Télécharger

Transcription

Télécharger

L
es ateliers – Petit auditorium
Les Journées de l’AFTE 2014
Innovation
dans les moyens de paiement fournisseurs
Laurence VALENTIN-ESTURONNE
Jean-Bernard HAMEL
Vincent COUCHE
France sales team head
Citi
Julien TANGUY
Directeur finance, production et service clients
Edenred France
19 novembre
Treasury and Trade Solutions
Presentation “Trésorerie digitale” | 19 November 2014
Innovative Payment Solutions
and How They Impact Your Working Capital Management
Vincent Couche
Sales Head, France
Table of Contents
1. Market Environment
2
2. New Payment Processes
5
3. Analyzing Your Environment
13
4. Deploying your innovative Payment Strategy
15
Journées de l’AFTE – Atelier « Trésorerie digitale » du 19 novembre 2014
Citi Treasury and Trade Solutions Network
1
1. Market Environment
Business-to-Business (B2B) Solutions
The Complexity in Payments
Shared
Services
Centers
Procurement
Early Payment
Discounts
STP
Sales
Virtual Cards
Electronic
Payments
Cheque
ACH
Freight
Consumers
2
Market Environment
Treasury
e-Payables
Dynamic
Discounting
Commercial
Instruction
Cards
Integrated Warehousing
Rebates
Travel and
Expenses
HR
ERP Integration
Purchase Cards
SEPA
Cross-currency
Chain Payments
Supply
Finance
Supplier
Payments
Utility and Tax
payments
Payroll and
Allowances
Treasury Flows
The Efficiency Agenda
Shared Service Centers Clients
Globally (#)
Centralization
and the growing use of
innovative payment
solutions…
+20%
‘09
‘10
‘11
‘12
‘13
Citi Supplier Finance
Live Buyers (#)
‘12
‘13
‘11
‘12
‘13
Citi Virtual Card Spend ($)
+3%
‘11
‘12
Source: Citi
Market Environment
‘11
‘12
‘13
Citi Virtual Card
Transactions (#)
+284%
+179%
+67%
3
Live Suppliers (#)
+130%
‘13
‘13
+12%
+19%
‘12
‘12
+22%
+42%
Citi B2B Cards Clients (#)
‘11
‘11
+18%
50% CAGR
+19%
+26%
+43%
‘11
End of Period Outstandings ($)
CitiConnect for Files Transactions
(#)
‘13
‘11
‘12
‘13
Treasurers Becoming Drivers of Working Capital Management
Has Treasury’s role in Working Capital
management (e.g., A/P and A/R processes
supply chain/distribution financing) materially
increased in the past five years?
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Treasury’s role in working capital management
(eg. AP and AR processes; supply chain /
distribution financing etc.) has materially
increased in the past five years.
46%
38%
8%
8%
Yes, role has
increased in
operational
activities
Yes, role has
increased in
financing
activities
Yes, role has
increased in both
operational &
financing
activities
No material
changes as yet
Looking ahead to 2024: Will the corporate
treasurer have primary responsibility for working
capital management?
Yes
77%
No
23%
Source: Citi Client Advisory Board Survey May 2014
4
Market Environment
2. New Payment Processes
Supplier Payments
B2B Payments: Old Drivers of Payment Method…
Ensuring compliance with its internal policies while minimizing transaction costs are critical drivers for organizations when
determining the method used for vendor payments
Source: End-User Perspective on Suppliers’ Acceptance of Card Payments, First Annapolis & NAPCP 2010
5
New Payment Processes
… Being Challenged by New Objectives
Can companies improve working capital,
reduce costs and generate returns, minimize
supply chain risk, and support their suppliers,
through the way in which they pay suppliers?
Free Cash Flow
Client
Goals
Minimize
Risk
6
Access to
Cash
Need for
Cash
Co
st
Reduce
Costs
Size
Support
Suppliers
Generate
Returns
Location
Complex
Supply Chain
Spend
Category
Suppliers
differ by…
Payment
Terms
Criticality
Payment
Frequency
Value of
Spend
Supplier Finance
Partnership between your organization and banks to allow your suppliers to receive payment early at an attractive rate
by selling their invoices to the banks, allowing you to capture value through terms extension or commercial discounts.
Commercial Payment Without Supply Chain Finance
Day 1
Buyers want to
extend terms
Day 60
Invoice
Presented
Buyer’s Payment
Date
Suppliers want
to reduce terms
Collection Date
(Supplier DSO)
Supply Chain Finance Benefits Both Supplier & Buyer
Day 1
Invoice
Presented
Day 5
Day 60
Invoice
Approved
Previous
Payment Date
Reduced DSO for Supplier
Supplier Paid
Previous
Collection Date
Financing provided by banks
7
Increased DPO
for Buyer
Day 90
Buyer’s Payment
Date
Supply Chain Finance: Value for participants
Buyers
• Support of its Supply Chain
• Working Capital via negotiation of extension of payment terms
• Improvement to PO and invoice reconciliation and approval
processes as value is derived from faster invoice approval
Suppliers
• Working Capital via reduction of DSO achieved through true
sales
• Cost Saving via typically-cheaper source of funding, no
insurance required, 100% of invoice value discounted without
recourse
• Improvement to Collection forecasts with clear dates of payment
• Information tool with immediate notification of invoices/amounts
approved by buyer allowing for faster resolution of disputes
8
B2B Payments: Growth of Cards
Given the benefits it can drive for buying organizations, global use of Commercial Cards to capture B2B spend continues
to grow — particularly, outside the U.S.
Global Spend on P-Card and Virtual Cards ($ Billions)
CAGR = 7.2%
CAGR = 19%
140
126
110
105
90
72
17
27
34
41
56
53
171
187
192
146
156
197
2004
2005
2006
2007
2008
2009
221
235
2010
2011e
255
2012e
280
300
2013e
2014e
335
2015e
Source: Aite Group, March 2012
9
Business-to-Business (B2B) Cards solutions
Spend per Supplier
Virtual Cards
Accounts
Traditional
P-Card
Low
Low
 Virtual Card Account (VCA)
– Low to large supplier spend
– Purchase frequency is not a factor
– Custom data fields for easier reconciliation
– Very high level of control
Transaction Size
High
High
 Traditional Plastic P-Card
– Low to medium spend per supplier
– Low to medium purchase frequency
– Non strategic suppliers
– Post transaction accounting process
– High level of control
Low
High
Transaction Frequency
Top 20 Merchant Category Code
Card - Existing Clients
1) Staff - Temporary Recruitment
2) Vehicles, Servicing and Spares
3) Miscellaneous Industrial/
Commercial Supplies
4) Professional Services
5) Freight and Storage
6) Office Stationery, Equipment
and Supplies
7) General Retail and Wholesale
8) Building Materials
9) Mail and Courier Services
10) Print and Advertising
11) Business Clothing and Footwear
10
12) Mail Order / Direct Selling
Computer Equipment
and Services
14) Statutory Bodies
15) Building Services
16) Medical Supplies
and Services
17) Training and Educational
18) Estate and Garden Services
19) Utilities and Non Automotive Fuel
20) Cleaning Services and Supplies
Using Virtual Card Accounts
Client
Merchant
1. Requests (web, file, API)
virtual card number (VCN)
linked to a real card account
number (RCN)
– Set controls
– Set custom data fields
3. Processes 16-digit VCN for
payment via existing Point of
Sale mechanism
Card Association
Bank
4. Identifies processed card
number as a VCN
8. Posts transaction to RCN
account
5. Checks VCN controls *
9. Loads VCN transactions
and associated custom data
to online tools
(e.g., amount, validity period,
supplier, MCCs, Frauds)
6. Returns authorization –
approval or decline – back to
merchant
2. Receives VCN and uses in a
transaction
7. Sends authorization, clearing
message and VCA custom
data fields to the Bank
OR
Has VCN sent to supplier
automatically via secure
email system
Client Reporting
Custom Data Fields





Transaction Details
Posting Details
Increased Control
Integration with file-based payment processes and e-Procurement
Enhanced Reporting
Reduced number of flows and Simplified Bank Reconciliation
Faster payment to Suppliers
11
Authorization Details
B2B Cards – Sample use
Provide greater control, efficiency and working capital benefits by efficiently managing purchases through card solutions
along various stages of the Procure to Pay process
Non-Purchase Order
Spend
Requisition
Reconcile
Pay on Order
Full Procure to Pay Process (Purchase-Order-based Process)
Requisition
Pay on Order
Post-Invoice Spend
eProcurement
Non-PO
Spend
Fulfillment
Pay on Ship
Goods
Receipt
Invoice
Receipt
Reconcile
Pay on Invoice
Post-Invoice Spend
Post-Invoice Spend
eProcurement
eProcurement
Non-PO
Spend
Non-PO
Spend
Purchasing Card
“Supplier” Card
Department Card
Department Card
Virtual Card Accounts
File-Based Virtual Card
Accounts
Virtual Card Accounts
12
Purchase
Order
3. Analyzing Your Environment
Profiling your Payments, Tailoring your Solutions
Analyzing the Supplier Base to Optimize Supplier Payments
High
Traditional Payment Methods –
ACH, wires…
Supplier
Financing
Virtual Card
Accounts
Typical
Transaction
Value
Low
Purchasing Card
Low
13
Analyzing Your Environment
Importance of Supplier
High
Payables Analysis – Example of Segmentation Analysis
SUPPLIER FINANCE
 134 suppliers ($948 million spend) are targets for Supplier Finance, of
which 93 suppliers have High Probability of joining:
 25 suppliers may need early cash settlement
 55 suppliers have a high cost of finance
 13 suppliers have a high DSO
 $150 million cash flow improvement opportunity from extending
payment terms
 $23 million WACC benefit
MASS PAYMENTS
 Majority of suppliers ($469 million spend) can be optimized
through mass payments solutions
 $10 million cash flow improvement by using warehousing to
pay just-in-time
 $100,000 cost savings from payment method optimization (e.g.
cheque to electronic)
B2B CARDS / VCA
 1,268 suppliers ($20 million spend) are targets for Cards
 802 suppliers are known to accept cards
 466 suppliers are ideal profile for cards
 $200,000 process cost save from reduction in POs
 $200,000 potential rebate
 $3 million cash flow improvement from card float
Total $163 million Working Capital Improvement
Total $500,000 Efficiency Optimization
14
Analyzing Your Environment
4. Deploying your innovative Payment Strategy
From Sub-Optimal Supplier Payment Practices…
Strategic
Supplier
Supplier A
Wire, ACH, Cheques
Supplier B
‘One Size Fits All’
Payment on Due Date
Buyer
Supplier C
High Volume,
Low Value
Indirect Supplier
Strategic
Supplier
Supplier A
Duplicative
Processes and
Banking
Infrastructure
Supplier B
Deploying your innovative Payment Strategy
Supplier
Management
Wire, ACH, Cheque
High Volume,
Low Value
Indirect Supplier
15
Supplier Financing
Supplier C
Payment
Purchasing /
Virtual Cards
A/P
Buyer
Procurement
… To a Simplified and Optimized Supplier Payments Architecture
An Integrated, Flexible Solution
Strategic Suppliers
Supplier A
Supplier Financing
Supplier Management
Supplier B
Wire or
ACH Payment
A/P
Bank
Supplier C
High Volume,
Low Value
Indirect Supplier
16
Deploying your innovative Payment Strategy
Virtual Cards
Buyer
Procurement
IRS Circular 230 Disclosure: Citigroup Inc. and its affiliates do not provide tax or legal advice. Any discussion of tax matters in these materials (i) is not intended or written to be used, and cannot be used or relied upon, by you
for the purpose of avoiding any tax penalties and (ii) may have been written in connection with the "promotion or marketing" of any transaction contemplated hereby ("Transaction"). Accordingly, you should seek advice based
on your particular circumstances from an independent tax advisor.
Any terms set forth herein are intended for discussion purposes only and are subject to the final terms as set forth in separate definitive written agreements. This presentation is not a commitment or firm offer and does not obligate us to enter
into such a commitment, nor are we acting as a fiduciary to you. By accepting this presentation, subject to applicable law or regulation, you agree to keep confidential the information contained herein and the existence of and proposed terms for
any Transaction.
We are required to obtain, verify and record certain information that identifies each entity that enters into a formal business relationship with us. We will ask for your complete name, street address, and taxpayer ID number. We may also request
corporate formation documents, or other forms of identification, to verify information provided.
© 2014 Citibank, N.A. All rights reserved. Citi and Citi and Arc Design are trademarks and service marks of Citigroup Inc. or its affiliates and are used and registered throughout the world.
JOURNEES DE L’AFTE
Trésorerie digitale
Atelier – 19 novembre 2014
Innovation dans les
moyens de paiement
fournisseurs
Edenred France
Ticket Travel Pro®
Un service de gestion des frais professionnels
Agenda

Le Groupe Edenred dans le monde et Edenred France

Ticket Travel Pro®, nouveau service de gestion des frais
professionnels

Ticket Travel Pro®, impact sur la gestion de la politique
de voyage
LES JOURNEES DE L'AFTE
25
Agenda


professionnels

de voyage
26
Edenred dans le monde
Leader mondial
#1
Leader mondial des
services prépayés aux
entreprises
Un écosystème unique
640,000
Clients
30%
40m
de part de marché
Bénéficiaires
40
1.4m
pays, dont 61% du
volume d’émission dans
des pays émergents
6,000
Employés
Affiliés
Des marques fortes
Edenred dans le monde
Un acteur majeur
2013/12/31
Volume
d’émission
€17.1 bn
Chiffre
d’affaires
€1.0 bn
EBIT
€343 M
Cash Flow
€262 M
Une forte croissance
Une position financière
solide
+11.8%
€5.0 bn
Croissance du
volume d’émission
à PCC
de valorisation
(48ème en France)
+11.5%
Croissance du
FFO à PCC
&
BBB+ Standard
Poor’s Rating
Dow Jones
Sustainability Index
(DJSI) – FTSE4Good
Edenred en France
Chiffres clés :
700
collaborateurs
9
Faciliter la vie des
salariés dans le
domaine de
l’alimentation, des
transports, de la santé,
…
Optimiser la
gestion des frais
professionnels
agences (métropole + DROM)
110 000
entreprises et collectivités clientes
380 000
prestataires affiliés
AVANTAGES
AUX SALARIES
83%
FRAIS
PROFESSIONNELS 12%
6,7 millions
de bénéficiaires
438 000
appels traités (toutes activités confondues)
MOTIVATION ET
RECOMPENSES
4%
910 000
colis expédiés
2,8 milliards
d'euros de volume d'émission
29
Stimuler et
reconnaître la
performance,
augmenter la
fidélité
PROGRAMMES
SOCIAUX
PUBLICS 1%
Accompagner la
gestion des
programmes
sociaux
Agenda


professionnels

de voyage
30
Ticket Travel Pro®
Nouvelle solution de gestion des frais professionnels
Dépensez Moins, Dépensez Mieux !
Carte + Assurance
Espace de réservation
Espace note de frais
 La seule solution intégrée qui couvre les besoins de l’entreprise
avant, pendant et après le voyage.
 Totalement dématérialisée, elle permet de piloter en amont ses dépenses
professionnelles à enveloppe prédéfinie.
31
31
Ticket Travel Pro®
Nouvelle solution de gestion des frais professionnels
32
33
Une carte prépayée à utilisation pilotée
Carte prépayée nominative
à autorisation systématique
Carte
à puce
Avec code PIN
Impossibilité de
dépenser plus que
le montant chargé
Garantie du réseau
d’utilisation de la
carte
Utilisable dans un
réseau fermé
Paramétré en fonction de la politique voyage
34
Une solution prépayée s’appuyant sur
de la Monnaie Electronique
Un contexte
réglementaire
encadre
la solution
Ticket Travel
Pro®
La directive
2009/110/CE
du 16 septembre
2009 relative
à l’émission
et la distribution
de monnaie
électronique
Cette directive a été
transposée en janvier 2013
en France et est
actuellement en vigueur.
Notre solution
Ticket Travel Pro® s’inscrit
dans ce cadre, puisqu’elle
s’appuie sur une carte de
paiement prépayée open
loop filtrée/filtrable
« une valeur monétaire qui est stockée sous une forme électronique, y compris
magnétique, représentant une créance sur l’émetteur, qui est émise contre la remise
de fonds aux fins d’opérations de paiement […] et qui est acceptée par une personne
physique ou morale autre que l’émetteur de monnaie électronique »
- DIRECTIVE 2009/110/CE - Article 2.2
35
Agenda


professionnels

de voyage
36
Le fonctionnement
1
OUVRIR UN
COMPTE
Compléter sa note de frais,
la faire valider en ligne,
envoyer les facturettes au
contrôle de gestion.
Editer des reportings et
statistiques.
Ouvrir un compte Edenred dédié à la maîtrise des
dépenses professionnelles
6
2
JUSTIFIER
COMMANDER
Commander les cartes en ligne
et les distribuer avec le code
Pin Paramétrer sur la
plateforme les profils
applicables par salarié ou
groupe de salariés.
5
3
UTILISER
PARAMETRER
Réserver ses voyages et payer ses frais
professionnels avec sa carte au meilleur
prix chez les partenaires. La carte interroge
le serveur d’autorisation avant chaque débit.
4
Paramétrer sur la plateforme les profils
applicables par catégorie de salariés
CHARGER
Demander un chargement qui déclenche le prélèvement sur le compte bancaire de l’entreprise
Répartir l’argent par service et par carte (action manuelle ou automatisée).
Un processus maîtrisé à chaque étape
37
Quels avantages?
Pricing
Prix négociés avec des partenaires et transparence
des frais de gestion
Montants de
dépenses
plafonnés et
cash piloté
Contrôle de soldes des cartes systématiques.
Seuls les montants chargés peuvent être
dépensés
Coûts
administratifs
cachés
Facilitation de la réalisation des notes de frais et
suivi des dépenses facilités
Des gains multiples et une gestion de trésorerie maîtrisée grâce au
chargement individuel des cartes²
38
Quels avantages?
Prix négociés avec des partenaires et transparence
des frais de gestion
Plus d’un million de tarifs au meilleur prix
auprès de 500 compagnies aériennes, low
costs inclues
Pricing
La meilleure solution pour réserver vos billets de train !
Réservez en ligne les meilleurs tarifs
auprès de 250 000 hôtels dans le monde dont 13 000 en
France.
Des offres sur une sélection de plus
de 12 000 restaurants en France.
10% de réduction supplémentaire
par rapport au tarif public prépayé affiché sur
Europcar.fr
39
Quels avantages?
Montants de
dépenses
plafonnés et
cash piloté
Contrôle de soldes des cartes systématiques.
Seuls les montants chargés peuvent être
dépensés
PLATEFORME WEB TICKET TRAVEL PRO®
M. Dupont
Service compta
Chargement
compte TTP
Gestionnaire
Client
Mme Martin
Edenred
Paiement
Banque
Client
Monnaie
électronique
Flux financiers
Appel de fonds
Prélèvement automatique
Compte
de cantonnement
40
Business Case
Client
• 690 voyageurs
• Budget Voyage de 730ke par an
• 2/3 des dépenses en France et 1/3 sur l’international
> > >
-10%
73ke
Frais de
déplacements
-15%
110ke
Frais de
réservation
-50%
71ke
Coûts
Administratifs
Une baisse d’environ 20% des coûts de voyages
41

Télécharger

Transcription

Documents pareils

Notification of Claim - Backup Documentation Request

important notice

Stage - Assistant marketing communication digitale

canadian qualifier plus® 4x

Fiche de réservation

Tarifs

Leader de l`Actuariat Conseil et de la Gestion des

télécharger - Dauphine Alumni

Communiqué de presse - Quest for Growth NV

cr-cm-juillet-2015