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Source 2 Pay Summit 2017

Welcome to the 7th annual Source 2 Pay Summit held at Hotel Birger Jarl in Stockholm, Sweden. On March 29th we have an informal and voluntary dinner and on March 30th the main conference is held. The idea being that challenges and opportunities within sourcing, procurement and finance need to be discussed as parts of an end-to-end process.

Source 2 Pay Summit is not a fair - it is a face to face summit based on the know how, challenges and opportunities facing the moderators and the know how shared by experts. Informal and to-the-point! EBG | Network who organize the summit are well known to focus on experience exchange and change management.

Welcome!

>>View the program

Speakers and moderators

EBG | Network gather experienced peers and experts and enable you to learn and exchange with as many as possible

>>Download program as a PDF

March 29th

Voluntary 3 course dinner and drinks at cost price starting 17:30 at the venue Hotel Birger Jarl. For drinks and dinner you enter the main entrance. If you are unsure if you have registered for dinner or want to register send EBG an email at anna(at)ebgnetwork.com. Welcome!

March 30th

08:15 Registration and coffee

08:50 Opening of Source 2 Pay Summit 2017

Welcome to Source 2 Pay Summit 2017. Let’s go through who are here today and what you can expect.
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Key Note: A global transformation journey aiming at creating a group wide One Company structure


Getinge Group is a med-tech company with a long history of global expansion through organic growth and acquisitions. Today Getinge Group have over 15 000 employees in 40 countries. In early 2016 all business units were joined together in a common company - one company – One Getinge. The idea being to reduce complexity and ensure an efficient management of the company. Spend wise indirect procurement and direct/production purchasing share a 50/50 spend volume. Here Niclas will share how Getinge have chosen to organize and make sure acquired companies and overall strategies are realized across organizations globally.

  • How have Getinge chosen to organize and shape their procurement and shared services governance structure?
  • What key factors will ensure the One Company strategy?
  • In what way are stakeholders engaged?
  • What role does technology play making sure strategies are realized?

Benny Hall, VP & CPO Indirect Purchasing & Jerker Jenedahl, VP Head of Shared Services, Getinge Group

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Key Note: Managing change in complex and global environment and maintaining value creation

SKF was established in 1907 and has 48 000+ employees, 140 sites in 32 countries, 130 companies, distributors in 17 000 locations and a purchasing spend of 40 BSEK . With a turnover of about 71 BSEK, purchasing spend consists of 57% of revenue. As in most organizations--what SKF spends, how and from whom-- all play a significant role in company strategies. In 2012 SKF embarked on a global transformation journey with the aim to create one centralized purchasing organization

A new purchasing vision and purchasing strategy were deployed, and a new process and competence framework were developed, resulting in restructuring of the organization and alignment of job positions worldwide. A new operational set-up was introduced together with new processes and responsibilities. A second step in the transformation journey was taken in 2015 when a new common way of working for Strategic Purchasing was initiated. Changes in ERP systems and the way of working needed to be managed in order not to lose any speed in the purchasing activities. A set of well-thought-out change management strategies was developed in order to increase the adoption of the new common way of working. More than 30 countries with different languages, experience levels, ways of working and focus areas were involved, and successful change management was a must, in order to get return of value.

Independent of how well thought out a strategy is, success comes down to communicating with and enabling people to change their behavior. In this session you will learn what steps SKF Group Purchasing has taken to ensure: strategic success and in what ways change management is a key factor in achieving that.

  • What are the key desired outcomes with the Group Purchasing strategy?
  • Why is the question “What is in it for me” vital for adoption?
  • What lessons learned will enable people to change behavior?
  • How does SKF continuously measure efficiency and effectiveness whiles transforming?

Kristin Ang, Group Purchasing Strategy & Business Transformation Manager, SKF Group

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Networking break

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Theme Discussions | Session 1 - Share your experiences!

Choose a discussion before the Summit. Your choices will be noted on your name tag. Each discussion have a moderator managing the discussion. Benchmark mean sharing know-how and not getting all the answers and there is a maximum number of seats at each table. Choosing table comes at a first come first served basis. Each discussion run for 40 minutes.

How are current drivers impacting indirect sourcing and procurement?
Businesses need to operate in uncertain economic times, understand how the increasing digitalization will impact strategies and operations and constantly increase compliance. In this session you will learn how UPM are considering the above challenges and can benchmark your strategies and operations, learn how UPM;

  • Ensure supply is competitive in all market conditions
  • Identify and Implement (simple/practical/low cost) ways to leverage digitalization in inbound supply mgmt.
  • Translate Responsible Sourcing to competitive advantage for UPM businesses

Nina Kivioja, Director, Sourcing - Indirect Material and Services, UPM

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How to develop value creation and supplier quality development in indirect sourcing
How is Q for quality considered in indirect sourcing? Vestas has embarked on initiatives such as value creation reporting for each category and commodity to enable proper status evaluation and decisions. The structure is ensured by following up sourcing procedures. In this session you will discuss value creation know how.

  • Is sourcing in indirect only driven by cost?
  • What about user satisfaction?
  • What about market trend?
  • What about budget consumption?

Nicola Gianluca Raimondi, Director, Category Group Indirect Procurement, Global Procurement, Vestas

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Challenges and opportunities creating a group wide transformation


From the Getinge Group website; ”Over the past three years, Getinge has experienced a challenging trend. Organic growth has not reached the desired level and profitability has declined. Getinge’s conclusion is that its established strategy is correct for addressing these challenges, but the company’s former decentralized organizational structure made the implementation of Group wide priorities and initiatives difficult. It has also been difficult to leverage scale to the desired extent in the existing structure.

For this reason, Getinge launched a transformation program in 2015 aimed at enabling the implementation of the strategy and thus realizing its full potential.” Share insights concerning:

  • Compare key success factors in a large transformation journey
  • Discuss how to engage the business
  • Discuss the role technology could have in a global transformation strategy

Benny Hall, VP & CPO Indirect Purchasing & Jerker Jenedahl, VP Head of Shared Services, Getinge Group

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Supply chain risk mitigation: a prerequisite for doing future business?
For most companies and industries, supply chain risks are growing on multiple axes in today's connected world: New regulations and laws, new public data sources from NGOs and governments around the world, and growing stakeholder expectations and scrutiny. Brand reputation, revenue disruption and resilience are at stake. The pressure is increasing for businesses to be transparent multiple criteria, spanning environmental risks, labor and human rights, ethics and fair business practices aspects and more. This is where sustainable procurement comes into play. In this session you can share strategies for supply risk mitigation and applying sustainable procurement:

  • What are the key business drivers of sustainable procurement strategy?
  • How do you enable your buyer/purchasing team identify risks? What kinds of indicators or tools?
  • How do you respond to identified ‘risk suppliers’? What are the tradeoffs of various possible actions?

Nico Sagel, Account Executive Benelux & Nordics, EcoVadis

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How will Robotics and Artificial Intelligence impact your Purchase to Pay processes
Over the past decade, rapid technological developments in purchase-to-pay have vastly improved digitization, workflow management, invoice coding, order matching and more. You have probably heard of robotics and artificial intelligence and here we discuss how it may affect procurement and finance strategies and operations.

  • What may future procurement and finance operations look like?
  • Where is robotics and AI applicable?
  • How do you evaluate the possibilities and get started?

Martin Casserdahl, Director, P2P Presales and Consulting, OpusCapita

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Benchmark: How do you measure procurement time and organization efficiency?

Within procurement the usual answer is to measure the efficiency by measure the cost reduction and if these targets are reached. But - in reality - as little as 10% of a procurement professionals time is spent on cost reductions. More time is spent on other activities such as new development projects, quality claims or other support to R&D and production, which efficiency may not be either measured nor correlated to the overall procurement success rate. Even - the right priorities there and then may render in procurement being labeled as inefficient. Discuss:

  • How do you measure the efficiency and develop targets, with insights from actual time spent on different activities?
  • What effect and efficiency targets are you using?
  • How can procurement create ”360” KPIs (targets affected by reality in a dynamic loop) and follow up?

Peter Böhm, Director Purchasing, Trelleborg Industrial Solutions & Andréas Pettersson, Qlik

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How do you empower Finance & P2P departments to deliver strategic value and actionable insights
Over the last decade, finance departments have been transforming themselves from back-office enclaves into strategic functions that play a vital role in driving modern-day business. This session explores some specific ways finance, and specifically Purchase-to-Pay, departments can drive strategic value for their organizations:

  • In what ways can you leverage the use of AP/P2P data analytics highlighting inefficiencies and driving process improvement?
  • How can you drive greater collaboration between P2P and Internal Audit teams to protect profits and minimize operational risk?
  • How do you free up resources to elevate the role of P2P, enabling them to add strategic value?
  • What can you do to move from a reactive mode to proactive, preventative actions?

Michael Duffy, Regional Head of Customer Development, FISCAL Technologies

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Solving the e-procurement user adoption challenge
You do a pre-study, implement the system and create solid processes and policies according to best practice. And yet - most have experienced the challenge in ”getting” people in an organization to use systems as intended, resulting in lack of result. Basware invite you to share know how about how to reach intended control through increased business insights.

  • What are key take aways to ensure e-procurement systems support business needs and strategies?
  • How can you balance between desired control and user flexibility?
  • How can data transparency help you educate and change behavior?

Buster Olsborn, Director, Purchase to Pay Business Area Scandinavia, Basware

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Generation Value: How Can Procurement Achieve More Than Just Savings?
In today's Procurement and Supply Chain, professionals are not just focussed on achieving savings, but also on adding real value to their organization. From risk avoidance to quality compliance, best-in-class Procurement organizations now operate as a 360° function and trusted partner in business. But other organizations struggle. How can they catch up? Discuss:

  • What is value in Procurement and what are its different aspects?
  • What are the main obstacles and hurdles to achieving value?
  • How do we measure value? How can we define KPIs and track performance?

Michael Quack, Head of Presales, Pool4Tool

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Benchmark: Redesigning Procurement for Agility
In an uncertain environment, only those that are responsive, adaptable and agile will thrive. Historically, companies have looked to Procurement to help manage costs, improve operational efficiencies, and manage supplier relationships. Still important objectives, ongoing global economic uncertainty, the ever increasing pace of innovation, and the near-constant entrance of new competitors in both established and emerging markets has companies looking to Procurement teams to help facilitate innovation and agility across the business. Discuss how you see Procurement adapting to become more agile, and aiding in innovation across the company.

  • What are the potential business benefits of a more agile Procurement organization?
  • How do you measure agility within Procurement?
  • What Procurement processes in your organization do you consider the most agile today? The least?

Stig Landstrom, Account Executive Nordics, Tradeshift

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Benchmark: How do your company go from short term KPIs to long term SRM?

More and more agree short term cost reductions is an ending game. Therefore supplier relationship management is getting increasingly important. Transparency is a key driver, still much of data and facts sit in excel sheets and is manually handled and KPIs are often not relied upon. Here you will discuss benefits of supplier relationship management strategies and experiences.

  • How much time is spent on manual and analog supplier evaluations and communication?
  • To what extent does your organization rely on existing KPI provided?
  • What impact does automated processes have increasing measurable supplier value?
  • How do you avoid a supplier-buyer ”ping pong” game?
  • Is managed supplier relationship a way for higher savings value

Markku Kronqvist, Regional Director Nordics, Synertrade

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How do you achieve your procurement goals and what role does technology play in that?
Many times strategies include implementing technology to support enablement. Still, often systems, such as procurement systems, don’t live up to expectations. Why? Learn from 17+ years of experience evaluating business cases, implementation strategies, user communication, education and supplier on-boarding.

  • What should you consider when you create a business case?
  • What are the keys to success?
  • What are the fault lines that may create discrepancy between expectations and reality?

Sujay Dutta, Head of Sales - Europe, Capgemini IBX Business Network

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Theme Discussions | Session 2 - Learn from each other!

Choose a discussion before the Summit. Write down what choices you made. If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers. Each discussion run for 40 minutes. Same discussions as in Session 1!

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Networking Lunch

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Focus Sessions

A plenum session where you can listen to and learn from in-depth and to the point practitioner know how. Choose among:

Sourcing and procurement creating ONE policy ONE guideline and ONE process

Consider how your organization is making sure business needs are aligned with sourcing, procurement and finance activities and follow up. How much of all the activities along that process happen in silos? Stora Enso have been successful aligning the possibilities sourcing have with predicted and actual business needs and events and so been successful reaching their targets. Here Irene Tibbling will share her insights and how and when Stora Enso gather and share those insights. Insights in stead of oversight, transparency in stead of silos and continuity over time.

• How can sourcing and procurement move from being re-active to proactive?
• What does ONE mean in terms of sourcing and procurement activities and targets?
• How can you set up a functioning governance model based on internal and external collaboration?
• How do you incorporate sourcing/procurement savings in the P&L?

Irene Tibbling, VP Sourcing Development & Controlling, Stora Enso enabled by Qlik

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Driving supplier improvements in sustainability: Nokia's sustainable supply chain journey

The attention on environmental, social and ethical practices in the supply chain continues to intensify. In many industries stakeholders are upping the stakes, demanding more than just 'compliance' and are expecting lasting improvements in impacts. This case example presented by Elina Rääsk, Corporate Responsibility Manager, Procurement Quality at Nokia Solutions & Networks, will dive into the details of just how they have tackled this in the telecommunication business, including:

  • Challenges in engaging and understanding supplier's sustainability
  • What tools and indicators to combine to get a view across all CSR criteria
  • The process for prioritizing suppliers to evaluate
  • Setting targets and goals to drive suppliers, and engagement plans to drive improvements
  • What results look like, and how to use them to drive internal and stakeholder engagement.

Elina Rääsk, Corporate Responsibility Manager, Procurement Quality at Nokia Solutions & Networks

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Theme Discussions | Session 3 - Discuss strategies and tactics!

Choose a discussion before the Summit. Your choices will be noted on your name tag. Each discussion have a moderator managing the discussion. Benchmark mean sharing know-how and not getting all the answers and there is a maximum number of seats at each table. Choosing table comes at a first come first served basis. Each discussion run for 40 minutes.

How do you ensure sourcing and contract management value enablement

Research indicate that on average as little as 30% of contracts are complied in large organizations. Linking pro-active business needs with budget planning and incorporate that with sourcing activities linked to contract management is a challenge. Making sure purchases are linked to those contracted goods and services and that value creation is visible in the P&L - thats a challenge! Here you can share know how and compare notes on:

  • How do you make sure sourcing activities are linked to purchasing behavior across the business?
  • How do you handle contract management and what tools are used?
  • What can direct and indirect procurement learn from each other within contract management?

Loic Fresne, Sr Director, Head of Global Procurement at Oriflame Sweden

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Goods receipt best practise and benchmark
Most organizations struggle with goods receipt. It is a challenge to link procurement and finance together. If you get it wrong you risk not having either spend nor cost being true. Telia Company has done a thorough analysis internally to understand what the problem really is, possible solutions and will share those insights.

  • Is there a gap between best practice 3-way match and practice?
  • Can one goods receipt solution fit all types of purchases and user groups?
  • The goods receipt dilemma – who should be responsible for correct cost booking in the right period?
  • Which solutions are needed to support the business to do it right?

Ann-Louise Hallding, P2P Specialist, Telia Company

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Benchmark: The impact of Big data on process excellency and improved productivity
Having a clear strategy how to work with both Opex and Capex category data to feed business intelligence and optimizing process efficiency is key. Understanding the importance and the needs of those creating the data, analyzing the data and making decisions on the data. The complexity when adding external data to the mix. Making sure you have the knowledge strategy in place to ensure value creation. Easy? No. Discuss:

  • How can you set up data driven systems and processes that add value to the business?
  • How can data be used to stimulate process efficiency?
  • How to implement a strategy around big data?
  • How do you make sure data quality is good enough?

Marc Vergroessen, Manager | Procurement Excellence, DONG Energy

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Benchmark: Should sourcing, procurement and finance change how processes are set up and communicated?
The need to feed procurement strategies with business insights and involvement is increasingly discussed. In Novozymes, Indirect Sourcing has challenged their ‘traditional sourcing’ ways of working, and in this session you will discuss indirect procurement development experiences. Especially focusing on pragmatic ways of looking at Easy ways of buying, Cost control and Value ad from a Business perspective.

  • How can you create an efficient and agile way of incorporating business insights?
  • What KPIs feed ”good” pro-active behavior (rather than re-active)?
  • Should procurement change processes to help the business?

René Wienmann, Head of Indirect Sourcing, 
Novozymes A/S

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Current and future development in global responsible sourcing
As a global company, risk assessments are not new but increasingly important in a changing supply landscape with consumer focus on ethical choices and sustainability. Services supply is increasing and suppliers have increased interfaces with customers making an up to date code of conduct vital. In this session you will both learn and be able to benchmark maturity levels with Finnair strategies.

  • What priority criteria are used i.e choosing which suppliers to focus on?
  • Which risk areas are in focus?
  • How do you manage non compliant suppliers?
  • How many tiers is it possible to visualize?

Kati Leppänen, Development manager, Procurement, Finnair

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How do you manage continuos cost control over professional services?
Professionals services are likely to make up a large part of company spend and is often increasing. At the same time salaries tend to increase and annual savings targets become harder to reach. There is a need for both the business and procurement to find ways to lower cost and increase value. Here you can share experiences and insights and grow knowledge together.

  • In what ways is sourcing and buying of professional services developing?
  • How do you continue to drive savings impact on professional services?
  • How do you get your stakeholders to contribute and what role should stakeholders have?

Brian Sørensen, Global Category Director, Danfoss

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Increased stakeholder value equal to increased behavior impact?
As a Source-to-Pay Global Process Owner (S2P GPO) Cristian holds a role overseeing both procurement and finance globally. In this session he will not focus on the transactional aspects of end to end control but rather the constant challenge in finding the right balance between compliance, efficiency and user-friendliness i.e finding ways of making their life easier and so impacting behavior, reducing cost and adding value.

  • Control versus transparency - why (and how to) measure stakeholder value in the S2P processes?
  • How can sourcing, procurement and finance create value beyond silos?
  • In what ways should the business be able to affect how S2P processes are structured?

Cristian Stefanescu, Global Process Owner Source-to-Pay and Order-to-Cash

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How to collaborate between entities and an outsourcing partner during a global transformation journey
The first mass-produced Volvo car rolled off the production line in Gothenburg in 1927. In 2010, Volvo Cars was acquired by Geely Holding - the starting point of setting up Global Finance Operations for Volvo Cars. A part of global finance is a global process for accounts payable, involving Volvo Cars entities and an outsourcing partner. Discuss:

  • How to collaborate with an outsourcing partner in change management efforts?
  • In what ways can trust be created between entities and an outsourcing partner?
  • How to communicate the desired outcome with involved entities and outsourcing partner in a global transformation journey?

Frida Linder, Global Process Owner PTP, Finance, & Mats Johansson, BPO Contract Manager, Finance, Volvo Car Corporation

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When risk avoidance and transparency are not enough: How to satisfy stakeholders demanding to drive improvements in supplier CSR practices?

Risk avoidance in the supply chain is indeed an early stage driver for the sustainable procurement journey. For many companies and industries, however, stakeholders are demanding that companies go further, to drive improvements in their supplier’s environmental, social, and ethical practices. Customers are seeking more sustainable products that will require innovation throughout the supply chain.

  • What are the challenges in understanding supplier performance on these criteria (Env, Social, Ethics, etc.)?
What are the success factors to engage both your team, and ultimately suppliers in improving sustainable practices?
  • What opportunities are emerging in your industry for sustainable products? Is your supply base ready to deliver on these?
  • What tools and policies are used to execute a strategy?

Elina Rääsk, Corporate Responsibility Manager, Procurement Quality at Nokia Solutions & Networks & Nico Sagel, Account Executive Benelux & Nordics, EcoVadis

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How do you create closed loop spend management?

During a webinar enabled by Qlik, Irene shared her Stora Enso sourcing insights. It turned out that access to relevant data, too few dedicated resources and lack of internal focus were common challenges. In this discussion you can discuss how to overcome challenges and enable full circle spend overview.

• How have you integrated sourcing activities with budgets and business needs?
• What does your sourcing governance model look like?
• How are you communicating with business stakeholders what sourcing and procurement can enable?

Irene Tibbling, VP Sourcing Development & Controlling, Stora Enso & Andréas Pettersson, Qlik

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Practical Change Management in Transformation Journey within Purchasing Operations.

SKF Group purchasing have a strategy reaching to 2025. In 2012 a One Purchasing strategy was decided upon and a journey moving from decentralized purchasing to centralized category management started incorporating a full source to pay scope. A new ERP system is implemented, roles are changing as are ways of working both centrally and locally.
Share end to end transformation know how and practical experience with SKF from an operations perspective.

  • New systems, new roles and new ways of working - What is the impact within operational procurement, how do you inform, communicate and follow up on multiple change initiatives?
  • How do you get buy-in and adoption; is it possible or do some changes be more of enforcement / adaption? - When to use which approach?
  • Who manages practical change management centrally and locally?

Håkan Hultén, Group Purchasing Business Process and Transformation Manager, SKF Group

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Expected & unexpected benefits from your source to pay transformation

To possibly transform, most likely unify and certainly structure your end to end processes in order to achieve higher efficiency and lowered cost is a desire for most. Yet lack of visibility, different systems, disparate processes and data structure as well as challenges in changing behavior all can act as prohibitors to possible success. Compare notes about:

  • How do you achieve procurement data visibility and measure realized savings?
  • In what ways do you ensure contract compliance?
  • What metrics do you use to visualize end to end process success?
  • How do you align sourcing, procurement and finance creating One common process?

Philippe de Grossouvre, Business Development Manager, Ivalua

Afternoon break

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Theme Discussions | Session 4 - Compare road maps ahead!

Choose a discussion before the Summit. Write down what choices you made. If there is room you can swap tables during the day. Each discussion have a moderator managing the discussion. Take the opportunity to ask your questions and listen to your peers. Each discussion run for 40 minutes. Same discussions as in Session 3!

Theme Discussions Summary

Let's summarize what has been discussed during the day and do some live polls as a final live benchmark in true EBG | Network spirits!

What can you bring back to your organization today and start using tomorrow? Learn key take aways from moderators from Oriflame, Vestas and UPM.

  • How do you make sure sourcing activities are linked to purchasing behavior across the business?
  • Is sourcing in indirect only driven by cost?
  • How do you translate responsible sourcing to competitive advantage?

Loic Fresne, Sr Director, Head of Global Procurement at Oriflame Sweden

Nicola Gianluca Raimondi, Director, Category Group Indirect Procurement, Global Procurement, Vestas

Nina Kivioja, Director, Sourcing - Indirect Material and Services, UPM

17:00 End of Source 2 Pay Summit 2017

Changes in the program may occur due to events beyond EBG | Network control.

About EBG | Network

EBG | Network is a website and a company that gather and share cross functional and cross organizational business development experiences within procurement and finance. Activities we do include interviews, webinars, Online Benchmark Sessions, workshops and conferences.

>>EBG | Network

Feedback from previous attendees

”My first summit and positive surprise. A good mix of topics that was go through from also different perspectives by participants with a wide range of business areas. Excellent opportunity to benchmark with others.”

”Areas that we as a company are doing well should be highlighted as I believe we sometimes focus too much on what isn't working. But also going back with some good ideas about how to move forward in areas that we have challenges with. It was interesting to hear the different maturity grades of where companies are at in certain areas and there are always learnings to take away from that.”

Attendees from across the world

Sourcing strategies and activities are becoming increasingly global. Yet organizations and people are managed regionally or local. How can you make sure you make the wisest decisions and that you are able to see them through?

Here's why you'll love Source 2 Pay Summit

Quality Content

EBG | Network are well know to enable quality content during quality time. Practitioners set the agenda and ensure win-win experience exchange.

Quality Time

During a summit you should be able to meet and share know-how with as many people as possible! 4 Key Note sessions, 3 Focus Sessions and 44 Theme Discussions.

Global Approach

During Source 2 Pay Summit you will meet with large organization working in complex organizations. Global strategies meet regional and local execution.

100% Focus on Real Challenges and Opportunities

During Source 2 Pay Summit you will not get a one solution fit all pitch served. By meeting with as many experiences peers and experts as possible you will be able to gather pieces that you can put together and solve your challenges and optimize your possibilities.