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Supplier SSO at Insitu Einkauf auf Auto-Pilot: Digitalisierung als Türöffner Michael Rösch 1 MICHAEL RÖSCH SVP Operations DACH [email protected] © Copyright 2019 JAGGAER – All Rights Reserved 2 Bitte nutzen Sie die Q&A Funktion in Ihrem Webinar Client Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 4 Facts & Figures 2,000+ Customers: Including the Fortune 10, Fortune 100, Fortune 500, and Global 100 $540 Billion: Spent Annually via our Platform 4 Million Suppliers: In our Managed Supplier Network 3 Million Users: Across Education, Government, Life Sciences and Commercial Companies 1,100 Global Employees: With Office in North America, Latin America, Europe, Australia, Asia and the Middle East in 2018 North America Latin America Europe Middle East Asia 37 Patents: Dedicated to Spend Raleigh Mexico City Helsinki Dubai Singapore Philadelphia Lima London Abu Dhabi Shanghai Chicago Madrid Islamabad Sydney Pittsburgh Milan 185 New Customers: In the Last Year Munich Paris Vienna Belgrade 20+ Years: Dedicated to Spend Management Rome Amsterdam 5 Auszeichnungen Spend Matters’ Leader in Magic IDC Marketscape “50 Providers Quadrants for Strategic Leader in 4 to Know” Sourcing and P2P reports 6th Year in a Row JAGGAER has been positioned as a leader Gartner Peer Insights Wave for in Gartner’s Strategic Customers’ Choice eProcurement, Sourcing Suite Magic Strategic Sourcing SRPM, CLM Quadrant for four Application Suites 2018 consecutive reports. JAGGAER’s Vertical/Industry Strategy: “Vendors that understand the buy-side processes, challenges, and requirements of your industry can bring more value than a generic vendor.” – Forrester JAGGAER One Portfolio MANAGED SUPPLIER NETWORK SPEND CATEGORY SUPPLIER CONTRACT INVENTORY SUPPLY SOURCING ePROCUREMENT INVOICING QUALITY ANALYTICS MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT CHAIN THIRD PARTY APPLICATIONS © Copyright 2019 JAGGAER – All Rights Reserved 7 DACH Kunden Manufacturing Consumer Healthcare Other Automotive Plant Engineering Goods Pharma Commercial © Copyright 2019 JAGGAER – All Right Reserved 9 Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 10 Was erwarten wir uns von der Digitalisierung? 11 Kostenreduktion Prozesseffizienz Mehr Flexibilität 12 Was wollen wir erreichen Kostenreduktion Prozesseffizienz Mehr Flexibilität ‣ Optimale Verhandlungen ‣ Höheren Automatisierungs- ‣ Schnellere Reaktion auf neue durch die systematische grad durch neue Prozess- Rahmenbedingungen Analyse von Lieferanten- und designs ‣ Marktdaten Vorhersagen, wie sich ‣ Analyse von ineffizienten Änderungen zukünftig ‣ Systematische Analyse von Prozessen (z.B. Workflows) auswirken können Kostenbestandteilen und ‣ ‣ Benchmarks Vorhersagen zur Vermeidung Dynamische Anpassung von von ungeplanten Zusatz- Prozessen auf Basis von ‣ Berücksichtigung aller aufwänden (abteilungs- Trends Einflussfaktoren bei Vergabe- übergreifend) ‣ entscheidungen Einfacherer Rollout von ‣ Verbesserung und Sicherung Prozessen in neue ‣ Vertrags-Compliance (z.B. des internen Know-Hows Organisationseinheiten Einhaltung von ‣ Zahlungskonditionen) Garantierte Einhaltung von Prozessen 13 Wie gehen wir vor? Manuelle Prozesse Digitale Daten werden Prozesse und digitalisieren analysiert um optimale Geschäftsmodelle werden Entscheidungen zu treffen transformiert Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 16 Reifegrad des Einkaufs heute Ergebnis der JAGGAER Digital Procurement Survey 2019 © Copyright 2019 JAGGAER – All Right Reserved 17 Reifegrad des Einkaufs heute Ergebnis der JAGGAER Digital Procurement Survey 2019 © Copyright 2019 JAGGAER – All Right Reserved 18 Geplante Investitionen Ergebnis der JAGGAER Digital Procurement Survey 2019 © Copyright 2019 JAGGAER – All Right Reserved 19 Grad der Integration B Ergebnis der JAGGAER Digital Procurement Survey 2019 © Copyright 2019 JAGGAER – All Right Reserved 20 Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 21 Potentiale im Einkauf: Kostenreduktion Business Process Description Conservative Likely Spend Analytics Better sourcing through category management 2% 6% Direct materials 3% 5% Sourcing Indirect goods and services 7% 18% Working Capital/Inventory 0.5% 4% Incremental savings to historical performance 6% 12% Advanced Sourcing Incremental savings using Expressive Feedback™ 1% 3% Contract Management Re-sourcing expiring and auto-renewing contracts 2% 20% HARD SAVINGS HARD Bring maverick spend back on contract 3% 18% eProcurement Average pCard rebate 1.5% Accounts Payable Early payment discounts 1% 3% 22 Potentiale im Einkauf: Prozesskostenreduktion Business Process Conservative* Likely* Spend Analytics 75% 95% Supplier Management 75% 95% Sourcing 60% 85% Advanced Sourcing 75% 85% Contract Management 10% 30% eProcurement 30% 50% PROCESS PROCESS (SOFT)SAVINGS Accounts Payable 40% 85% * Execution time savings 23 Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 25 Automatisierung Step by Step Ergebnisse messen & Lernen Implementierung, Rollout, Change Management Lösungsanbieter und Stakeholder einbeziehen: "Best Practices" prüfen Priorisierung: welcher Nutzen kann durch Automatisierung erreicht werden (KPI) Prozessanalyse (ev. unterstützt durch Process Mining) 26 Standardisierung reduziert Komplexität ‣ Komplexität verhindert Innovationen! ‣ Der Lieferant muss in die Standardisierung einbezogen werden ‣ Prozesse müssen sich an Best Practices orientieren 27 Erwartungen managen ‣ Innovation erfordert Change Management ‣ Stakeholders müssen einbezogen werden ‣ Agile Implementierung ist stark empfohlen 28 Lernen aus Fehlern ‣ Digitalisierung benötigt Iterationen ‣ Scheitern gehört dazu ‣ Digitalisierung ist eine Initiaitve und kein Projekt 29 Praxisbeispiele 30 Netzwerke 31 Business Partner elektronisch anbinden Kunde Partner Netzwerk Indirekt Direkt • Operative Prozesse werden automatisiert • Netzwerke werden genutzt um Kundenauftrag Geschäftspartner schnell anbinden zu können • WebEDI und EDI können je nach Partner zum Einsatz kommen MRP-Lauf • Prozesse können für direkte und indirekte Prozesse gleichermaßen genutzt werden Bestellung • Manuelle Tätigkeiten werden weitgehend eliminiert Lieferung • Branchen übliche Standards werden genutzt Rechnung 33 Robotic process automation (RPA) ist die Möglichkeit Routinearbeiten von einem “Software Roboter” automatisiert durchführen zu lassen. Höhere Effizienz Transformativ Schnellerer ROI Kosteneinsparung Automatische Analyse von (Papier-) Verträgen ‣ Automatischen Lesen von Verträgen und Analyse von Risiken ‣ Auslesen von Metadaten wie zB. von Laufzeiten, Kündigungsfristen und Zahlungs- bedingungen 35 Automatische Anlage von Ausschreibungen via eMail RPA RPA 36 Automatischer Upload von Katalogen 37 RPA Evolution Task RPA Wiederkehrend, regelbasiert Benötigt genaue Datenstruktur Teilweise autonom Autonomous RPA Komplexe, skalierbare Aufgaben Schwierigere Arbeitsabläufe Cognitive RPA Trifft Entscheidungen auf Basis von Machine Learning und großen Datenmengen Kann mit unstrukturierten Daten umgehen 38 Künstliche Intelligenz 39 Klassifizierungssystem Shopping Cart (AI) Vertragsrisiko und Compliance überprüfen • Regelbasierte KI prüft Verträge auf bestimmte Klauseln • PDF, Word und OCR • Automatische Vergabe eines Risiko Scores 41 Predictive Analytics Dashboard ‣ Trendvorhersagen ‣ Kundendaten und externe Datenquellen werden intelligent kombiniert ‣ Benutzer können Variablen ändern um Ergebnisse zu simulieren ‣ Kundenindividuelle Dashboards für spezifische Bedarfsfelder 42 Predictive Analytics für “On-Time-Deliveries” ‣ Vorhersage von Terminabweichungen noch bevor der Lieferant überhaupt die Bestellung erhalten hat ‣ Sondertransporte und Eskalationen können vermieden werden ‣ Gründe für Verzögerungen können strukturiert analysiert und vermieden werden 43 SMART Assistants 44 SMART Assistants / Chatbots Hilfe Beantwortet einfache Fragen auf einer hintelregten Wissensdatenbank (FAQ) – bereits heute verfügbar! Unterstützung Hilft dem Benutzer bei der Durchführung von Aufgaben mit Hilfe einer kontextsensitiver Konversation Durchführung Nimmt Tätigkeiten vorweg und führt diese automatisiert durch – folgt in Kürze 45 Recommendation Engine 46 Empfehlungen Agenda • Facts & Figures JAGGAER • Digitalisierung – Warum? • Reifegrad des Einkaufs heute • Potentiale im Einkauf • Automatisierung • Autonome Systeme • Fragen © Copyright 2019 JAGGAER – All Rights Reserved 48 Eingebettete “Intelligenz” als Voraussetzung Strategische Empfehlungen für Operative Empfehlungen für Risiken in Verträgen Verwendung der richtigen Materialgruppe bei Freitextanforderungen Neue Markt-Trends wie steigende oder sinkende Mengen Verlängerung von RFQs bei unzureichender Response Maßnahmen zur Risikominimierung auf Basis von Kennzahlen Änderung von Workflows auf Basis von Durchlaufzeiten oder Genehmigungen Auktionen auf Basis von
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