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Concept to ControlHow Berkshire Bank built an e-procurement machine that
put their savings initiatives into overdrive
Today’s Session
CONCEPT PLAN ADOPTIMPLEMENT
TIME
IMPA
CT
CONTROL
Who We Are
Dee HarnishPurchasing
Rob BernshteynCEO
About Us
Leader in Cloud Spend Management enterprise applications
Empowering organizations to: Spend Less: Reduce maverick spending by ~33%
Pay Less: Lower average order costs by ~25%
Reduce Cycle Time: Reduce time to get goods by ~30%
Reduce Operating Costs: Reduce time spent on purchasing / auditing by ~20%
Improve Spend Predictability: Increase spend under management by ~20%
Total Customers: 160+ around the world
Platform Spend: Billions of Dollars with over 35,000 suppliers
Pure Cloud Platform: 99.999% uptime
$2.7 billion in assets
Integrated insurance and wealth management ($650 million AUM)
New England asset based lending group
Largest local regional bank
46 Financial Centers in Western MA, Eastern NY, and Southern VT
A leader in philanthropy and community involvement and leadership by providing over $12 million in funding
Committed to the RIGHT core values: Respect, Integrity, Guts, Having Fun and Teamwork
Constantly developing fresh new approaches to our customer service experience
About Us
Concept
To increase procurement efficiency and spend
control.
Develop the Concept
Efficiency & Control
Accessible• 41 branches• Consistent process,
suppliers
Innovative• Easy to implement and
maintain• Would be adopted by
users
Automated• Eliminate manual
processing• Ensure proper review,
approval
Accurate• Real-time data• Immediate action• Compliance and audit
tracking
Roundtable Discussion – Conceptualize the Goal
What ideas and concepts are you considering
achieve efficiency and control?
What challenges have you faced in developing
your concept? How are you working around these challenges to get your concept off
the ground?
Plan
Make your concept a reality.
Putting A Plan in Place
Get stakeholders involved, they will be more accepting of change and will help make it happen
Start a steering committee Include stakeholders from all areas
Branch Managers
IT
Facilities
LegalCommerci
alLending
Operations
Insurance
AP Marketing HRComplianc
e
Steering Committee
Putting A Plan in Place
Understand user needs and identify requirements Vendor and contract management Policies and procedures Compliance and auditing Reporting and budgeting
Collaborate with end users What is working with the existing process? What isn’t? How do they use
process / solution in day-to-day job? Prioritize feedback based on impact
Aggregate and identify trends Pick out a subset of things to tackle – doing it all is impossible and
unnecessary
Putting A Plan in Place
Conduct a vendor due diligence Submit an RFP, get a demo
Create a “short list” Trial solution, test and push boundaries Let end users have a go
Select the vendor that meets your requirements
e-procurement “lite”Basic P2P functionality
On-demand
enterprise e-procurementAdvanced features, complex capabilities
On-premise
Coupa Cloud Spend Management
Roundtable Discussion – The Plan
How are you making your concepts a reality?
What part of the planning process is most
challenging? How are you engaging stakeholders in the planning process?
Implement
Turn your plan into real action.
Innovation Fuels Accelerated Implementation
Implementation taking months – not years like an on-premise solution
Phased roll-out to 41 locations
Phase 1Phase 1 Phase 2
Phase 2
Phase 3
Phase 4
Phase 4
• Requisitioning• PO Generation• Invoicing• Reporting
• Contract Management• Vendor
Management• Receiving• Budgeting
• Asset Management• Supplier
Punchout
• Travel & Expense Reporting
Why the “cloud”
Innovation in the Cloud
Traditional Dev Model1.Lengthy Independent Upgrades
Cloud Dev Model1.Quick and Simple Upgrades
VS
Innovation in the Cloud
Traditional Dev Model
1.Lengthy Independent Upgrades
2.Difficult Independent Implementations
Cloud Dev Model
1.Quick and Simple Upgrades
2.Rapid Implementation
VS
Innovation in the Cloud
Traditional Dev Model
1.Lengthy Independent Upgrades
2.Difficult Independent Implementations
3.Multiple Code Bases
Cloud Dev Model1.Quick and Simple Upgrades
2.Rapid Implementation
3.One Optimized Code Base
VS Cloud Platform
Innovation in the Cloud
Traditional Dev Model
1.Lengthy Independent Upgrades
2.Difficult Independent Implementations
3.Multiple Code Bases
Non-viable long-term business model
Cloud Dev Model1.Quick and Simple Upgrades
2.Rapid Implementation
3.One Optimized Code Base
Sustainable Business Model
VS Cloud Platform
The Cloud is the Most Cost Effective
Year 1 Year 2 Year 3
• Implementation
• Hardware• Database /
Middleware
• Software Fees
• Subscription
• Implementat
ion• Hardware• Database /
Middleware
• Software Fee• Subscription
• Subscription
• Implementat
ion• Hardware• Database /
Middleware
• Software Fee
• IT Support• Maintenance• Professional
Services
• Subscription
• Subscription
• Subscription
• IT Support• Maintenance• Professional
Services
• IT Support• Maintenance• Upgrade
• Professional Services
Roundtable Discussion - Implementation
How quickly can change happen at your organization?
What are the typical bottle necks
encountered?How do you work around those to get things done?
Adoption
You can’t control what is not visible.
Users Drive Spend Visibility & Control
If it’s not in the system, it’s not controllable
Drive user adoption Make it easier than any alternative
Include stakeholders in planning to develop buy in
Continuously train and educate
Champion change, lead by example
Roundtable Discussion - Adoption
Do you know how much of your spend is under
management?
How do you drive users to adopt processes and
systems? What are some of the ways you have
championed change in your organization?
Control
Manage spend with real-time data and action.
Gain Spend Visibility and Control
100% of indirect spend – purchasing and expenses – visible and under control
Infrastructure to manage, report and control spend
Reduce admin burden through automation / integration with AP / GL systems
Historical audit trails to standardize and enhance policies
Greater negotiation power and adherence to preferred vendor contracts
An Action Plan for Savings Increase control over company spending Review and approve immediately via email Enable strategic purchasing initiative to lower costs Make the shift from damage control to spend control Control maverick Spending Save 5% - 20% on every dollar under management in
the system Spend 25% less on total purchasing activities
Roundtable Discussion – Spend Control
How do you get spend information?
What enables you to take action to stop waste?
How are you delivering savings to your organization?
Your Ideas CAN Become a Reality!
CONCEPT PLAN ADOPTIMPLEMENT
TIME
IMPA
CT
CONTROL
THANK YOU
