USING BUSINESS VALUE STRATEGIES TO FUND YOUR SPEND MANAGEMENT INITIATIVE. Bank of Montreal Shaw Communications

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2 USING BUSINESS VALUE STRATEGIES TO FUND YOUR SPEND MANAGEMENT INITIATIVE Bank of Montreal Shaw Communications

3 THE PANELISTS BANK OF MONTREAL SHAW COMMUNICATIONS Kevin Seto Lynn Clarfield Nadine Sauvé

4 BANK OF MONTREAL BMO Financial Group s vision is to be the bank that defines great customer experience. We aim to deliver top-tier total shareholder return and balance our commitments to financial performance, our customers and employees, the environment and the communities where we live and work. Established in 1817 as Canada s first bank, BMO serves more than 12 million personal, commercial, corporate and institutional customers in North America and internationally. The 8 th largest bank in North America as measured by assets Broad range of retail banking, wealth management and investment banking products and services North America is bolstered by operations in select global markets in Europe, Asia and the Middle East, allowing us to provide all our customers with access to economies and markets around the world. Key numbers (as of January 31, 2016) Assets: $699 billion Deposits: $471 billion Employees: ~47,000 Branches: 1,538 ABM s: 4,763

5 HOW PROJECT GOALS ALIGN TO AND SUPPORT BMO COMPANY OBJECTIVES BMO COMPANY OBJECTIVES Achieve industry-leading customer loyalty by delivering on our brand promise Enhance productivity to drive performance and shareholder value Leverage our consolidated North American platform to deliver quality earnings growth Expand strategically in select global markets to create future growth Ensure our strength in risk management underpins everything we do for customers PROCURE-TO-PAY PROJECT OBJECTIVES Customer Experience User-interface and processes that model brand values Enhance ability of LOB s to deliver great customer experience Productivity and Cost Management Discipline Greater global visibility of spend to business leaders Improve usage of preferred suppliers/pricing Enhance control of expenditure Enabling a culture of thrift resulting in cost reduction Leverage Platform for Strategic Growth Establish a new N.A. P2P platform to help drive earnings growth and strategic global expansion of P2P Technology Modernization Leverage current technologies to manage operational risks, increase digitization and reduce manual effort Regulatory and Compliance Implement a solution to meet regulatory requirements Enhance governance, and support contract compliance

6 COUPA PLAYS A KEY ROLE IN BMO S SOURCE-TO-PAY TRANSFORMATION INITIATIVE 1 Identify Need and Create Requisition 2 Coding & Approval 3 Purchase Order Sourceto-Contract (Upstream) Procureto-Pay (Downstream) 4 Receipt 5 Invoicing 6 Accounting, Payment & Compliance Mgmt 7 Collect & Aggregate Data

7 SHAW COMMUNICATIONS Shaw is a leading pure-play connectivity provider focused on delivering superior consumer and business broadband communications over its wireline, WiFi and wireless infrastructure. Shaw serves consumers with broadband Internet, WiFi, video and digital phone. Shaw Business Network Services provides business customers with Internet, data, WiFi, telephony, video and fleet tracking services. WIND provides wireless services in Ontario, British Columbia and Alberta. Shaw Business Infrastructure Services provides enterprises colocation, cloud and managed services through ViaWest. Incorporated in 1966 under Capital Cable Television First cable connection in Sherwood Park, AB in 1971 under the leadership of JR Shaw Now proudly serving 3.2 million customers, including 1.9M subscribers to Shaw internet and more than 1M Shaw Home Phone customers 860,000 kilometers of fibre Other Shaw Companies Include:

8 SHAW SUPPLY CHAIN IT ROADMAP End to End Procurement Process Analyze/ Strategize Upstream modules Transact Downstream modules F 2014 Spend Vis AP Feed Manual Sourcing and Redeployment Manual Contract Authoring, Approvals & Storage Partial Contract Storage - Salesforce Oracle Purchasing and Inventory (Item Master) PO s - 40% Workflow PO s - 15% ICS and non-po purchasing - 55% F 2015 F 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Implement Auction Tool Explore Alternatives - S2P project (non-oracle) Implement SAS backup for Spend Vis Explore Consultant, Temp Labour, Contractor System Explore Electronic Contract Authoring & Storage Explore iprocurement and Business Intelligence (owned modules) Explore Oracle BI for Spend Analytics F 2017 Implement Full Spend, Sourcing and Contract Solutions Decommission Spend, Sourcing Interim Tools Implement S2P Coupa Implement Oracle Improvements Decommission Aestiva/ICS Explore Invoicing Tools (expansion of Oracle and S2P) Oracle Solution Manual Solution Cloud Solution Outsourced Solution Decommission SPO/SPC approval

9 HOW PROJECT GOALS ALIGN TO AND SUPPORT SHAW COMPANY OBJECTIVES SHAW COMPANY OBJECTIVES PROCURE-TO-PAY PROJECT OBJECTIVES Deliver better value and MORE of everything to our customers more choice, more value, and more connectivity Focus on and invest in the projects that bring the greatest long term value to our customers Drive innovation with our suppliers to bring leading edge technology to our customers Optimization our process and increase automation to improve efficiencies and demonstrate increased value to our shareholders Drive consistent way to buy at Shaw User Experience Improve user experience through modern and easy to use interface Compliance & Reporting Improve visibility and access to preferred suppliers and products/services Increase spend visibility, data quality and reporting Efficiencies, Automation and Opportunities Automate and increase process efficiencies Source additional categories

10 COUPA PERSPECTIVE (best practices and success factors to drive consensus and executive alignment)

11 BEST PRACTICES VALUE STRATEGIES TO DRIVE CONSENSUS AND EXECUTIVE ALIGNMENT ü Projects clearly aligned to company objectives ü The burden of proof needed is understood where s the beef? ü Goals that define what success looks like ü Business Case is challenge tested by key stakeholders ü Data driven and fact based ü Pre-viewed no surprises presentation to decision makers ü Tell the story behind the ROI/TCO # s ü Include strategic, non-quantified and intangible value drivers

12 MODERATED PANEL DISCUSSION Q&A

13 COUPA INTEGRATED CUSTOMER SUCCESS ROADMAP EVALUATION IMPLEMENTATION ADOPTION & SUCCESS Value Discovery Value Realization Value Optimization What s Possible? What will we sign up for? What are the milestone targets?

14 BMO DEPLOYMENT SUCCESS METRICS KPI DEFINITION 1 Cost Reduction Benefit 1 Actual delivered cost reduction savings business case cost reduction commitment % Suppliers Enabled % Spend on Approved Procurement Vehicle % Electronic Invoices Received Operational Metrics Over 25 metrics tracked by Procurement including: % Suppliers Accounting for 80% of Source-able Spend % Suppliers with payment terms Cost per invoice Number of Coupa enabled suppliers number of suppliers in scope for enablement Total spend on Approved Procurement Vehicle Total spend eligible for a Procurement Vehicle Number of invoices received electronically total number of invoices received

15 BEST PRACTICES VALUE STRATEGIES TO DRIVE CONSENSUS AND EXECUTIVE ALIGNMENT ü Projects clearly aligned to company objectives ü The burden of proof needed is understood where s the beef? ü Goals that define what success looks like ü Business Case is challenge tested by key stakeholders ü Data driven and fact based ü Pre-viewed no surprises presentation to decision makers ü Tell the story behind the ROI/TCO # s ü Include strategic, non-quantified and intangible value drivers

16 AUDIENCE Q&A