your business processes and ERP Landscape

© All Rights by InCoPro BVBA BE 0 877.807.636 [email protected] +32 473/38 16 13

De impact van “platformization”

op bedrijfsprocessen en ERP”

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IT projecten?Zij houden er mee op!Lang leve de business, Doe er wat mee!

mailto:[email protected]


Design for MarginData to Information, Insights and Impact

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InCoPro BVBA

an iVAT partner

The VAT-House NV and VAT Applications NV



The action areas

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D4MD2iiiProcess Mining

Data Mining

Reporting, KPI

Budgeting & Forecasting

Supply ChainQ2C, P2P

Supply ChainFinance (WC)

Spent Analytics

Master Data Management

BPM &Business plans

FinTeche-Supply Chain

• VAT automation @ Platformized World• Digital financial supply chain• Digital concept and implementation• Distribution chain modeling (BPM,

business plans)• Supply chain finance, working capital

monitoring• Supply chain structure• Shared service center: highly automated

• Performance management• Business plans (incl. modelling)• Pricing models• Budget, forecasting and reporting• Process bottleneck and throughput

Data without impact, is like hallucination, it costs time and doesn’t support the margin.

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More on Jos @:

www.linkedin/in/josfeyaerts

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https://www.linkedin.com/today/author/22199440


https://www.linkedin.com/today/author/22199440


De boekrecensie:

• Handige methodiek

• Toegankelijk

• Praktisch

Maar: “De Digital chief” blz. 125-135”

Zijn niet de CEOs, noch de CIOs,

noch de CMOs

Tip:

“CFO’s can be the CDO’s of the

future”

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Dit zijn slechte stereotypes

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• John Cleese (1999) – ‘the Lion Tamer sketch’:

“… an extremely dull fellow, unimaginative, timid,

lacking in initiative, spineless, easily dominated …

Whereas in most professions these would be

considerable drawbacks, in accountancy they are

a positive boon”

and his work environment


http://www.youtube.com/watch?v=XMOmB1q8W4Y

http://www.youtube.com/watch?v=XMOmB1q8W4Y


Business responsables, please, stand

up and take back the lead in the

digitalisation of your processes

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Procurement allows CFOs to build business through more than just cost-cutting measures.

But this will require finance directors to take charge and get into the very details of the procurement process. By Christian Doherty, Volvo



THE HISTORY: FINANCE SYSTEMS

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19941999

Not known2005

2005: legislation accept e-bookkeeping in Belgium



The smooth transition from one integrated

software to integrated applications

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In the 2000s we saw an

increasing sub- and semi-

integrated application (M&A in business software)

In the 1990s, ERP stood for

simple, integrated

software that worked in, real time with no data

redundancy.



The supply chain is transforming into a

dynamic multi-partner supply chain network

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Customers

Distributor

3PL

Financial Institutes

ServiceProvidors

Suppliers



VAT engine

Supply chain

Finance

Bank payment sys

Track &TraceSpend

mgmt

CRM VRM

ERP in the APP-AGE

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ERP in the APP-AGE

• ERPs aren’t the front system anymore.

• Best of breed APPs, instead of one integrated system

• The inputs are done indirect over APPs by APIs

• APIs are ruling the world

• Classic ERPs have a conceptual legacy in a digital age.

• APPs are in fashion industry, mode rules the front layers

• Data redundancy, is a problem more than ever

• “One single truth” is far from evident,

• Master data was the nightmare of ERPs and could

become the horror.

• Cross platforms Connectivity, mutual Collaboration

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ERP a backbone system in the

APP-age

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ERPs become backbone

systems, gathering

standardised process

data to fulfill the enterprise

needs on transactional

process information, and

legal compliance.



Platformization in indirect spends:

The shift is happening: consumables

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Platformization in indirect spends:

Leasing cars, travel expanses

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Leased company Cars: Managed in online platform (outsourced: direct relation car-driver and leasing company)

Travel expenses: Managed in online platform



B2B : E-commerce and

crowdsourcing platforms

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Indirect Spend platforms

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HiddenSlide



Private Spends Professional Spends

Mostlyonline

Mostlyoffline both

Mostlyonline

Mostlyoffline both

Travel/ Flights 82% 5% 13% 83% 13% 4%

Software 68% 3% 29% 75% 10% 15%

Stationery 46% 31% 23% 77% 14% 9%

Electronics 48% 12% 40% 78% 6% 17%

Tooling 6% 64% 31% 22% 56% 22%

Book 49% 12% 39% 74% 5% 21%

Clothes 12% 32% 56% 29% 71% 0%

Furniture 7% 59% 34% 31% 46% 23%

Nutrition 0% 83% 17% 14% 86% 0%

Professional e-commerce market

exceeds this of the Private market

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Globally, by 2020 the B2B ecommerce market will be twice as large as the B2C market

$6.7 trillion vs. $3.2 trillion

Source: research provider Frost & Sullivan.



AP Depart.

AR depart.

Supplier portals aren’t an end point. Procurement portals should face the next level.

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AP: Supplier portals

Collaborative platforms

AR: Customer

portals

1% of corporates makes 50% of the invoices



I’m stronger and more power full.

Supplier portals: collaborative or

arm wrestling?

• Most supplier and invoices portals, also those of most

governments, are focused on optimizing their

internal flow not the ecosystem as a whole.

• Closed networks, Collaboration, Interoperability and

connectivity is much more than that.

• They aren't adapted to the e-commerce Age of

Omnichannel and multi-relations.

• Over time, nearly all independent professionals and

their clients will conduct business through the market

network of their industry.

• Now, we’re just seeing the beginning of it.20



Procurement portals should face

the next level.

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Inter-company Workflows NotIntra-company

Collaborative networks

Based on VRM

MarketplaceMultiple, changing

RelationsBuyers& Sellers

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One single process:

Sourcing to cash?

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Payment cycle

collectionconversion

Inventory

sales

purchases

Do we really need two process? Will they stay?From Q2C + S2P => S2C

Quotation to CashSourcing to PaySourcing to Cash



ERP: Backbone systems for

standardized process information

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Catalogue Customer Request

Quota-tion

SalesOrder

Order Pickingshipping

BillingReceived Payment

ERP Vendor

Requisi-tion

Approval Request PurchaseOrder

Goods /ServiceReception

Invoice ReceptionControl

Invoice Payment

ERP Buyer

ETL: Extraction, Transformation and LoadCSB: cloud service platformsiPaas, integration platforms as a Service

Cat

iPAAS/CSB: Process ETL

Appr Req PO Inv Pay

iPAAS/CSB: Process ETL

TR PayBillSO PSQuoOfferCat

API-Vendor

API-buyer

Selective buyer process information

Selective vendor process information



Devices

Application

Platforms

Networks

Backbone

Legacy Systems

(on premises)

Mobile connect

Users

Corp

Solution to communication

device

Solution to point of sales

systems (POS)

Application Multi APPs

Solutions to real time communication

Value added services

Make connections toLegacy and between platforms interoperability)

Secure Enterprise transaction data in a structured way

The conceptual layers of an

E-supply chain concept

HiddenSlide



The Boiled Frog syndrome

The Shift is happening

Look over the edge

Jump out, don’t miss the train

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Time for some reflections on the

new challenges that appear

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Let’s think

“When the present determines the future, the approximate present does not approximately determine the future.”



Does the Network always wins?

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Platformization

Collaboration

Connectivity

Interoperability

MDM, VRM

Compliancy, archiving



Is the format or the connectivity

is the main problem?

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It is all about the process

The digitalization of financial supply chain was driven by technology providers for far too long.

People

Collaborative networks

Network

ToolsProcess

Design for MarginData to Information, Insights and Impact



Vendor relationship mgmt :The new

MDM in a customer-centric age

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VRM development is based on the belief that free customers are

more valuable than captive ones

— to themselves, to vendors, and to the larger economy.

How to get free Customers:

– Customers must enter relationships with vendors

as independent actors.

– Customers must be the points of integration for their own

data.

– Customers must have control of data they generate and

gather. Control to share data selectively and voluntarily.

– Customers must be able to assert their own terms of engagement.

– Customers must be free to express their demands and

intentions outside of any one company's control.

WHAT IS VENDOR RELATIONSHIP MGMT

IN THE NEW CUSTOMER-CENTRIC AGE

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HiddenSlide



Master data management

(MDM) in platformized BU-world

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HiddenSlide


© All Rights by InCoPro BVBA BE 0 877.807.636 [email protected] +32 473/38 16 13 33

connect and configure manage and expand share and consume

Create your company

profile, integrate your

backend system with

the platform once.

Search for your

business partners and

create your private

community.

Once your network is

established, you can

share data with your

community.

The steps of onboarding based

on VRM: 3 main steps

http://www.nallian.com/

HiddenSlide


http://www.nallian.com/


Platformization will make audit trails

and compliancy to a challenge

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The public sector wants to improve its financial situation by increasing the tax revenues and reducing the internal costsBron: Bruno Koch, Billentis 5/06/2013

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© All Rights by InCoPro BVBA BE 0 877.807.636 [email protected] +32 473/38 16 13 35

1. Transaction / Anti-

Fraud compliance:

– Actual supply

– Real legal transaction

– VAT-Registration

2. Form compliance:

– Authenticity

– Integrity

3. Content compliance:

– Correct application of

legislation rules

4. Reporting Compliance

– Analytics

– Audit Internal controls

– Mining

1. Business Controls, Audit Trails

– BPM

– Process docm.

– Process Mining

– Register @ Authorities

2. Technological means:

• EDI

• Digital Signature

3. Engines/Robots

– VAT

– Sales Tax

4. Reporting platforms

– VAT

– Sales Tax

1. ex.

• Lexmark

Perceptive process tools

• VAT-House Services SA

2. ex. Trustweaver AB

3. ex:

• VAT-Applications SA

• Avalara Inc.

4. ex.

• VAT-Applications SA

• Avalara Inc.

Four types of VAT-compliance:

Comp-AAS



iVAT-VAT Applications

iVAT specializes in developing and implementing indirect tax audit and compliance software solutions. iVAT products and services enables companies to automate, manage and centralize their global VAT, SalesTax and intrastate reporting processes.



1. Visibility

2. Traceability

3. Collaborative,

connected, open:

4. Velocity:

5. Chaos-theory: Small differences in initial conditions yield

widely diverging outcomes for

dynamical systems, rendering long-term

prediction impossible in general.

Be the hammer thrower not the hammer

Keep on focusing, register and crystalize your trajectory

Digitalization of the supply chain is

getting velocity by Platformization.

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EDI: of Orders and receptionsUse: retail and automotive



It’s now up to you.

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The End

“Think big, start up small, scale up fast!”

If you have a problem and nobody else can help you, please find us: Jos Feyaerts

InCoPro BVBAan iVAT partner The VAT-House NV and VAT Applications NV Mob:+32-473 38 16 13 Skype: [email protected]

