9:00 Opening Remarks from the Conference Chair

9.10 International Keynote: Setting Up A Shared Services Organisation to Achieve a Centralised Approach

Transforming the way of doing business and delivering value-added services to business partners to remain relevant and competitive.

• Designing and calibrating the operating model of an internal shared services organisation
• Setting goals against the model and driving excellence
• Cutting through the jargon and getting tactical in measuring maturity of finance processes
• Outlining how a centralised approach is more beneficial to the business

Andre Hale
Director, Accounts Payable, Disney Worldwide Shared Services
The Walt Disney Company (US)

9.50 CFO Task Force: The Next Generation of P2P to Maximise Bottom-Line Benefits

The global recession taught companies the importance of spend management, and ensured that cost-savings strategies will stay on management’s agenda for years to come.

• Impacting shareholder value with optimised procure-to-pay end-to-end processes
• Assessing the importance of active vendor management as a critical success factor
• Ensuring that P2P processes include internal and external requirements
• Empowering your vendors and employees through self-service to reduce cost and processing times

Panel of CFOs

11:00 Spotlight Session: BASWARE

Michael Pyliotis
Sales Manager
BASWARE

11:20 Re-Strategising the P2P Model: Integrating Outsourcing and Shared Service Centres

Uncovering the financial and operational benefits of outsourcing and Shared Services.

• Embracing shared services and outsourcing to lower the overall cost structure while improving customer service
• Adding high-value processes and centers of expertise to leverage knowledge across the business
• Supporting continuous process improvement through dedicated resources
• Leveraging data analytics to add value and improve performance

Andrew Monaghan
Head of Shared Services
QANTAS

12:00 Invoice Capture and More – Secrets to successful Automated Data Capture and Maximising the Use of your Chosen Platform

• Understanding the technology to assist decision making
• Analysis and specification – know what you want BEFORE you go to market
• Solution proving and capacity planning – run a pilot or proof of concept
• Case Study: The Rabobank Roadmap

Garry Stephenson
Director and Principal Consultant
ELEMENTUM

12.40 Case Study: AP Process Reorganisation: Moving from a Transactional to an Adding-Value Process

Few companies have addressed process automation properly to reduce paperwork and inefficiencies but it’s essential to the business.

• Enabling quick connection to suppliers due to open network strategies
• Detecting new ways of saving time and money by enhancing P2P workflow streams
• Establishing new synergies with P2P partners to increase cash flows and achieve better business results in 2011 and beyond
• Supporting category-specific ordering, delivery and invoice-matching processes

Peter Burgess
Team Lead Accounts Payable Shared Services
AIRSERVICES AUSTRALIA

2.20 Roundtable: Introducing Reconciliation Measures and Recovery Audit to Minimise Error Occurrence in P2P Processes

Identifying and recovering financial leakages with thorough analysis to reduce and prevent further loss.

• Outlining what errors occur in P2P processes and what impacts they have
• Implementing practical preventative measures and auditing to minimise errors to an acceptable rate
• Identifying, validating and retrieving various forms of overpayment and under-deductions to suppliers
• Measuring the need for improvements within the procurement process in specific dollar amounts

Tony Richardson
Director Service Centre,
DEPARTMENT OF ENVIRONMENT, CLIMATE CHANGE AND WATER

3.00 Spotlight Session: MASTERCARD

Grant Johnstone
VP for Commercial Cards
MASTERCARD

4.10 Case Study: Creating a Strategic Alliance between Finance and Procurement to Enhance Opportunities within the P2P Process

Optimising operating efficiency and working capital whilst delivering maximum business value.

• Achieving faster supplier enablement and better supplier support
• Improving category support, supplier enablement and integration capabilities
• Changing habits and behaviours around how people think about spending company’s money
• Ensuring effective and continuous communication between Finance and Procurement

Sonja McKeddie
Leader Procurement Capability
RIO TINTO

4.50 Case Study: Intelligent Change Management in P2P Processes – Achieving Successful Finance Optimisation

Change Management is a key component in implementing procure-2-pay solutions and utilising them effectively.

• Making the office process simple and quick as the key to high adoption while putting obstacles in the way of alternatives
• Creating user interfaces that match best web-shopping experiences to guarantee user-friendliness
• Fostering an atmosphere of cultural change within the organisation to deliver efficiencies derived from the system
• Supplying Sufficient training for all users to ensure accurate and high user adoption

Ray Walker
Group Accounts Payable Manager
AUSTRALIAN PHARMACEUTICAL INDUSTRIES

5.30 Closing Remarks from the Chair and End of Day 1

5:45 End to End Value Creation: New Opportunities in P2P Outsourcing That Will Take Your Enterprise to the Next Level