Conference Day Three

Thursday, September 22, 2011

8:00 Registration & Coffee

8:50 Chairperson Opening

Sam Poston
SVP
ScottMadden

9:00 BREAKOUT SESSIONS BEGIN

Process Excellence

Strategy & Operations

Finance Executive Board

(for pre-qualified buy side attendees)
9:00 – 9:45

Keep global control when undergoing process improvements and implementing a new ERP

Monitoring global processes such as month-end close can be a laborious task, especially if you’re keeping track of progress manually through various spreadsheets. So how do you deliver continuous improvements to your processes when you have users around the world? And what do you do when there is an ERP implementation going on simultaneously?

  • Laying out your entire process, creating storyboards and being able to see in an instant what happens when you change steps
  • Avoiding the costs of completely re-designing your processes when going through an ERP implementation or process improvements
  • Rapidly communicating process changes to your global user base in a way they quickly understand

Emitra Nelson
Global Close Coordinator, Finance
CAMERON

Interactive Group Discussion: Expanding & Enhancing Source to Pay with the Cloud & Next Generation Tools

What are you doing to streamline and optimize your abilities to maximize your sourcing, procurement, and payment practices and to strategically align them?

Are you leveraging the next generations tools that are available in the marketplace that allow you the ability to adopt and recognize value in a shorter period of time than the conventional method of the purchase and implementation of software model that dominates within organizations?

In short, what are you doing to drive your current Source-to-Pay processes?

Moderator:

Bill Huber
TPI

Atul Mangla
Director Professional Services
Basware

Jean-Jacques
CPO
Keybank

Jason Treida
COO
IASTA

From 16 Years SSO to Third Party: Adapting & Thriving Through Transition

  • Prepare and manage your employees through the move – what happens to the retained organization
  • Highlight the transition steps – business case modeling, management buy-in, process mapping and metrics
  • Review the characteristics of a successful partnership – attitude, negotiation and innovation

Patrick Cassity
Director Global Shared Services
Owens Corning

Fuelling the Engine for the Road Ahead: How Shared Services Can Enable The Release of Working Capital

Long and short term strategies will always conflict especially following the aftermath of a recession. CFO’s must question the amount of working capital and the areas the organization should prioritize. The symmetry between equity and debt as a source of finance will play an ever-growing part in the next 24 months. Now is a critical period. Here from this panel of experts as they take you through the keys to optimizing working capital and achieving greater transparency and control.

  • How to best allocate the internal resources for improvement: On Working Capital gains, or on internal process improvements?
  • Stronger focus on reducing TWC, or on reducing costs?
  • DSO, DPO or DIH... Where has the SSC the highest leverage?
  • What are the obstacles?
9:45 – 10:25

Discover how Global Companies are Leveraging the Cloud to Automate Accounts Payable

Discover the driving force behind why global companies are implementing AP automation and why they now are choosing Software as a Service (SaaS) models over in-house solutions. Through a case study, find out how a multi-national company implemented SaaS and helped them:

  • Three way match more than 80% of their invoices with no human intervention using straight through processing
  • Streamline approval routing for non-PO invoices using a SaaS workflow
  • Reduce cost through use of a supplier network to receive e-invoices
  • Seamlessly integrate automation into their existing AP system

William Hoffman
Senior Manager P2P & Process Improvement leader
International Speciality Products

Rob DeVincent
Vice President, Product Marketing
Corcentric

Designing a Global T&E Corporate Card

  • Analyze your spend data to benchmark your own company's spend pattern as well as with other companies
  • Improve and document policy, as well as train employees on what it means for themselves and the company
  • Execute more real-time integrity checks on T&E expenses
  • Report noncompliance and exposure issues on a timely basis
  • Reduce and deter misappropriate use of corporate funds
Dmitry Guzun
Assistant Treasurer Global Liquidity
Kimberly-Clark

Moving the Finance Organization “Beyond the Middle” with Improved Target Setting & Analytics

Finance organizations often focus efforts to “stop the bleeding” by slashing, outsourcing or offshoring their most expensive and underperforming processes. Alternately, a focus to enhance the “center organization” can lead to substantial improvements in efficiency and business partnering. A.T. Kearney will examine how a recent client aligned management targets and analytics, increased process effectiveness and rippled the positive effects throughout their organization.

Matt Cheng
Engagement Manager
A.T. Kearney

Session Continued from Above

10:30 Demo Drives Now Continue

11:00 Morning Networking & Refreshment Break

11:40 – 12:10

Preventing, Detecting and Handling Workplace CC Fraud & Misuse

  • Highlight CC key issues including; policy compliance, fraud & misuse, control standards, excessive limits and risk management
  • Review travel card data analytics
  • Create an audit methodology by selecting a combination of high overall scorers + some as hoc reviews
  • Discuss the challenges including; software investment, training deployment and changes in card platform

Erich Heneke
Supervisor of Audit/Controls
Mayo Clinic

Mapping Your P2P Expedition Beyond Process Automation

Automating your AP department is a huge achievement, but what’s the next step for organizations that are ready to advance their journey? For HP, it meant leveraging their existing automation to create additional value by developing a 5-step vision that aligned different departments to goals to establish end-to-end metrics. In this session find out how HP crossed organizational boundaries to build an end-to-end P2Proadmap for establishing a supplier network, improving contract compliance, and taking advantage of dynamic discounting

Jeff Fiorni
Program Manager
HP

Transition Management: A Model for Success

Transitioning work into the shared services operating model is a critical capability for successful shared services organizations. During this session we explore a transition model that includes process analysis & measures plus change management considerations. The basic premise is that global shared services organizations have to demonstrate they are capable of efficiently and effectively moving into their hubs or centers to create trust in the organization. Being able to operate each process efficiently and effectively is often the focus of SSO leadership and it's easy to think of transitions as projects that largely depend on the skill of the project manager. Transition management should be thought of as another process that can be continuously improved. An SSO that's good at transitions finds it much easier to get leadership support for expansion.

Barnaby Fountain
Director of Shared Business Services
Merck & Co., Inc.

12:15 Lunch

1:00 Conference Closing Session & Prize Drawing