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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!
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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
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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
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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
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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
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THE HISTORY: FINANCE SYSTEMS
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19941999
Not known2005
2005: legislation accept e-bookkeeping in Belgium
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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.
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The supply chain is transforming into a
dynamic multi-partner supply chain network
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Customers
Distributor
3PL
Financial Institutes
ServiceProvidors
Suppliers
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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.
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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
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B2B : E-commerce and
crowdsourcing platforms
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Indirect Spend platforms
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HiddenSlide
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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.
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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
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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
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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
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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
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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
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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.”
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Does the Network always wins?
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Platformization
Collaboration
Connectivity
Interoperability
MDM, VRM
Compliancy, archiving
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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
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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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Master data management
(MDM) in platformized BU-world
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HiddenSlide
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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/
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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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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
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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.
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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
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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]