Source to Pay Summit

Source to contract, Purchase to Pay & Source to pay optimization

Volvo Cars FS

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Focus Session | How do you accelerate and optimize the final P in P2P in your digitalization journey?

Since September 2020 you can no longer send paper invoices to Volvo Cars in Sweden. Country by country is going to be rolled out, focusing on the highest volumes first. When the global automotive industry in general is changing and Volvo Cars in specific is transforming with the aim for half of its global sales to be fully electric cars and half of its revenue to be generated from direct consumer business by 2025 – Finance needs to play its part!
With a tight collaboration with Procurement we have set our digital targets, system solution for paper invoices are decommissioned and efficiency is increased.

Volvo Cars have since 2017 chosen to move over to the agile methodology, part of finance and procurement have adapted into the new way of working to meet future requirements of business.
During this session you will learn about their roadmap to saying no to paper invoices is a vital part to become digitalized within finance area, what choices they have made ensuring both procurement and suppliers are onboard for the change.

  • What does it mean saying no to paper invoices?
  • In what ways have finance and procurement collaborated in communicating with suppliers?
  • What impact have the agile way of working had on the roll out of ”no paper invoices”?
  • How is the final P within P2P process part of preparing for the transformation?

Anna Törnlöf Larsson
Product Owner at Digital Finance
Volvo Cars

Camilla Benkeson
Global Process Owner P2P
Volvo Cars

Maersk

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Practical examples of digital procurement use cases

This session aim to help you answer the question ”How can I do this in my own organization?”. ”This” in this occasion being using digital procurement to create use cases such as Holger (RPA robot) and Hilda (AI algorithms) and possible other ways of automating procurement. For Maersk, customer needs – both internal and external – are the starting point. How has their strategic goal drilled down to the actual use cases you will learn more about? What are the lessons learned?

There are certain key aspects of this transformation;
• Digital procurement development is not an IT project
• A Center of Excellence to cater for use cases is key

You will learn about;

  • What does Holger and Hilda do and who will join them?
  • What is the approach and potential digitizing procurement?
  • How Maersk have set up their Center of Excellence to execute use cases?
  • What skills have Maersk chosen to include in procurement to accelerate the development width and speed?
  • How do you ensure the mindset change needed to succeed with ”digital procurement” corporate wide?

Jacob Gorm Larsen
Head of Digital Procurement
Maersk

SSAB | Ericsson | Nordea

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How do you enable and govern a digital operating model?

Digitizing operations and digitalized services has skyrocketed the past year. But how do you turn high-level talk about digital strategies into meaningful, high-quality, operational actions across a business in a consistent, fast, and predictable way? How do you decide why you digitize, digitalize and automate? Who need to do what? Are you replacing manual tasks or are you adding intelligence?
During this session we will learn from two different industries and how a couple of companies have chosen to organize, elevate digitization, digitalization and automation in their respective businesses and what they believe intelligent automation will be about ahead.

We will learn from concrete examples and what Anna and Alexander wish they had known when they embarked on their respective transformation journeys.

We will go through;

  • What does digitization and automation mean to their organizations and what role does it play in business development?
  • How have they chosen to organize corporate wide digitization, digitalization and automation?
  • How do you scale automation across functions?
  • How are projects and processes elevated?
  • How is each value proposition calculated?
  • How is governance structured?
  • What may slow digitization and digitalization down and how do they overcome those challenges?

Anna Lagerhed
Head of Intelligent Automation | SSAB
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Milap Patel
Global Strategy Lead | AI & Intelligent Automation | Ericsson
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Jacob Ejdelind
Automation/Digitalization Strategist | Nordea