Innovation dans les moyens de paiement fournisseurs

Transcription

1 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

2 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

3 Table of Contents 1. Market Environment 2 2. New Payment Processes 5 3. Analyzing Your Environment Deploying your innovative Payment Strategy 15 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre 2014

4 Citi Treasury and Trade Solutions Network Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre

5 1. Market Environment Business-to-Business (B2B) Solutions

6 The Complexity in Payments Procurement Shared Services Centers Sales HR Treasury STP Cheque Early Payment Discounts Commercial Cards Rebates ACH Virtual Cards Dynamic Discounting Integrated Electronic Payments Instruction Warehousing SEPA Supply Chain Finance e-payables ERP Integration Purchase Cards Cross-currency Payments Travel and Expenses Freight Consumers Supplier Utility and Tax Payroll and Payments payments Allowances Treasury Flows Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Market Environment

7 The Efficiency Agenda Centralization and the growing use of innovative payment solutions Shared Service Centers Clients Globally (#) +43% +20% CitiConnect for Files Transactions (#) +26% +19% Citi Supplier Finance End of Period Outstandings ($) 50% CAGR Citi Supplier Finance Live Buyers (#) +42% +18% +12% Citi Supplier Finance Live Suppliers (#) +22% Citi B2B Cards Clients (#) Citi Virtual Card Spend ($) Citi Virtual Card Transactions (#) +3% +19% +67% +130% +179% +284% Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Source: Citi Market Environment

8 Treasurers Becoming Drivers of Working Capital Management 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 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? 8% Yes, role has increased in operational activities 38% Yes, role has increased in financing activities 46% Yes, role has increased in both operational & financing activities 8% No material changes as yet 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. 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Market Environment

9 2. New Payment Processes Supplier Payments

10 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

11 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? Access to Cash Size Location Free Cash Flow Co st Need for Cash Complex Supply Chain Spend Category Reduce Costs Client Goals Support Suppliers Payment Terms Suppliers differ by Criticality Minimize Risk Generate Returns Payment Frequency Value of Spend Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

12 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 Invoice Presented Day 60 Buyer s Payment Date Buyers want to extend terms Suppliers want to reduce terms Collection Date (Supplier DSO) Supply Chain Finance Benefits Both Supplier & Buyer Day 1 Invoice Presented Day 5 Invoice Approved Day 60 Previous Payment Date Increased DPO for Buyer Day 90 Buyer s Payment Date Supplier Paid Reduced DSO for Supplier Previous Collection Date Financing provided by banks Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

13 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

14 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% e 2012e 2013e 2014e 2015e Source: Aite Group, March 2012 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

15 Business-to-Business (B2B) Cards solutions Transaction Size 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 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 Low High Traditional P-Card Virtual Cards Accounts High Low Spend per Supplier Low Transaction Frequency High 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 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

16 Using Virtual Card Accounts Client Merchant Card Association Bank 1. Requests (web, file, API) virtual card number (VCN) linked to a real card account number (RCN) Set controls Set custom data fields 2. Receives VCN and uses in a transaction OR Has VCN sent to supplier automatically via secure system 3. Processes 16-digit VCN for payment via existing Point of Sale mechanism Client Reporting 4. Identifies processed card number as a VCN 5. Checks VCN controls * (e.g., amount, validity period, supplier, MCCs, Frauds) 6. Returns authorization approval or decline back to merchant 7. Sends authorization, clearing message and VCA custom data fields to the Bank 8. Posts transaction to RCN account 9. Loads VCN transactions and associated custom data to online tools Custom Data Fields Transaction Details Authorization 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

17 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 Full Procure to Pay Process (Purchase-Order-based Process) Requisition Reconcile Requisition Purchase Order Fulfillment Goods Receipt Invoice Receipt Reconcile Pay on Order Pay on Order Pay on Ship Pay on Invoice Post-Invoice Spend eprocurement Non-PO Spend Post-Invoice Spend eprocurement Non-PO Spend Post-Invoice Spend eprocurement Non-PO Spend Purchasing Card Department Card Virtual Card Accounts Supplier Card Virtual Card Accounts Department Card File-Based Virtual Card Accounts Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre New Payment Processes

18 3. Analyzing Your Environment Profiling your Payments, Tailoring your Solutions

19 Analyzing the Supplier Base to Optimize Supplier Payments High Traditional Payment Methods ACH, wires Supplier Financing Typical Transaction Value Virtual Card Accounts Low Purchasing Card Low Importance of Supplier High Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Analyzing Your Environment

20 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 Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre 2014 Total $163 million Working Capital Improvement Total $500,000 Efficiency Optimization 14 Analyzing Your Environment

21 4. Deploying your innovative Payment Strategy

22 From Sub-Optimal Supplier Payment Practices Strategic Supplier Supplier A One Size Fits All Supplier B Wire, ACH, Cheques Payment on Due Date Buyer Supplier C High Volume, Low Value Indirect Supplier Duplicative Processes and Banking Infrastructure Strategic Supplier Supplier A Supplier B Supplier Financing Wire, ACH, Cheque Payment Supplier Management A/P Buyer High Volume, Low Value Indirect Supplier Supplier C Purchasing / Virtual Cards Procurement Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Deploying your innovative Payment Strategy

23 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 Buyer Bank Procurement Supplier C Virtual Cards High Volume, Low Value Indirect Supplier Journées de l AFTE Atelier «Trésorerie digitale» du 19 novembre Deploying your innovative Payment Strategy

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25 Trésorerie digitale JOURNEES DE L AFTE Atelier 19 novembre 2014 Innovation dans les moyens de paiement fournisseurs Edenred France Ticket Travel Pro Un service de gestion des frais professionnels

26 Trésorerie digitale 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

27 Trésorerie digitale 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 26

28 Trésorerie digitale Edenred dans le monde Leader mondial Un écosystème unique Des marques fortes #1 Leader mondial des services prépayés aux entreprises 640,000 Clients 30% de part de marché 40m Bénéficiaires 40 pays, dont 61% du volume d émission dans des pays émergents 1.4m Affiliés 6,000 Employés

29 Trésorerie digitale Edenred dans le monde Un acteur majeur 2013/12/31 Une forte croissance Une position financière solide Volume d émission Chiffre d affaires 17.1 bn 1.0 bn +11.8% Croissance du volume d émission à PCC 5.0 bn de valorisation (48 ème en France) EBIT Cash Flow 343 M 262 M +11.5% Croissance du FFO à PCC BBB+ Standard & Poor s Rating Dow Jones Sustainability Index (DJSI) FTSE4Good

30 Trésorerie digitale Edenred en France Chiffres clés : 700 collaborateurs 9 agences (métropole + DROM) Faciliter la vie des salariés dans le domaine de l alimentation, des transports, de la santé, Optimiser la gestion des frais professionnels entreprises et collectivités clientes prestataires affiliés AVANTAGES AUX SALARIES FRAIS PROFES- SIONNELS 83% 12% 6,7 millions de bénéficiaires appels traités (toutes activités confondues) colis expédiés 2,8 milliards d'euros de volume d'émission 29 MOTIVATION ET RECOMPENSES Stimuler et reconnaître la performance, augmenter la fidélité PROGRAMMES SOCIAUX PUBLICS 4% 1% Accompagner la gestion des programmes sociaux

31 Trésorerie digitale 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 30

32 Trésorerie digitale 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. LES JOURNEES DE L'AFTE 31 31

33 Trésorerie digitale Ticket Travel Pro Nouvelle solution de gestion des frais professionnels LES JOURNEES DE L'AFTE 32

34 Trésorerie digitale 33

35 Trésorerie digitale Une carte prépayée à utilisation pilotée Carte prépayée nominative à autorisation systématique Carte à puce Avec code PIN Utilisable dans un réseau fermé Paramétré en fonction de la politique voyage Impossibilité de dépenser plus que le montant chargé Garantie du réseau d utilisation de la carte LES JOURNEES DE L'AFTE 34

36 Trésorerie digitale 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 LES JOURNEES DE L'AFTE 35

37 Trésorerie digitale 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 36

38 Trésorerie digitale Le fonctionnement 1 OUVRIR UN COMPTE Ouvrir un compte Edenred dédié à la maîtrise des dépenses professionnelles Compléter sa note de frais, la faire valider en ligne, envoyer les facturettes au contrôle de gestion. Editer des reportings et statistiques. 6 JUSTIFIER 5 UTILISER 2 COMMANDER 3 PARAMETRER 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. 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 CHARGER Paramétrer sur la plateforme les profils applicables par catégorie de salariés 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). LES JOURNEES DE L'AFTE Un processus maîtrisé à chaque étape 37

39 Trésorerie digitale 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 LES JOURNEES DE L'AFTE 38

40 Trésorerie digitale Quels avantages? Pricing 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 La meilleure solution pour réserver vos billets de train! Réservez en ligne les meilleurs tarifs auprès de hôtels dans le monde dont en France. Des offres sur une sélection de plus de restaurants en France. 10% de réduction supplémentaire par rapport au tarif public prépayé affiché sur Europcar.fr LES JOURNEES DE L'AFTE 39

41 Trésorerie digitale 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 Gestionnaire Client Chargement compte TTP Service compta Mme Martin Edenred Paiement Banque Client Appel de fonds Prélèvement automatique Compte de cantonnement Monnaie électronique Flux financiers LES JOURNEES DE L'AFTE 40

42 Trésorerie digitale 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 > -15% 110ke > -50% 71ke Frais de déplacements Frais de réservation Coûts Administratifs Une baisse d environ 20% des coûts de voyages LES JOURNEES DE L'AFTE 41