Streamlining digital transformation sales for procurement with airSlate SignNow

How to create outlook signature

hello everyone Welcome to our webinar I'm glad you tuned in to listen to the learnings from a digital transformation of procurement uh let's uh welcome our guests uh we have two speakers right now and that is Nico Buck uh he has over 20 uh years of experience in in procurement formerly worked at as a digital procurement lead at Procter Gamble and is the founder of digital procurement now hello Nico hello Susanna how are you doing well how about you thank you very good you have a beautiful plant behind yourself and uh for the Lord we have Adeline apostle yes over eight years of experience of implementation and custom Solutions uh an integration of Cooper platform uh at like around 50 roll all the different customers so hello Adeline hello Nico how are you doing I'm good thank you how about you quite well so and my name is I will be just a facilitator I will be uh uh reading out loud your questions that you can uh send in uh via the uh the chat uh uh chat uh site of the uh of the go to webinar so if you have any questions feel free to send them in we will answer them throughout uh and without further uh Ado I will uh give the floor to Nicole and Adeline so why should we care okay very good thank you Susanna so um yeah why should you care right um procurement um if you look at the the impact of procurement to a business it is it is very substantial and I think that um the key for transformation of procurement is that uh instead of working on the on transactions we should automate transactions and basically have our procurement people really work on the things where they can make a real difference um to the business um I I give you one example I worked in procurement for more than 20 years uh with them I think quite a well-known company called um uh product Gamble and um you know when I had a a job I was buying a packaging for the globe we had a beautiful strategy that we call the 10 billion dollar strategy which was basically to apply the best um practices from one region from Asia and actually apply it to the other regions and you know 10 million dollar in savings delivered uh if you don't look at okay how much additional sales do you need to generate to basically create the same shareholder value um it's um you know it's very substantial right so for me procurement is a really core element um of the business and I think the reason we want to focus on um on digital and the procurement space is that um you know we really want our work to shift from transaction and really automated transactions uh using the best digital procurement technology that there is um and really for us to focus on where we can make a difference in procurement which is obviously Way Beyond saving the business money but also working on Innovation working on business growth and so enable the growth strategy of your uh of your company by bringing Innovative suppliers and helping your um your suppliers or guide them to towards the innovations that you need to grow your business um so I mean in short we came with this key to any successful business and the procurement Space is really right for a digital journey and what we will do here this afternoon is basically take you through the learnings of um of transforming procurement leveraging digital technology maybe a little bit more about um myself I spent a lot of time with Procter and Gamble in the procurement space uh let uh png's digital transformation of procurement from 2015 to 2020 then I left and I was so excited about the digital procurement space that I decided to start my own business the logos in the in the back here and all the slides it's called a digital procurement now and our sole focus is on digitizing uh procurement so helping clients understand the opportunity understand kind of what business case they have and and bring it to life for the client so I'm very passionate about that I've always been passionate about passionate about procurement but now with digital I think um you know really this is our time um and and the digital Technologies are really pretty mature um and I think there's no process with suppliers that we can't digitized so I think a lot of opportunity there so um next slide Susanna foreign yeah okay so what I'm going to do is I'm going to take you through um kind of my responsibility at uh at Procter Gamble and it's really a personal story so um we didn't start with okay well we should digitize procurement or we should bring in technology that's not how it started it started really with a problem that we had in managing what we call tail spent so if you take if you make a Pareto chart and you basically plot out um you know the spend by supplier you see that kind of 80 of the spend is the tradition of the suppliers and that I think is the the kind of the the area that um procurement makes responsibility for um is kind of the the big spans you know big suppliers I think procurement is used to work with those suppliers to generate a business value my responsibility was actually the tail spent so it was the um 20 of the 20 of the spend that was with 80 of the suppliers so it's kind of the you know all the complexity comes together so if you if you look at that kind of globally across the board um across indirect uh deal spent is a was about 1.5 billion dollars so very very substantial it had a purchase order valuably between 10 000 and 100 000 and it was uncontracted so that was my responsibility and we had a program to kind of Outsource this to a service provider that was gonna help us to implement the program which we called um in a kind of low dollar spent and basically it was executing three bits in a buy so basically every time um you know the business needed something it wasn't contracted the business had to specify well you know we basically go out to the markets you know find multiple suppliers that can do it uh ask them to bids and then basically gave the offer back to the business for them to make the decision this was very complex the business didn't buy our program at all they basically said well um this is not value for me uh if you um you know you've never been able to help me on this small spend I've been able to manage it myself and now I don't need your services um so it was really kind of a problem that you know we had a solution the business didn't want it they didn't see the value of procurement in this space and we had to go back to the drawing board to understand what Solutions um you know kind of how to solve this this problem because we couldn't solve it with the program to Outsource it so spends quite some time to Define it and um you know and back to my bosses and say hey this doesn't work um if the business doesn't see the value of procurement we really have to change what we're doing um so we have to adjust the program and um I got a couple of months to figure out and I think if you have a problem that you don't know how to solve I think the best thing is to see if you can add new ingredients into the mix so um you know a bit of time to understand uh technology and actually the the issue we had and and I think it's quite a substantial issue that that quite a few um you know companies have is that are source to contracts processes were not connected with our b2p processes right so source to conflict processes we had like um you know e-sourcing tools we had uh contract tools but the information that didn't flow into the Erp system which is um didn't flow into sap okay so we decided that you know that is that is kind of a problem and we have to figure out a way how to solve it so on the next slide um and I think that and I think it's it's kind of key right then when you start on this journey um I think you really have to spend some time to Define what your digital procurement strategy is right so I think you should not kind of go into this and and try some things or buy software or I think it's better to to kind of stop and say okay let's spend a couple of months to Define what our strategy is when it comes to um digitizing procurement so this is the strategy that we put together um back in 2015 so quite a quite a couple of years ago and we kind of that strategy was holding out for many many years right so year in year out we're executing on the same strategy and the strategy had three different uh planks so the first one was that you know source to contracts and P2P yeah it's not two separate processes that we connect somehow now we Define it as as one overall process uh that's that's a single integrated process with our suppliers and I think when you look at it as one single integrated process it actually becomes a lot simpler because you don't have to worry about kind of interfaces now you say it's one integrated process across sourcing ordering and payments um the second strategy was to radically simplify the business process um so we had uh you've had category specific processes we have country specific processes we have supplier specific processes and we said well what what what's the benefit of having this complexity here right and we decided that we will have one globally Standard Process that's going to be as simple as possible and then the third strategy was to invest in a leading supplier Network and and by state-of-the-art technology so um I mean we go a little bit more into into why but obviously um I mean if you look you know we had 60 70 000 suppliers if you want them to be integrated with your business process and you have to you know create the adoption and other than it has got quite some experience in in driving adoption on the platform um but obviously a supply and network is a much more compelling story than going to the supply base with the supplier portal right because supplier portal by definition is customer specific and I think what suppliers want to do they want to have you follow like an industry standard way to do business and I think there's a big Advantage for suppliers as well as for yourself to actually um adopt us a supplier Network versus going and kind of work the the adoption of suppliers um one by one ourselves okay on the next slide there's a picture so yeah but I will continue with the suppliers because that's um basically this is the main topic uh which Procter and Gamble basically changed my life because there I understand in the procurement process uh it's not only to buying things it's also uh working with your uh you know internal stakeholders and with your suppliers to have the same picture like you said uh Nico to to have everything in if it's possible in one system and um with Cooper basically because this is just an example there are many other platforms that can deliver maybe the same thing um but there for the suppliers um they have everything into one system yeah they can see uh and they can um click on the system go to go there and see everything the same thing is working with with internal people they will have the environment to see and to dry Drive the business right and they can see everything into one system there was an example like you said um for suppliers sometimes uh because of the risk management some suppliers become inactive right in the oil system um and in Cooper you can see that immediately but in the previous system they need to go contact the I don't know someone in service Now understand if the supplier is at risk or it's blocked but within Copa is very simple they they see directly this supplier is blocked because X reasons um and that's the reason why um I think um that Copa can can be um not the best but can be there on top uh of course with others but the the business that they they have it's very good because it's one integrated platform yeah so this is basically my my view regarding this uh um slide so you say that you can save a lot of phone calls to the people yeah yeah you can you can go to the next slide can you describe Nico why this slightest of such significance to you yeah yeah so no I mean um actually I go back to um 2015 where I was given this this uh this responsibility for tail spent and I really spent um quite a lot of months to figure out how to make it work um and what we did is we basically we we mapped our supply chain right so we met our business processes and we went um actually with a colleague of mine um we went on a trip to visit our BPO service providers because a lot of this process was actually outsourced to third parties and when you Outsource it you I I think you kind of often maybe gained a little bit in in um in labor Arbitrage but at the same time you lose visibility of a a key element of the process right so we went to visit uh two of our BPO service providers in in Poland one is called Infosys the other one was called dxc and we basically shadowed uh the process and they that also took us to like other floors where they were doing similar work for other um clients so they they showed us um the video tinto4 which is a big big mining company that might be people calling in from Rio Tinto but it was the first time that um I saw the word uh source to pay right and it's kind of a it's kind of maybe simple and easy um but but you know people tend to focus on a part of the source to pay process right so they focus on you know like invoice automation electronic invoicing or they they focus on buying channels and guiding the users towards the right buying channel for the right um for for whatever they want to procure or people are basically working with suppliers to figure out what the best value supplier is um to to do business right so what you see is that people are kind of spread um all over the place and only when you have a view of source to pay so you look at this end to end you can really drive a lot of benefits and I mean it's an idea that we borrowed from Rio Tinto right I mean it's kind of obvious but a lot of companies still today don't have not defined those two players one end-to-man process do you know why I'm just curious because we see it in our uh in our daily like experience yeah yeah I think I mean um you know people grow up in let's say procurements or they grow up in finance and then they stay in procurement or they stay in finance and obviously then you know your view of the world is is a part of the source to pay process not the entire source to pay process and I mean I and I give you some examples right so when when for example uh for certain categories like um um mro which is complex you know parts for the factory uh you know bearings gaskets whatever we need to keep the lines running Etc um you know the way we want to order this or we want this to be ordered is through catalogs right so if you know that the the buying channel is going to be catalogs then when you go to markets to understand you know kind of what the suppliers have to offer and what the conditions are Etc you make it part of the um you make a part of the bidding that you say well I do want to have catalogs I do want to have a catalog um let's say a bunch out catalog for this category and I do want you to um to opt in for electronic invoicing because this is a high kind of um you know this is an environment with loads of purchase orders and we want an automated process so when you make it clear up front as part of the sourcing process where you select the suppliers and you say this is the buying Channel and this is how I want to uh you know deal with the payment side of the business then it becomes kind of easy right it's kind of end-to-end so your suppliers are also forced to look at this process kind of as one end-to-end process and not like oh well I just give a good price or get the business and then later on I figure out the the benefit for suppliers is I mean I always say that 50 of the benefits of digital procurement actually is with the suppliers okay so you know when you know our um our people are ordering in the Burnside Castle block from the mro supplier it goes the orders go automatically into the Erp of the supplier right so I think people are very focused on oh what's my benefits of going digital in the procurement space and actually yes I mean it's a great benefit and you justify the Investments based on that Etc but your supplier has an equal amount of benefits of going digital and how you do business with your with your customer and I think suppliers should differentiate themselves in terms of their digital offerings to um to their customers so that's one of the things we encourage suppliers to do to add yeah no that's that's the the interesting part because um there like I said important example I understand that this is Main and very good uh thing for the supplier um and also when you go to the supply and discuss as a buyer with them and you offer this solution you can um become our partner and we want to have you also for electronic transaction um you basically as a supplier will save a lot of money only in um basically sending the invoices because you have only one transaction uh you create the connection at the beginning of course maybe there will be a lot of couple of money that you need to invest but in the long run basically that supplier will save a lot of money because they are not sending the invoicing I don't know in certain country maybe yeah so that's a big benefit for them not only for the customer yeah and and I think that's that's one thing right so I mean um the the purchase order is our document that needs to go into the system of the supplier right then we can do that with cxml connections on e-catalogs Etc so that means the supplier has no work to enter our orders into their system in return we basically ask an electronic invoice um in our system from so it's actually because you have one platform that you know you basically you're you're doing a favor to the supplier because you allow them seek smelling integration on purchase orders and in return the supplier doesn't pay for to you in terms of providing you with electronic invoicing so you you can do and touchless invoice processing right and the automatic match between the purchase order and the um and the invoice so I mean I think when you when you look at this um you know suppliers equally benefit from this um especially if you leverage a a free you know kind of supplier Network like the Cooper platform that that PNG selected back in 2015. and what we we need to sorry maybe I interrupt you but what we need to keep in mind that uh for example Copa it's a free of charge for the suppliers so they are not paying anything to have this connection like they can do uh they can build the connection of course with the customer and then that's it it's yeah it's all connection for all their customers that run on the Cooper platform right to uh okay very good um so let's go through the the rest um Susanna so the connectivity strategy right and I I mean it's kind of when you see this it's kind of obvious that EDI connections right and building one-on-one connections between your suppliers and and yourself is creating this this this complexity that is very very substantial right and this is really the reason why you know EDI connections are not not really scalable right I mean and yes you know they've served a good business purpose and some Industries like automotive and Retail are pretty connected with EDI however if you take the the picture on the um on the on the right hand side where you see a supplier Network and you basically build a connection once your supplier builds a connection once and that basically allows you to leverage that supplier Network across your entire uh supplier base or your entire entire client base right so um you know we we always you know when we look at digital procurement processes the question is always like oh will our suppliers adopt the solution um and the you know all suppliers adopted the solution right so it's not only a supplier network but there's also multiple ways for suppliers to to utilize that Network right so if they are reluctant to use a portal they can just simply uh you know the supply network sends them emails with purchase orders or with uh requests for quotations and actually within the email you know their actionable emails suppliers can respond right so they don't even need a username and a password um yeah go ahead I I'm just saying that uh what what uh I see uh when we talk about portals it's like uh uh then the buyers will say oh no the Thunder portal for uh for my suppliers yes exactly exactly right so yeah um and yeah I mean maybe this is a good time to answer the question from the audience right yes yes we do have a question so how uh so sorry we have a first one about uh the uh the suppliers so how do you involve suppliers in your digital transformation uh of procurement and what impact did it have on your relationship uh with them yeah yeah well um you know I mean in the end uh you want customer with 60 000 suppliers right so if you want to digitize that you have to start with this to look at the world from the supplier point of view right and say okay well what makes me want to adopt a solution right and I think again it goes back to um the fact that it's a supplier Network it's it's free for suppliers um and I think also here there's a second question why did you choose Koopa yes free was a key one right and obviously um you know there's another um a platform out there which is owned by a big Erp uh vendor which is um not free for suppliers when you want to integrate it right so I mean uh it's the other the other supply network that we looked at and I think for us the big the big thing was um is customer success so what have customers been able to achieve with the platform in terms of adoption and we we basically took um talked to about five uh you know minimum five companies to understand what they were able to achieve with the platform and a significant difference between the coupon platform that had satisfied customers and people were kind of enthusiastic they were saying yes this is a good platform to do to use um you know it's easy to use um and um you know suppliers well adopted right um so I think that the customer references for us was the biggest um yeah the biggest point the biggest factor in making this uh this decision yeah 60 000 uh other than maybe you could add your uh your uh point of view but uh when we talk to you know our customers uh they're happy when they have like 50 of the suppliers on uh on like a supplier Network what is your point of view I think okay it's for me for both of you so yeah depends because um from my point of view uh there should be Clear Vision from the beginning that you need to because you want to save money for both sides right and you want to um be clear from the beginning and uh understand internally if that's uh if that's the case you want to save money and and digitize the the system uh you need to include your suppliers into the picture right and working with them and that can be very easy right and from my experience I did not encounter only in proctoring gamble that so many many suppliers I've seen also other companies that they did the same um so it's not a unique case in this yeah yeah and I think your ambition should be a hundred percent adoption wow I have clients and they have achieved a 50 adoption I mean that's not I mean it's not good enough right and and um it's it's your mission should be 100 and because you know the the supplier only needs to you know have an email address to be able to receive the messaging from the platform from the supplier Network it it basically I mean you basically guaranteed to get 100 adoption with that um or supply network okay yeah and maybe here I'm not we are speaking about uh let's say working on the processes um but if you are going to saving actually money uh which is maybe a direct connection for invoicing receiving and also for purchase order um that when they see that as a supplier uh they are going fully on on this this uh case and they are supporting the customer and this is the reason why this uh adoption is so high actually yeah it sounds unbelievable okay very good um yes I mean let's run go through the slides and then we will have a few questions we have some questions which are actually like uh answered in the next slides uh basically um this one I I guess we we already covered um most of the topics in the previous like supplier is your partner this is the the the main uh takeaway uh that we need to basically start from the beginning uh your your supplier is your partner uh and you work with them to make both of you successfully right not only as a customer but also your partner which is supplier yeah and those are a couple of uh points that you need to need to do build build a relationship with them because only in that case you can work together and collaborate and um basically create uh more more um connections between um and save money right actually uh here I think this perfectly answers the question that is next how did you measure the success of your digital transformation and this is I bet one of the metrics yeah yeah okay so um I think again uh having a digital procurement strategy and makes a lot of sense right just to Define what you want to achieve and then obviously that is linked to um key performance indicators and and I think when we started um you know we basically had too many right so we have a long list here and I think again if you make if you can make it simpler um it it becomes better right so I want to focus on the the ones in bold um and actually there's three and one is number of each washing events um indirect spent in the management um and then the percentage of electronic invoicing uh were allowed right so if you look at where we started in 2016 um there were only 150 e-sourcing events conducted every year so that's actually a very small number if you're taking down that we started with with leveraging e-sourcing and e-auctioning I think the first time we we did one was in the year 2000 right so from 2000 to 2016 only you know went from zero to 150 e-sourcing events per year which is not really a success right I mean NXT covered two percent of spent so the tools were there but they weren't utilized we put the strategy in place we basically did um assign ambassadors digital ambassadors within uh the teams we trained them we saw them we show them the value we had supported multiple regions and we moved our till spent into um into these e-sourcing events right so if you then look at I mean it went from 150 to 25 000 um and that went actually up uh even a little further and then 50 of those were executed by robotic process automation right so that's where you have a category list so you have pre-qualified suppliers by commodity by sites and then um description of work comes in for a certain commodity for a certain site automatically an RFP is created and sent to the suppliers to basically bids right so very automated and that 50 I mean over time that will increase further right but you see how much more kind of spent is being you know kind of kind of allocated through a three bits in a buy process right so um very successful the biggest one I think is the percentage of spend that's under management we had a quite a sizeable pile of spend that was you know that we couldn't manage that's you know we we didn't see um and I think over time with the platform and guiding the users to the source suppliers you basically been able to to increase that spent under management to over 95 and we think that's a good number right because there's obviously the return When you go um your target shouldn't be a hundred percent in my opinion right you should um you know you should leave some of the you know that the small stuff is you know I mean we have a lot of catalogs for example I mean catalog po lines you see here um and then obviously also on electronic invoicing it became um kind of the norm right but 91 of of invoices received electronically in the platform and obviously the the number of people um involved in uh in managing the whole source to pay process was radically reduced over time Goods I see a few interesting questions right so I mean the the transformation I mean the BPO spent I mean the the kind of emphasis and dxp DXE spans um basically reduced to zero right um and all the kpis you know improved as we digitized that um so there's a big a big value contribution right there's a number here transformation savings a lot of that was driven by um additional spent under management it's a lot more visibility and that our source Solutions were able to capture far more spent and now than previously okay good we have some questions yeah yeah we have one uh we have two actually what lessons did you learn during the digital transformation of procurement for your clients and how have they uh uh and how have these applies to the other areas of uh their organization not sure if I understand the question uh but yeah tell me how you understand the question yeah yeah um yeah so obviously I mean buying a tool is just the first step right and I think buying a tool that is focused on the on the user is user friendly is is is important but then the key is how do you communicate to the user base what's in it for them right so um there's different personas right and I think there's a slight very soon all of the personas um because I think that's uh that's that's really critical this one I mean yes exactly so um you know which people which which personas right so I believe that success in digital procurement is about two things it's about the platform and it's about the people and and when you look at the people then obviously the question is okay who are who are you designing the procurement process for I mean you design it for the business you know procurement is there to help the business succeed right to help the business become more agile to help the business work with the right suppliers right and that's the first Persona in the digital procurement journey is that the business users and stakeholders are kind of number one you design the process around uh around um dos and um you know having a user-friendly uh process that's that's quick right that's agile I mean people don't have to work wait days for purchase order to be created um you know simple approval workflows and things like that so we we did a lot for the user and we had a very good story for the business users um the second one is suppliers and we talked quite a bit about suppliers already Adeline has done um you know webinars with suppliers where we basically introduced uh explain the strategy uh in how we make it easy for suppliers to do business with us you know how to adopt the solutions how to bring catalogs to life how to bring basic smoke connections Etc and obviously the third one is the buyer um and if you make it easy for the business user and the suppliers for the buyer the buyer as well we have another one uh we have like many how did the implementation of digital procurement tools and processes impact the procurement team's workload and responsibilities oh that's a good one as you said that's a very good one yeah well I think that um obviously there is it's about value that we can create um for the business so if you look at the the responsibilities of procurement have expanded quite significantly and the way that procurement is able to work with the business has expanded quite substantially because we have been able to automate and orchestrate a lot of the flows in with the buying channels right and and do um and that means that the business you know everything that can be easily ordered and you know a lot of I mean and it's pre-sourced I mean the business gets on with that procurement is not managing transactions right procurement is now orchestrating the flows right and and I think it's a very different thing so and it goes back to uh you know why should you care I think you should care because the role of procurement is completely transformed by having a digital platform in place that orchestrates the flows between the business users suppliers and the buyers so um the workloads I mean obviously we have created a lot of efficiencies um the workload I think is um more manageable and I think also the type of work has changed from you know managing transactions to actually orchestrating um you know the procurement business um flow and and really uh being in the driving seat versus kind of you know acting and transacting which I think was the case um prior to this and the main topic for them is here that they can focus on new skills and trainings basically they can build uh not only creating the purchase of the like Nico set they can drive the business and change uh their their Vision right there is a lovely question did you like appliers to the network I think we answered this one maybe a network or is there like any thresholds uh since uh when uh it makes sense to join uh the network turnover or number of Heroes per year so basically there are uh there are a couple of things uh that needs to be considered when you are thinking about cxml of course but when you are thinking about CSD uh all the suppliers that you have business with uh of course needs to be done into the platform and they will be um let's say will have access and they can be trained because um you will let's say basically here in Deloitte we will help them with the suppliers to make the suppliers comfortable with the system and at the end of the day even the supplier from I don't know two purchase orders per month or even per year they will have access there and they can see the purchase order at any point sorry go ahead and I I will finish go ahead yeah so I mean when you're a supplier and you don't want to go into the portal I mean the you know you basically receive it through email right so then um that's kind of a a reactive way um so you don't leverage it you just receive it and you you can still uh confirm the purchase order in the email right so it flows back to the to the platform again to confirm it to the to the buyer that actually you've conf you have acknowledged the purchase order so imagine everything is in one email um and then for the cxml cxml part sorry I I want to finish that the cxml part is a little bit tricky because there you cannot discuss with suppliers that have I don't know 200 purchases per year you need to have big suppliers that are engaged and they are working with you closely to create that connection because it's like I said previously it's taking uh time and money for both sides and that needs to be take uh very seriously and of course there you need to understand your business first and then based on your business we can design a threshold right this part like people first and you talked about the two layers uh Nico that you actually look at like technology or platform and people uh why why are people so important yeah okay well this is a famous uh I mean crystal pen basically came up with this um uh so in the past a lot of we I mean we've been used to automation projects for decades right and that's really the overlap between technology and process and obviously it could kind of take ownership for that right um five efficiencies by automating um but this is not what we what we're talking about here right but we're talking about here is it's transformation and transformation is really the overlap between people technology and process and because we are quite familiar with technology and process and we've been automating things for decades the new element is that the people element right and um you know my I mean I have a big passion for that because it's a soft skill right this how do you get people engaged you know how do you get people you know wanting to listen to what you have to say um and that's I mean it's a little bit like negotiations right this how do you influence the behavior of others and that's why I'm so passionate about digital procurement because it's about you know people wanting to do stuff differently right and if you if you talk talk with the business users it's a different story than when you talk to the suppliers and it's a different story than when you talk to your fellow buyers about why they should adopt the platform and digital ways of of doing things so if you go to the next slide um there's been quite some research done about um you know how do people how do people adopt technology right and and you know there is kind of an adoption curve um and it's the innovators and early adopters that actually drive the difference so I go back to the the story at PNG right the tools to do electronic sourcing have been around for more than 15 years and the the focus the energy was on getting the majority to use the tools um that that uh strategy didn't really work right so after 15 years of trying two percent of spend went through the e-sourcing tool only 150 uh e-sourcing events that were very you know limit the number of buyers that are actually using using the tool right and so we said we have to change the approach we have to um figure out a better way to do this and we decided to focus our attention on the innovators and the early adopters right and we went to them and we we said okay you know what makes you want to use the tools right well and so we we spent time with them um and and of course the tools that appeal to the innovators are different than the tools that I mean they they have to be sexy right they have to you know they have to look good they have to feel good right they have to and and I think that's very important when you look at technology that's something that that excites you um and and I think there's a lot of technology in the B2B space that is not exciting right that is not really it doesn't really invite you to spend time to learn how to use them um so I think the best technology excites the innovators and the early adopters and when you get them on board and they start using it and they start liking them Etc then the they will take that to the rest of their teams right they will actually show other people within their team how to leverage those tools how to use that and I think that's a better way to a much better way to to spend your energy um than kind of focusing on the majority because that's I mean that's too big right where do you start um and it's kind of you know you you you change from the insights you changed from the inside right so you become part of the of the team or part of the the Persona that you actually want to change and you want to change the way of of working for those personas good what can you add to that yeah I want to add here something like um the good thing is that coming from Procter and Gamble and learning from you um I took this um this idea also here and we are basically I'm working uh with change management team to deliver the same things uh we have a project which is finished already and that one was very good because at the beginning the the client was like ah is that really that we need to do this and they said yeah but then at the end once we have um the project finished and we did this everyone was happy because the adoption it was very high at the end of the day even if at the beginning everyone was scared about the change yeah yeah and make people comfortable right I mean it's it's um but it's also I mean the the recruiting the the digital Champions as we call them right or digital ambassadors um and train them and give them a leg up in terms of you know buyer dashboards um you know power bi um resourcing tools I think we really gave them not just kind of one thing to run but we gave them quite a few things to uh to take to their organization and and they they were excited about it right so the technology needs to be good enough to excite people I think that's another one so and people say well ah this technology all looks a little uh similar when you go and spend the real time on it and you talk to customers you realize that there are significant differences between technology providers and this we've covered and then let's because we only have like uh nine minutes and maybe there will be some questions coming in uh let's summarize a bit okay um so um I mean these are kind of the the main lessons right and and this has been a program that uh we've been running for five years um and I mean we had adoption very early on and we had supplier adoption buyer adoption a user very early on but we basically over over the years both on the indirect side with Cooper as well as on Direct spent working with platforms like um e to open for example and buyer dashboards these are kind of kind of overall the key things that we we learned um so the first thing I think it's not not always easy when you're big company like uh with many different functions and and um and and I think that what people sometimes try to do is do many things um you know very be very very focused um and it's source to pay as one integrated process is your your key Focus area I mean you spend your energy on that right and you you have a very clear and concise ways to communicate that to all the all the stakeholders right um the second one I think you know people always worried about master data and um and I think sometimes people don't adjust the structures that um that their Master data has right so if something is too complex or the wording that's used is not um really understood by the business user you you have to change the master data structures right so you have to you have to go to I I think a simple commodity structure so your users are you know mostly getting it right versus um you know kind of having to kind of gas or just to pick anything um but I think it's very important that you fix that you simplify your master data structures you know kind of as you go live right I don't think you have to do that before but you you um you definitely have to do it um then you work at multiple levels so you work with the the people that you want to change but you also work with um kind of some some senior leaders and get the buy-in from from them right so in in for this transformation we had um the head of Business Services use the president we had the chief procurement officer and then you know between them they were the two sponsors of the program so they were kind of very senior and every month we sat down with them we went through and said okay um you know give them an update and if we needed help or we needed some some kind of help with communication Etc we really had the executive alignment at the top which I think is very critical um for success the next one is you know I.T finance and procurement um you know I mean it's really you bring bring them together it has a lot of skills in this space um you need them to bring it to life the interfaces um you know develop the change management programs um you know Finance you know accounts payable make it part of the scope because all the business benefits are going to be on the invoicing side and then procurement obviously with buying channels um and kind of bringing the the procurement strategy to life in the way that people are ordering what they need to order um so yeah I mean maybe that's what makes it complex right so Suzanne you asked about you know why why is it um you know why do people look at it more functionally it's like you bring three different functions together that maybe aren't used to work together uh previously you know talking about breaking are talking about like talk uh breaking the style then it's very hard to do the silos that you have each organizational part in like the finance the I.T the procurement yeah yeah and then I mean Communications about um it's about listening right so get into the shoes of the supplier get in the issues of the business user how do I make it easy for them to follow the procurement process how to make it easy for them to follow um The Source suppliers and um um and and I think you know it's a lot about putting yourself into the shoes of the people that you like to change their behavior and then the last one I mentioned that before uh nurture your innovators and early adopters and those are the ones that can make the change um those are the ones that other people are looking at in terms of adoption of new tools and um you know when you when you select technology select technology that kind of excites them right so they want to run it they want to earn it and they put themselves to um into into a place where they're basically you know own these these Technologies or own these skills to bring it to their teams and have others use them as well I really want is right I have a question here on measuring the success well I think we can share the deck right Susanna I mean we have one slide that's quite specific with kpis and metrics that I think we already answered this one but you touched upon like is it this one yes you mean yeah yeah so you touched upon on the uh the ones that are uh quite you know in bold uh so um to me if you wanna if you want to summarize it a bit again yeah yeah so I I think limit the number of success metrics um so I think you know having one on electronic sourcing one in um indirect procurement expand on the management and then you know electronic invoicing which was really key metric for accounts payable um I mean I think those are you know you know important metrics and you see that you know we have one key metric for every domain right sourcing procurement and accounts payable foreign okay okay and uh that was I think like uh these are all the questions I don't see uh any other questions in in the chat um feel free to reach out right so I think at the last yeah this is the the slide here right so um you know we love to hear from you we we love to understand what challenges uh you have in your business or what kind of uh barriers you see that you kind of bring this topic up of digital procurement and there's a lot of value here and um you know I think team here has quite some some experience across uh Deloitte and um kind of the hands-on experience um and we've been out to uh to help you bring it to life in your organization as well yes thank you very much for everyone for listening listening Adeline and I we will be actually emailing uh of the presentation also to the participants so that they can uh like in a PDF so that they you can can have a closer look at it and you as you mentioned we have the contact details uh below uh if there are like uh maybe if we have uh just we have one last minute uh I wanted to ask uh maybe uh Nico is there something you would have done differently or or no like uh in uh in this specific uh procurement transformation that we were discussing yeah yeah I mean yeah that's I mean people often ask us read that right so I I think that um yeah no I mean I think tweet is your friend I think that's um and I think that um your big a big company things kind of um often go kind of a little slow and and um and I think we went live and um with the Cooper platform when we were like 80 ready and I think we've gone live when we were like maybe 65 ready so sometimes it's like you know forcing like a certain you know go live and even if things aren't Kind of Perfect you know then actually you you fix things as you go versus you're kind of anticipating what could go wrong right so so I think being um even more being more bold and moving faster I think that's um I mean that's one thing I would uh I would try to do differently move move faster thank you very much for answering my question even though everybody asks you this one any other questions from your side no I think everything was was covered perfect okay so thank you both for uh for joining me and I would uh yeah I will I would like to say goodbye uh the recording will be available on YouTube and uh I will send an email out with the presentations have a lovely day everyone bye thank you bye very good thank you yeah foreign