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Containing Costs at The Container Store
     A Lesson in Smarter Spending




                         Welcome to Today’s Web Seminar!
                                               Presented by:
          The Institute for Supply Management                               TM
                                                                                 and Coupa
                               We’ll be starting momentarily.


© Copyright 2009. Institute for Supply ManagementTM; All Rights Reserved.
Terri Tracey, CAE
                       Vice President, Technology and Publications
                       Institute for Supply Management®


Terri is ISM’s Vice President of Technology and Publications. She is
responsible for all ISM’s technology applications, including integration of all
internal and external association management, web and ecommerce systems.
Terri also serves as the editor of ISM’s monthly magazine, Inside Supply
Management ®, of Supply Chain Management. Additionally, she is responsible
for the montand oversees all print and online publications, including editorial,
design and outsourced relationships for the magazine, supplements, e-
newsletters, and the Journal hly Manufacturing and Non-Manufacturing ISM
Report on Business® areas as well as the R. Gene Richter Awards program for
Leadership and Innovation in Supply Management.
    Saving 36 hours a week that was previously wasted maintaining in-
     house inventory and manually shipping supply orders by integrating
     their supply management process with warehouse management and
     supplier systems.
    Giving managers a reality check of just how much they are spending by
     stockpiling and over-ordering supplies by exposing end costs to
     inventory managers.
    Accurately charging supply costs to individual stores based on supply
     usage and not just by arbitrary measures like percent of sales volume.
    Delivering greater price discounts by creating a supply management
     machine that automates the req-to-pay process and allows purchasing
     to focus more on negotiating strategic contracts instead of pushing
     paper.
Scott Jones
                         Purchasing Manager
                         The Container Store



With more than decade worth of experience, Scott Jones is responsible for the
day-to-day management and direction of purchasing, as well as expense
planning and analysis, at The Container Store. Since joining in 1989, Scott
has helped The Container Store grow from 7 stores to 47 stores across the
country. Scott holds a Bachelor of Science in Business & Marketing from
Stephen F. Austin University.
Mike Morrow
                         Purchasing Agent
                         The Container Store



An expert in The Container Store’s use of non-merchandise goods, Mike
Morrow has spend the last 5 years managing competitive price negotiation and
purchase of non-merchandise goods and services consumed at The Container
Store’s corporate office, distribution center, and store locations across the
country. In addition, Mike is responsible for The Container Store’s e-
procurement planning and implementation. Mike holds a Bachelor of Science
from Texas A&M University and a Master of Arts from Southwestern
Theological Seminary.
    If you could achieve just one of the following, what
     would have the biggest impact on your organization?
      Get employees to actually use the proper purchasing system and
       follow procedures
      Eliminate purchasing “paper pushing” (i.e. rekeying data)
      More efficiently manage supplier relationships and streamline the
       purchase fulfillment process
      Real-time visibility into spend as it happens in order to take
       immediate action to eliminate wasteful spend
      Automate manual tasks so purchasing can spend more time on
       strategic activities (i.e. contract negotiations)
      Other
Welcome to
                                               The Container Store

•  The Container Store offers more than 10,000 time
   and space-saving storage and organization
   solutions divided into 14 different lifestyle
   departments such as closet, kitchen, home office
   and travel.
   –  Located in 19 states, in 23 markets and has 47 store
      locations across the country.
   –  Projecting an excess of half a billion in sales for fiscal
      2009.
   –  Has about 4000 GREAT employees across the country.
   –  Has been named to the top of FORTUNE magazine’s annual
      list of “100 Best Companies to Work For” the past ten
      years.


                     Cost
Containment
at
The
Container
Store
    7

Non-Merchandise
                                          Supply Management

•  Everything a store needs to
   conduct business
  –  Bags
  –  Aprons
  –  Office and Cleaning Supplies


•  Non-merchandise supply
   inventory centrally managed at
   Distribution Center


                 Cost
Containment
at
The
Container
Store
   8

End-to-End Process
                                                      Challenges

•  Receiving Supply Orders
   –    Costly, manual process
   –    Stores fill out an excel spreadsheet
   –    Email to centralized procurement
   –    All items pulled from inventory and shipped to each store
        along with merchandise


•  Fulfilling Supply Orders
   –  1 truck every 7 to 10 days
   –  Limited amount of truck space for supplies
   –  Limited amount of warehouse space to devote to supplies



                        Cost
Containment
at
The
Container
Store
    9

Needs Checklist




Cost
Containment
at
The
Container
Store
         10

The Options




Doing nothing,          Full service
 stay with the           inventory                          e-Procurement
  status quo            companies




                 Cost
Containment
at
The
Container
Store
                   11

An End-to-End
                                                      Solution

✔  Maintain control &
   visibility                                  +       Dashboards &
                                                       benchmarks
✔  Intuitive, easy-to-use
✔  Does not require a lot of
                                               +       Support & service

   training
✔  Scalable, adaptable
✔  Direct shipments from
   key vendors
✔  Integrate with warehouse
   management


                  Cost
Containment
at
The
Container
Store
                 12

What We Achieved
                                                  Company Wide Success



      Accounting               Distribution Center                           Purchasing

•  Eliminating 100% of       •  Automatically pulling                  •  Writing over 50% fewer
   department keying            orders into WMS                           Purchase Orders per
   errors                    •  Saving 36 hours a week                    week
•  Regaining wasted time        by eliminating manual                  •  Managing inventory
   by working with only         rekeying                                  levels for 62% fewer
   on approved invoices      •  Freeing up over 150                       supply skus
                                picking locations
•  Significantly reducing
   invoice processing                                      Store Location
   time - 5 minutes for
   limitless number of
   invoices vs. 1 to 2                               •  Visibility to supply cost
   minutes per invoice                               •  Ease of use – less time
                                                        spent ordering supplies
                                                     •  More time spent with
                                                        customer

                            Cost
Containment
at
The
Container
Store
                               13

What We Learned
                                              5 Lessons to Promote
                                                Smarter Spending


1.  Employee Empowerment.
2.  Stop being the middle man.
3.  Time really is money!
4.  Close, isn’t close enough.
5.  Create a supply management machine.




                Cost
Containment
at
The
Container
Store
                14

Employee Empowerment


Expose employees to how much things cost…

 THEN                                           THEN
    No price lists, employees                        Employees not aware of
    ordered supplies with no                       financial impact from stock
   visibility to ordering history                         piling supplies




                         Cost
Containment
at
The
Container
Store
                15

Employee Empowerment


Expose employees to how much things cost…

  THEN                                    THEN
  No price lists, employees just            Employees would stock pile
   ordered whatever they felt                 supplies – even if there
          they needed                        wasn’t an immediate need



…and they’ll critically evaluate need.
  NOW                                    NOW
   Employees see how much                   Employees are more cost
  each item costs and the total             conscious, buying only the
      for their entire order                       necessities

                       Cost Containment at The Container
                                                                         16
                                    Store
How did we do it?


1.  Products listed in the catalog
    show actual prices

2.  When creating a requisition,
    employees can easily see the
    total amount they are
    spending

3.  They can also see the
    approval process their order
    will go through – if it goes to
    the CEO, would you think
    twice about submitting?

                      Cost
Containment
at
The
Container
Store
         17

Stop being the
                                                        middle man.

Still maintain purchasing visibility and control…
  THEN                                     THEN
                                                  Purchasing maintained
      Every order had to be
                                                  inventory and managed
      handled by purchasing
                                                         fulfillment




                     Cost
Containment
at
The
Container
Store
             18

Stop being the
                                                         middle man.

Still maintain purchasing visibility and control…
  THEN                                      THEN
                                                 Purchasing maintained
      Every order had to be                        inventory and was
      handled by purchasing                    responsible for packing and
                                                    shipping supplies

…without wasting time packing and shipping every
supply needed.
  NOW                                       NOW
      Automatically enforce
     approval processes and                      Suppliers ship directly to
   workflows – no need to touch                      retail locations
           every order!

                      Cost
Containment
at
The
Container
Store
                19

How did we do it?


1.  Orders are automatically sent to the
    appropriate approvers

2.  Once approved, they are sent electronically
    to suppliers

3.  Suppliers fulfill orders and ship directly to
    retail locations

4.  Retail locations confirm receipt

5.  Vendors are paid

                      Cost
Containment
at
The
Container
Store
         20

Time really is money!

Provide store Inventory Coordinator with an easy-to-
use tool…
  THEN                                      THEN
    Products were hard to find
                                             It took a few hours to place an
   and spreadsheets difficult to
                                                          order
              use




                       Cost
Containment
at
The
Container
Store
                21

Time really is money!

Provide store inventory managers with an easy-to-use
tool…
  THEN                                      THEN
    Products were hard to find
                                             It took a few hours to place an
   and spreadsheets difficult to
                                                          order
              use


…and they’ll have more time to spend with customers.

  NOW                                       NOW
    Online catalogs with search
   and pictures makes it easy to                    It takes a few minutes!
        find what is needed


                       Cost
Containment
at
The
Container
Store
                22

How did we do it?


1.  Intuitive, user friendly UI with
    item pictures easily identify
    needed supplies


2.  System defaults, no need to
    worry about which supplier,
    which cost center, etc.


3.  A few clicks to submit                                       2
                                                       1
                                                                     3

                      Cost
Containment
at
The
Container
Store
           23

Close, isn’t close
                                                       enough.

Get an accurate view into usage and costs…

  THEN                                      THEN
                                                    Supply costs were
    Two systems not able to
                                                determined based on % of
         communicate
                                                      sales volume




                     Cost
Containment
at
The
Container
Store
              24

Close, isn’t close
                                                       enough.

Get an accurate view into usage and costs…

  THEN                                      THEN
                                                    Supply costs were
    Two systems not able to
                                                determined based on % of
         communicate
                                                      sales volume


…and ensure that the right budgets are charged.

  NOW                                       NOW
    Bridge of communication                      Costs are based on actual
    built between two systems                              usage



                     Cost
Containment
at
The
Container
Store
                25

How did we do it?


1.  Store supply needs are
    managed through a single
    platform


2.  Each purchase is assigned to
    the appropriate cost center


3.  Spend reports accurately
    reflect how much each store
    has used



                    Cost
Containment
at
The
Container
Store
         26

Create a supply
                                                    management machine.


Use technology to streamline and automate…
  THEN                                     THEN
  Costly, time consuming Excel                     Majority of time spent
          based process                               pushing paper




                     Cost
Containment
at
The
Container
Store
               27

Create a supply
                                                    management machine.


Use technology to streamline and automate…
  THEN                                      THEN

  Costly, time consuming Excel                      Majority of time spent
          based process                                pushing paper



…and have more time to spend on strategic
activities.
  NOW                                       NOW
   Automated, online solution                    Analyzing spend data,
    that alerts when action is                 negotiating better prices,
              needed                         building supplier relationships

                      Cost
Containment
at
The
Container
Store
                 28

How did we do it?


1.  Deployed a SaaS solution that is
    easy to customize and integrate


2.  Standardized and automated
    workflows
                                                                Store Inventory Manager

                                                                •  Weekly supply orders
                                                                •  Supply receipt confirmation
3.  Clearly defined roles,
    responsibilities and accountability                                 Suppliers

                                                                •  Timely fulfillment
                                                                •  Direct shipment

                                                                       Purchasing
                                                                •  Handle exceptions
                                                                •  Negotiate savings


                     Cost
Containment
at
The
Container
Store
                                    29

Summary

You can achieve these kind of results!
   •  Significantly reducing invoice processing time - 5 minutes for
      limitless number of invoices vs. 1 to 2 minutes per invoice
   •  Saving 36 hours a week by eliminating manual rekeying
   •  Writing over 50% fewer Purchase Orders per week
   •  Managing inventory levels for 62% fewer supply skus


Just remember the lessons.
   1. Employee empowerment.
   2. Stop being the middle man.
   3. Time really is money!
   4. Close, isn’t close enough.
   5. Create a supply management machine.
                         Cost
Containment
at
The
Container
Store
             30

    Looking ahead to 2010, what is the biggest
     challenge you will need to overcome?
      Having to do more with less resources
      Achieving aggressive cost cutting goals
      Enforcing purchasing policies and processes
      Streamlining the procurement process for greater efficiency
      Implementing / upgrading the procurement system
      Negotiating better supplier prices / contracts
Jason Hekl
                          Vice President of Marketing
                          Coupa Software



Jason Hekl is responsible for all of Coupa’s marketing initiatives, including
demand generation, messaging, and marketing communications. Prior to
joining Coupa, Jason was with InQuira, where helped grow revenues nearly
ten-fold over a four year period. Jason earned a Master of Business
Administration degree from the Ross School of Business at the University of
Michigan, and a Bachelor of Arts degree in International Relations and
Economics from the University of Delaware.
The          Question for 2010


How do you save   10% more
           with FEWER

               resources in ½
               as much time?
The             Question for 2010


                   How do you save          10% more
                                     with FEWER

                                         resources in ½
                                             as much time?

Assess your suppliers   Analyze your spend
The         Question for 2010


            How do you save        10% more
                            with FEWER

                                resources in ½
                                as much time?

Practice smarter spending
It’s hard to run with a pebble in
                                       your shoe…




Photo by Prabhu
It’s hard to run with a pebble in
                                       your shoe…

                            1.  Ease of Use
                            2.  Effort to
                                Implement
                                and Maintain
                            3.  Cost



Photo by Prabhu
SaaS and the Power of
                                          One Platform
One
Infrastructure





             Deploy once. We update. We support. We maintain

One Off

               - Risky, resource-intensive implementations
Enterprise
               - Complex, long upgrades
 Software
               - Slow pace of innovation
               - Difficult to support
               - Costly and painful to maintain (higher TCO)
5 Ways to Achieve Your Goals with
                           e-Procurement in 2010
                          1.  Spend Under Management
                              Attract more spend at the top of the
                              funnel
            1
                          2.  Compliance
                              With purchasing guidelines and
        2                     negotiated contracts

                          3.  Better Deals
    3                         Crowd source savings on one-off
                              purchases

                          4.  Control
    4                         Prevent wasteful spending before it
                              happens
5                         5.  Efficiency
                              Increase velocity through the funnel,
                              and save as a result
If only it were this easy…
It is.


Provide a requestor
 experience that is
 faster and easier,
     than every
    alternative,
  and you will be
  amazed by what
      happens.
Addressing the adoption problem with a
      compelling requestor experience


         SUM      1. Know what’s allowed,
                       and what’s not.
Addressing the adoption problem with a
      compelling requestor experience


           SUM        1. Know what’s allowed,
                           and what’s not.



        Compliance      2. Guide requestors to
                       preferred suppliers and
                      contract pricing, greatly
                     reducing “maverick” spend
Addressing the adoption problem with a
      compelling requestor experience


           SUM          1. Know what’s allowed,
                             and what’s not.



        Compliance        2. Guide requestors to
                         preferred suppliers and
                        contract pricing, greatly
                       reducing “maverick” spend



        Best Pricing    3. And for those ad-hoc
                         items not covered by
                        existing contracts, find
                              deals online
A flexible approval workflow engine
            that you can change without help



Control
A flexible approval workflow process
                 that works for busy managers



Control
Proactive alerts and spend dashboards to
                prevent mistakes before they occur



Control
Achieve greater efficiencies in the
                req to PO process




                    Avoidance 5%
                  Self Approval 29%




                      Efficiency
Achieve greater efficiencies in the
                req to PO process

                 Cycle Time 23 Hours
                  Savings 9.5% of
                        Spend



                    Avoidance 5%
                  Self Approval 29%




                      Efficiency
5 Ways to Achieve Your Goals with
                   e-Procurement in 2010
                  1.  Spend Under Management
1                     Attract more spend at the top of the
                      funnel


    2             2.  Compliance
                      With purchasing guidelines and
                      negotiated contracts

    3             3.  Better Deals
                      Crowd source savings on one-off
                      purchases
    4
                  4.  Control
                      Prevent wasteful spending before it
                      happens
5
                  5.  Efficiency
                      Increase velocity through the funnel,
                      and save as a result
They’re not making hay of pennies.




       Spend
     Under Mgmt

     + 20%
      Savings

     9.5%
      of Spend
Learn More

1   2



    3




    +1 650.931.3200
Contact Information
Scott Jones
Purchasing Manager
The Container Store
scott@containerstore.com

Mike Morrow
Purchasing Agent
The Container Store
mjmorrow@containerstore.com

Jason Hekl
Vice President, Marketing
Coupa Software
jason.hekl@coupa.com

           Thank You for attending this Web Seminar!
Cost Containment At The Container Store - A Lesson in Smarter Spending
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     Please note that the answers to today’s Q & A will not be immediately
     available. You will want to save this link check back for the results.
     They should be available within 14 business days.
•    The entire presentation in a PDF format
Note: The archived interactive recording of today’s event will be available
within 14 business days on ISM’s Web site at
http://www.ism.ws/Seminars/WebSeminars.cfm.
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Cost Containment At The Container Store - A Lesson in Smarter Spending

  • 1. Containing Costs at The Container Store A Lesson in Smarter Spending Welcome to Today’s Web Seminar! Presented by: The Institute for Supply Management TM and Coupa We’ll be starting momentarily. © Copyright 2009. Institute for Supply ManagementTM; All Rights Reserved.
  • 2. Terri Tracey, CAE Vice President, Technology and Publications Institute for Supply Management® Terri is ISM’s Vice President of Technology and Publications. She is responsible for all ISM’s technology applications, including integration of all internal and external association management, web and ecommerce systems. Terri also serves as the editor of ISM’s monthly magazine, Inside Supply Management ®, of Supply Chain Management. Additionally, she is responsible for the montand oversees all print and online publications, including editorial, design and outsourced relationships for the magazine, supplements, e- newsletters, and the Journal hly Manufacturing and Non-Manufacturing ISM Report on Business® areas as well as the R. Gene Richter Awards program for Leadership and Innovation in Supply Management.
  • 3.   Saving 36 hours a week that was previously wasted maintaining in- house inventory and manually shipping supply orders by integrating their supply management process with warehouse management and supplier systems.   Giving managers a reality check of just how much they are spending by stockpiling and over-ordering supplies by exposing end costs to inventory managers.   Accurately charging supply costs to individual stores based on supply usage and not just by arbitrary measures like percent of sales volume.   Delivering greater price discounts by creating a supply management machine that automates the req-to-pay process and allows purchasing to focus more on negotiating strategic contracts instead of pushing paper.
  • 4. Scott Jones Purchasing Manager The Container Store With more than decade worth of experience, Scott Jones is responsible for the day-to-day management and direction of purchasing, as well as expense planning and analysis, at The Container Store. Since joining in 1989, Scott has helped The Container Store grow from 7 stores to 47 stores across the country. Scott holds a Bachelor of Science in Business & Marketing from Stephen F. Austin University.
  • 5. Mike Morrow Purchasing Agent The Container Store An expert in The Container Store’s use of non-merchandise goods, Mike Morrow has spend the last 5 years managing competitive price negotiation and purchase of non-merchandise goods and services consumed at The Container Store’s corporate office, distribution center, and store locations across the country. In addition, Mike is responsible for The Container Store’s e- procurement planning and implementation. Mike holds a Bachelor of Science from Texas A&M University and a Master of Arts from Southwestern Theological Seminary.
  • 6.   If you could achieve just one of the following, what would have the biggest impact on your organization?  Get employees to actually use the proper purchasing system and follow procedures  Eliminate purchasing “paper pushing” (i.e. rekeying data)  More efficiently manage supplier relationships and streamline the purchase fulfillment process  Real-time visibility into spend as it happens in order to take immediate action to eliminate wasteful spend  Automate manual tasks so purchasing can spend more time on strategic activities (i.e. contract negotiations)  Other
  • 7. Welcome to The Container Store •  The Container Store offers more than 10,000 time and space-saving storage and organization solutions divided into 14 different lifestyle departments such as closet, kitchen, home office and travel. –  Located in 19 states, in 23 markets and has 47 store locations across the country. –  Projecting an excess of half a billion in sales for fiscal 2009. –  Has about 4000 GREAT employees across the country. –  Has been named to the top of FORTUNE magazine’s annual list of “100 Best Companies to Work For” the past ten years. Cost
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  • 8. Non-Merchandise Supply Management •  Everything a store needs to conduct business –  Bags –  Aprons –  Office and Cleaning Supplies •  Non-merchandise supply inventory centrally managed at Distribution Center Cost
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  • 9. End-to-End Process Challenges •  Receiving Supply Orders –  Costly, manual process –  Stores fill out an excel spreadsheet –  Email to centralized procurement –  All items pulled from inventory and shipped to each store along with merchandise •  Fulfilling Supply Orders –  1 truck every 7 to 10 days –  Limited amount of truck space for supplies –  Limited amount of warehouse space to devote to supplies Cost
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  • 11. The Options Doing nothing, Full service stay with the inventory e-Procurement status quo companies Cost
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  • 12. An End-to-End Solution ✔  Maintain control & visibility + Dashboards & benchmarks ✔  Intuitive, easy-to-use ✔  Does not require a lot of + Support & service training ✔  Scalable, adaptable ✔  Direct shipments from key vendors ✔  Integrate with warehouse management Cost
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  • 13. What We Achieved Company Wide Success Accounting Distribution Center Purchasing •  Eliminating 100% of •  Automatically pulling •  Writing over 50% fewer department keying orders into WMS Purchase Orders per errors •  Saving 36 hours a week week •  Regaining wasted time by eliminating manual •  Managing inventory by working with only rekeying levels for 62% fewer on approved invoices •  Freeing up over 150 supply skus picking locations •  Significantly reducing invoice processing Store Location time - 5 minutes for limitless number of invoices vs. 1 to 2 •  Visibility to supply cost minutes per invoice •  Ease of use – less time spent ordering supplies •  More time spent with customer Cost
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  • 14. What We Learned 5 Lessons to Promote Smarter Spending 1.  Employee Empowerment. 2.  Stop being the middle man. 3.  Time really is money! 4.  Close, isn’t close enough. 5.  Create a supply management machine. Cost
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  • 15. Employee Empowerment Expose employees to how much things cost… THEN THEN No price lists, employees Employees not aware of ordered supplies with no financial impact from stock visibility to ordering history piling supplies Cost
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  • 16. Employee Empowerment Expose employees to how much things cost… THEN THEN No price lists, employees just Employees would stock pile ordered whatever they felt supplies – even if there they needed wasn’t an immediate need …and they’ll critically evaluate need. NOW NOW Employees see how much Employees are more cost each item costs and the total conscious, buying only the for their entire order necessities Cost Containment at The Container 16 Store
  • 17. How did we do it? 1.  Products listed in the catalog show actual prices 2.  When creating a requisition, employees can easily see the total amount they are spending 3.  They can also see the approval process their order will go through – if it goes to the CEO, would you think twice about submitting? Cost
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  • 18. Stop being the middle man. Still maintain purchasing visibility and control… THEN THEN Purchasing maintained Every order had to be inventory and managed handled by purchasing fulfillment Cost
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  • 19. Stop being the middle man. Still maintain purchasing visibility and control… THEN THEN Purchasing maintained Every order had to be inventory and was handled by purchasing responsible for packing and shipping supplies …without wasting time packing and shipping every supply needed. NOW NOW Automatically enforce approval processes and Suppliers ship directly to workflows – no need to touch retail locations every order! Cost
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  • 20. How did we do it? 1.  Orders are automatically sent to the appropriate approvers 2.  Once approved, they are sent electronically to suppliers 3.  Suppliers fulfill orders and ship directly to retail locations 4.  Retail locations confirm receipt 5.  Vendors are paid Cost
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  • 21. Time really is money! Provide store Inventory Coordinator with an easy-to- use tool… THEN THEN Products were hard to find It took a few hours to place an and spreadsheets difficult to order use Cost
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  • 22. Time really is money! Provide store inventory managers with an easy-to-use tool… THEN THEN Products were hard to find It took a few hours to place an and spreadsheets difficult to order use …and they’ll have more time to spend with customers. NOW NOW Online catalogs with search and pictures makes it easy to It takes a few minutes! find what is needed Cost
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  • 23. How did we do it? 1.  Intuitive, user friendly UI with item pictures easily identify needed supplies 2.  System defaults, no need to worry about which supplier, which cost center, etc. 3.  A few clicks to submit 2 1 3 Cost
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  • 24. Close, isn’t close enough. Get an accurate view into usage and costs… THEN THEN Supply costs were Two systems not able to determined based on % of communicate sales volume Cost
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  • 25. Close, isn’t close enough. Get an accurate view into usage and costs… THEN THEN Supply costs were Two systems not able to determined based on % of communicate sales volume …and ensure that the right budgets are charged. NOW NOW Bridge of communication Costs are based on actual built between two systems usage Cost
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  • 26. How did we do it? 1.  Store supply needs are managed through a single platform 2.  Each purchase is assigned to the appropriate cost center 3.  Spend reports accurately reflect how much each store has used Cost
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  • 27. Create a supply management machine. Use technology to streamline and automate… THEN THEN Costly, time consuming Excel Majority of time spent based process pushing paper Cost
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  • 28. Create a supply management machine. Use technology to streamline and automate… THEN THEN Costly, time consuming Excel Majority of time spent based process pushing paper …and have more time to spend on strategic activities. NOW NOW Automated, online solution Analyzing spend data, that alerts when action is negotiating better prices, needed building supplier relationships Cost
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  • 29. How did we do it? 1.  Deployed a SaaS solution that is easy to customize and integrate 2.  Standardized and automated workflows Store Inventory Manager •  Weekly supply orders •  Supply receipt confirmation 3.  Clearly defined roles, responsibilities and accountability Suppliers •  Timely fulfillment •  Direct shipment Purchasing •  Handle exceptions •  Negotiate savings Cost
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  • 30. Summary You can achieve these kind of results! •  Significantly reducing invoice processing time - 5 minutes for limitless number of invoices vs. 1 to 2 minutes per invoice •  Saving 36 hours a week by eliminating manual rekeying •  Writing over 50% fewer Purchase Orders per week •  Managing inventory levels for 62% fewer supply skus Just remember the lessons. 1. Employee empowerment. 2. Stop being the middle man. 3. Time really is money! 4. Close, isn’t close enough. 5. Create a supply management machine. Cost
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  • 31.   Looking ahead to 2010, what is the biggest challenge you will need to overcome?  Having to do more with less resources  Achieving aggressive cost cutting goals  Enforcing purchasing policies and processes  Streamlining the procurement process for greater efficiency  Implementing / upgrading the procurement system  Negotiating better supplier prices / contracts
  • 32. Jason Hekl Vice President of Marketing Coupa Software Jason Hekl is responsible for all of Coupa’s marketing initiatives, including demand generation, messaging, and marketing communications. Prior to joining Coupa, Jason was with InQuira, where helped grow revenues nearly ten-fold over a four year period. Jason earned a Master of Business Administration degree from the Ross School of Business at the University of Michigan, and a Bachelor of Arts degree in International Relations and Economics from the University of Delaware.
  • 33. The Question for 2010 How do you save 10% more with FEWER resources in ½ as much time?
  • 34. The Question for 2010 How do you save 10% more with FEWER resources in ½ as much time? Assess your suppliers Analyze your spend
  • 35. The Question for 2010 How do you save 10% more with FEWER resources in ½ as much time? Practice smarter spending
  • 36. It’s hard to run with a pebble in your shoe… Photo by Prabhu
  • 37. It’s hard to run with a pebble in your shoe… 1.  Ease of Use 2.  Effort to Implement and Maintain 3.  Cost Photo by Prabhu
  • 38. SaaS and the Power of One Platform One
Infrastructure
 Deploy once. We update. We support. We maintain One Off
 - Risky, resource-intensive implementations Enterprise - Complex, long upgrades Software - Slow pace of innovation - Difficult to support - Costly and painful to maintain (higher TCO)
  • 39. 5 Ways to Achieve Your Goals with e-Procurement in 2010 1.  Spend Under Management Attract more spend at the top of the funnel 1 2.  Compliance With purchasing guidelines and 2 negotiated contracts 3.  Better Deals 3 Crowd source savings on one-off purchases 4.  Control 4 Prevent wasteful spending before it happens 5 5.  Efficiency Increase velocity through the funnel, and save as a result
  • 40. If only it were this easy…
  • 41. It is. Provide a requestor experience that is faster and easier, than every alternative, and you will be amazed by what happens.
  • 42. Addressing the adoption problem with a compelling requestor experience SUM 1. Know what’s allowed, and what’s not.
  • 43. Addressing the adoption problem with a compelling requestor experience SUM 1. Know what’s allowed, and what’s not. Compliance 2. Guide requestors to preferred suppliers and contract pricing, greatly reducing “maverick” spend
  • 44. Addressing the adoption problem with a compelling requestor experience SUM 1. Know what’s allowed, and what’s not. Compliance 2. Guide requestors to preferred suppliers and contract pricing, greatly reducing “maverick” spend Best Pricing 3. And for those ad-hoc items not covered by existing contracts, find deals online
  • 45. A flexible approval workflow engine that you can change without help Control
  • 46. A flexible approval workflow process that works for busy managers Control
  • 47. Proactive alerts and spend dashboards to prevent mistakes before they occur Control
  • 48. Achieve greater efficiencies in the req to PO process Avoidance 5% Self Approval 29% Efficiency
  • 49. Achieve greater efficiencies in the req to PO process Cycle Time 23 Hours Savings 9.5% of Spend Avoidance 5% Self Approval 29% Efficiency
  • 50. 5 Ways to Achieve Your Goals with e-Procurement in 2010 1.  Spend Under Management 1 Attract more spend at the top of the funnel 2 2.  Compliance With purchasing guidelines and negotiated contracts 3 3.  Better Deals Crowd source savings on one-off purchases 4 4.  Control Prevent wasteful spending before it happens 5 5.  Efficiency Increase velocity through the funnel, and save as a result
  • 51. They’re not making hay of pennies. Spend Under Mgmt + 20% Savings 9.5% of Spend
  • 52. Learn More 1 2 3 +1 650.931.3200
  • 53. Contact Information Scott Jones Purchasing Manager The Container Store scott@containerstore.com Mike Morrow Purchasing Agent The Container Store mjmorrow@containerstore.com Jason Hekl Vice President, Marketing Coupa Software jason.hekl@coupa.com Thank You for attending this Web Seminar!
  • 55. Attendees of today’s event will receive an email from ISM within ten working days with secured links to: •  Your Continuing Education Hour certificate. CEHs are awarded to attendees who participated for at least 50 minutes of the seminar. •  Questions posed to the presenters by today’s attendees. Please note that the answers to today’s Q & A will not be immediately available. You will want to save this link check back for the results. They should be available within 14 business days. •  The entire presentation in a PDF format Note: The archived interactive recording of today’s event will be available within 14 business days on ISM’s Web site at http://www.ism.ws/Seminars/WebSeminars.cfm.
  • 56. You must be logged-into ISM’s Web site for these secured links to work.
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  • 58. Please take a moment to give us your thoughts on today’s Web Seminar. Select the link and you will be taken to a short survey. Thank You.

Notas do Editor

  1. Scott / Mike: We manage non-merchandise supplies for The Container Store’s 47 retail locations. Non-merchandise supplies are all those necessary things that are needed to run the business, such as shopping bags, employee aprons, office supplies, cleaning supplies. All of these supplies are centrally managed in our distribution center. So anytime a retail location needs something for their store they put the order through us and we manage fulfillment for them.