Impact of platformization on your business processes and ERP Landscape

© All Rights by InCoPro BVBA BE 0 877.807.636 InCoPro@skynet.be +32 473/38 16 13
De impact van “platformization”
op bedrijfsprocessen en ERP”
1
IT projecten?
Zij houden er mee op!
Lang leve de business, Doe er wat mee!

Design for Margin
Data to Information, Insights and Impact
2
InCoPro BVBA
an iVATpartner
The VAT-House NV and VAT Applications NV

The action areas
3
D4MD2iii
Process Mining
Data Mining
Reporting, KPI
Budgeting &
Forecasting
Supply Chain
Q2C, P2P
Supply Chain
Finance (WC)
Spent
Analytics
Master Data
Management
BPM &
Business plans
FinTech
e-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.
Hidden
Slide

More on Jos @:
www.linkedin/in/josfeyaerts
4
https://www.linkedin.com/toda
y/author/22199440

De boekrecensie:
• Handige methodiek
• Toegankelijk
• Praktisch
Maar: “De Digital chief” blz. 125-135”
Zijn niet de CEOs, noch de CIOs,
noch de CMOs
Tip:
“CFO’s can be the CDO’s of the
future”
5

Dit zijn slechte stereotypes
6
• 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

Business responsables, please, stand
up and take back the lead in the
digitalisation of your processes
7
Procurement allows CFOs to build business through
more than just cost-cutting measures.
But this will require finance directors to take charge
and get into the very details of the procurement
process. By Christian Doherty, Volvo

THE HISTORY: FINANCE SYSTEMS
8
1994
1999
Not known
2005
2005: legislation
accept e-
bookkeeping in
Belgium

The smooth transition from one integrated
software to integrated applications
9
In the 2000s we saw an
increasing sub- and semi-
integrated application (M&A in
business software)
In the 1990s, ERP stood for
simple, integrated
software that worked in,
real time with no data
redundancy.

The supply chain is transforming into a
dynamic multi-partner supply chain network
10
Customers
Distributor
3PL
Financial
Institutes
Service
Providors
Suppliers

VAT
engine
Supply
chain
Finance
Bank
payme
nt sys
Track
&TraceSpend
mgmt
CRM
VRM
ERP in the APP-AGE
11

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
12

ERP a backbone system in the
APP-age
13
ERPs become backbone
systems, gathering
standardised process
data to fulfill the enterprise
needs on transactional
process information, and
legal compliance.

Platformization in indirect spends:
The shift is happening: consumables
14

Platformization in indirect spends:
Leasing cars, travel expanses
15
Leased company
Cars:
Managed in online
platform (outsourced:
direct relation car-driver
and leasing company)
Travel expenses:
Managed in online
platform

B2B : E-commerce and
crowdsourcing platforms
16

Indirect Spend platforms
17
Hidden
Slide

Private Spends Professional Spends
Mostly
online
Mostly
offline both
Mostly
online
Mostly
offline 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
18
Globally, by
2020 the
B2B
ecommerce
market will
be twice as
large as the
B2C market
$6.7 trillion
vs. $3.2
trillion
Source: research
provider Frost &
Sullivan.

AP
Depart.
AR
depart.
Supplier portals aren’t an end point.
Procurement portals should face the next level.
19
AP:
Supplier
portals
Collaborative
platforms
AR:
Customer
portals
1% of corporates
makes 50% of the
invoices

I’m stronger and
more power full.
Supplier portals: collaborative or
arm wrestling?
• Most supplier and invoices portals, also those of most
governments, are focused on optimizing their
internal flow not the ecosystem as a whole.
• Closed networks, Collaboration, Interoperability and
connectivity is much more than that.
• They aren't adapted to the e-commerce Age of
Omnichannel and multi-relations.
• Over time, nearly all independent professionals and
their clients will conduct business through the market
network of their industry.
• Now, we’re just seeing the beginning of it.
20

Procurement portals should face
the next level.
21
Inter-company
Workflows Not
Intra-company
Collaborative
networks
Based on VRM
Marketplace
Multiple, changing
Relations
Buyers& Sellers
Hidden
Slide

One single process:
Sourcing to cash?
22
Payment cycle
collectionconversion
Inventory
sales
purchases
Do we really need two
process? Will they stay?
From Q2C + S2P => S2C
Quotation to Cash
Sourcing to Pay
Sourcing to Cash

ERP: Backbone systems for
standardized process information
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Catalogue Customer
Request
Quota-
tion
Sales
Order
Order
Picking
shipping
Billing
Received
Payment
ERP Vendor
Requisi-
tion
Approval Request Purchase
Order
Goods
/Service
Reception
Invoice
Reception
Control
Invoice
Payment
ERP Buyer
ETL: Extraction, Transformation and Load
CSB: cloud service platforms
iPaas, integration platforms as a Service
Cat
iPAAS/CSB: Process ETL
Appr Req PO Inv Pay
iPAAS/CSB: Process ETL
TR PayBillSO PSQuoOfferCat
API-
Vendor
API-
buyer
Selective buyer process information
Selective vendor process information

Devices
Application
Platforms
Networks
Backbone
Legacy Systems
(on premises)
Mobile connect
Users
Corp
Solution to communication
device
Solution to point of sales
systems (POS)
Application Multi APPs
Solutions to real time
communication
Value added services
Make connections to
Legacy and between platforms
interoperability)
Secure Enterprise transaction
data in a structured way
The conceptual layers of an
E-supply chain concept
Hidden
Slide

The Boiled Frog syndrome
The Shift is happening
Look over the edge
Jump out, don’t miss the train
25

Time for some reflections on the
new challenges that appear
26
Let’sthink
“When the present
determines the future,
the approximate
present does not
approximately
determine the future.”

Does the Network always wins?
27
Platformization
Collaboration
Connectivity
Interoperability
MDM, VRM
Compliancy, archiving

Is the format or the connectivity
is the main problem?
28

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 Margin
Data to Information, Insights and Impact

Vendor relationship mgmt :The new
MDM in a customer-centric age
30

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
31
Hidden
Slide

Master data management
(MDM) in platformized BU-world
32
Hidden
Slide

© All Rights by InCoPro BVBA BE 0 877.807.636 InCoPro@skynet.be +32 473/38 16 13 33
connect and configure manage and expand share and consume
Create your company
profile, integrate your
backend system with
the platform once.
Search for your
business partners and
create your private
community.
Once your network is
established, you can
share data with your
community.
The steps of onboarding based
on VRM: 3 main steps
http://www.nallian.com/
Hidden
Slide

Platformization will make audit trails
and compliancy to a challenge
34
The public sector wants to
improve its financial situation
by increasing the tax revenues
and reducing the internal costs
Bron: Bruno Koch, Billentis 5/06/2013
Hidden
Slide

© All Rights by InCoPro BVBA BE 0 877.807.636 InCoPro@skynet.be +32 473/38 16 13 35
1. Transaction / Anti-
Fraud compliance:
– Actual supply
– Real legal transaction
– VAT-Registration
2. Form compliance:
– Authenticity
– Integrity
3. Content compliance:
– Correct application of
legislation rules
4. Reporting Compliance
– Analytics
– Audit Internal controls
– Mining
1. Business Controls,
Audit Trails
– BPM
– Process docm.
– Process Mining
– Register @ Authorities
2. Technological
means:
• EDI
• Digital Signature
3. Engines/Robots
– VAT
– Sales Tax
4. Reporting platforms
– VAT
– Sales Tax
1. ex.
• Lexmark
Perceptive process tools
• VAT-House Services SA
2. ex. Trustweaver AB
3. ex:
• VAT-Applications SA
• Avalara Inc.
4. ex.
• VAT-Applications SA
• Avalara Inc.
Four types of VAT-compliance:
Comp-AAS

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

1. Visibility
2. Traceability
3. Collaborative,
connected, open:
4. Velocity:
5. Chaos-theory:
Small differences in initial conditions yield
widely diverging outcomes for
dynamical systems, rendering long-term
prediction impossible in general.
Be the hammer thrower not the hammer
Keep on focusing, register and
crystalize your trajectory
Digitalization of the supply chain is
getting velocity by Platformization.
37
EDI: of Orders and receptions
Use: retail and automotive

It’s now up to you.
38

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 BVBA
an iVATpartner
The VAT-House NV and VAT Applications NV
Mob:+32-473 38 16 13 Skype: FeyJos
Jos.feyaerts@skynet.be

Impact of platformization on your business processes and ERP Landscape

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