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November 08, 2012 Michigan Community College Business Officers Association Presented by: Turning A/P From a Cost to a Profit Center.

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Presentation on theme: "November 08, 2012 Michigan Community College Business Officers Association Presented by: Turning A/P From a Cost to a Profit Center."— Presentation transcript:

1 November 08, 2012 Michigan Community College Business Officers Association Presented by: Turning A/P From a Cost to a Profit Center

2 Agenda I.Payment Industry Trends II.Card Program Fundamentals III.Primary Value Proposition IV.Payment Optimization Strategies V.Industry Best Practice Highlights VI.PNC Card Services Overview VII.Questions 2

3 Payment Industry Trends 3

4 4 Payment Industry Trends Migration From Checks to Electronic Payments *PayStream Advisors: Value of Purchasing Cards 2012

5 Payment Industry Trends North American Purchasing Card Spending ($B) PROJECTED *2012 RPMG Purchasing Card Survey 5

6 6  On average, 52% of transactions under $2,500 were paid with a purchasing card  On average, 31% of transactions between $2,500 and $10,000 were paid with a purchasing card  Average organizational purchasing card spend is expected to increase over the 2011 base year by 8% in 2012, by 26% by 2014 and by 48% by 2016  The most common use of purchasing cards is for office supplies, MRO, computer hardware and software and peripherals  Electronic Accounts Payable (EAP) spend grew by 67% in the two year period from 2009- 2011 – increasing use of cards as an alternate means of supplier payment! Payment Industry Trends Purchasing Behavior and Performance (2012 RPMG)

7 Card Program Fundamentals 7

8 Employee Purchasing cards Card Building Blocks  For smaller dollar decentralized purchasing  Reduces time for receipt and payment of goods  A lot of value for both buyer and vendors Employee Travel cards  For travel & entertainment expenses  Preferred method of payment for these vendors  Improves financial controls (SOX compliance) Ghosted Purchasing cards  For preferred (contract) vendor ordering  Facilitates online ordering and payment  A lot of value for both buyer and vendors Electronic AP cards  Payments requiring backend approval  Enables card settlement on PO’s  Automated solution for both push & pull approaches Organizations capturing the greatest percentages of transactions and spend have multiple card programs Single Use Card Accounts  For one time payment vendors  XML capabilities through Web Services  Improves payment cycle time Card Program Fundamentals Deployment Across the Procure to Pay Cycle Distributed Cards Non-Distributed Cards 8

9 Card Program Fundamentals Deployment Across the Procure to Pay Cycle 9

10 Card Program Fundamentals Risk Mitigation/Compliance Considerations Traditional Point of Sale Controls  Merchant category controls (MCC)  Per transaction spend limits  Daily, monthly, & annual spend limits  Velocity limits Management Visibility into Spend  Real time visibility into recent authorizations  Next day visibility into processed transactions  Reporting of potential exception activities Fraud Monitoring  PNC provides proactive fraud monitoring 24x7 through the analysis of suspect spending patterns  Utilizing an intelligent neural network that risk-rates the probability of fraudulent transactions based on a card’s past spending history and PNC determined fraud criteria queues Liability Waiver Coverage  Provides insurance coverage addressing cardholder misuse up to $100,000  Covers posted transactions surrounding notification of termination  Covers 75 prior to, and 15 days from, notification of termination 10

11 11  Assists clients with the conversion of their accounts payable payments from check to electronic card payments  Payor-initiated solution which allows clients to produce a “card run” from their Accounts Payable System … with subsequent settlement execution through the card payment network  Systemic funding of vendor for approved payments  Combined with delivery of electronic remittance information  Variety of Supplier settlement solutions  Opportunity to penetrate more strategic spend Card Program Fundamentals Electronic AP Card Solutions - Overview

12 ActivePay for Accounts Payable Card-based Payment Mechanism Receiving Invoice Voucher Payment Decision Push Settlement  Funds directed to suppliers established merchant service account  Electronic remittance advice directed to supplier  Supplier funded in 24 - 48 hours Sourcing Pull – Dedicated Settlement  Approved funds added to dedicated supplier card account  Electronic remittance advice directed to supplier  Supplier processes along with other card transactions  Supplier funded in 24 – 48 hours  Company manages approved payments which remain outstanding AP Card Benefits  Retention of current sourcing, approval, and payment decisioning  Significant increase of card penetration into overall spend…resulting interchange revenue sharing potential  Natural extension in payment terms  Elimination of check-based execution costs: postage, banking fees, etc. Current Process Remains the Same Pull - Single Use Settlement  Approved funds added to single use card account  E-mail directed to supplier  Supplier will obtain single use card account number, expiration date, CVV  Supplier funded in 24-48 hours  Company manages approved payments which remain outstanding 12 ActivePay

13 13  Current sourcing, approval and AP processing activities are unaffected  Accounts are only funded for amounts approved and authorized  No card account details are housed within Accounts Payable environment or are transmitted to PNC  Automated transmission of payment authorization file to PNC  No physical card issuance  PNC solutions fully PCI-DSS compliant – protecting payment details  Fraud monitoring and reporting  PNC has experienced $0 fraud across our epayables programs since inception in 2004 Card Program Fundamentals Electronic AP Card Solutions – Key Control Considerations

14 Value Proposition 14 Efficiency, Revenue Share, Float, and Other Technology Benefits

15 Convenience ranks as the number one benefit of p-card programs, followed by the receipt of rebates 15 *2012 PayStream Advisors Value Proposition Benefits of Card Programs

16 16  Integration and confirmation of receiving function prior to payment decisioning  Forces approval and compliance of company business rules prior to payment  Complete vendor file – timeliness and accessibility to this vendor data varies by system (more problematic in older legacy deployments)  Complex requisition rules/interface can promote maverick spending with associated exception request for disbursement workflow – degrading A/P processing efficiencies  Expense and complexity of maintaining vendor file – particularly for one-time vendors or other small dollar items  Generally characterized by a relative high cost to process Efficiency Traditional Procure to Pay Model Characteristics

17 Efficiency Charge Coding Card Transactions 17  Review, validate and enhance transaction details  Custom Charge Coding access, transaction splitting, complex tax estimation  Receipt integration  Reviewed transactions will be automatically available for Approval or Extract GL Coding and Transaction Splitting Enhanced Data, Level I, II, & III Approval Rules and History

18 Interchange Revenue Sharing 18  Accepting merchants are assessed interchange fees for access to the card processing network (Visa, MC, AMEX, etc.)  PNC, as a Card Issuer receives a portion of the interchange and can share a portion of the interchange they receive  Rebates paid on qualified spend – use of tiers to determine appropriate rebate (top tier applied to all spend)  PNC can either rebates or reward models through Visa Extras  Financial proposal impacted by billing cycle length, payment terms, number/size of expected transactions

19 Payment Float Working Capital and Payment Float Impacts – Electronic AP Cards 19 Payments to vendors can be made on any day throughout the PNC Billing Cycle, we are assuming that on average, you company will pick up 15 days of Payment Float based on the 30 day PNC Billing Cycle. Additional payment float days can be gained based on 7 payment terms. Billing Cycle: Your company is able to choose any date between the 4th and the 25th of the month, or the 27th of the month, for the end of its billing cycle. PNC Bank’s standard billing cycle period is 30 calendar days. Date6/76/106/136/166/196/226/256/287/17/47/77/107/137/16 7/197/227/257/287/31 8/3 8/6 Days0369121518212427303336394245485154 57 60 Vendor Purchase Vendor Payment Terms n/30 Traditional Check Payment Check to Vendor Traditional Check- Based Settlement Card-Based Settlement Payment Terms: 7 Days Check Payment to Vendor PNC Billing Cycle Start Date PNC Billing Cycle End Date Payments made to Vendors throughout Billing Cycle 22 Day Average Float Extension ACH to PNC

20 Other Technology Benefits IntelliLink Spend Management  Intellilink offers a suite of tools and services that includes everything from reporting… to expense management… straight through to data integration.  It is a comprehensive, data-rich solution that gives you unparalleled access to the information you need – whenever you need it.  Gain greater visibility into company spend – locally and globally.  Manage transactions, services and permissions quickly and easily. 20  Set up custom email alerts to signal key events and stay informed, including things like approvals, availability of reports or statements, and specific program thresholds.  Key features are always available with a minimal amount of clicks, and context- sensitive help provides immediate information relevant to whatever feature you’re currently using.

21 Other Technology Benefits Online Expense Management and Reporting 21 Advanced Expense Management Features:  Custom Approval Flows –Parallel –MCC Based –Transaction $  Out of Pocket Transactions –Mileage –Custom Rate Tables –Cash Payment Extracts  Delinquency Management  Complex Tax Estimation  Complex Policy Integration –If/Then –Policy Reminders –Mandatory Rules –Question Based –Violation Monitoring  Receipt Management –Scanning  IntelliLink can be accessed via smart phone  Captured receipts can be uploaded in the following formats (GIF, TIF, JPG, JPEG, PDF, XLS or XLSX file) Streamline Charge Coding with Default Mapping

22 Other Technology Benefits Interactive Program Reporting/Business Intelligence  User Friendly Interface  Wide array of interactive report templates  Customizable report parameters – user defined filters and output formats  Multiple report formats – including Excel and PDF  One-click statements  Schedule reports for delivery directly to your homepage  On-Demand Access  Role and Hierarchy based access  Robust Reporting enables Strong Program Management –Expenditure Analysis Know what, where, and how your cardholders are spending –Company Administration Stay on top of month end reconciliation and approvals –Usage and Monitoring Identify and correct out-of-compliance spending 22

23 Payment Optimization Strategies 23

24 Payment Optimization Strategies Understanding Payment Economics 24 *Revenue Share based on rebate of 100 bps. Float based on 3% Cost of Capital.

25 Payment Optimization Strategies Creating an Optimal Payment Mix While it is not feasible to pay all suppliers with card, by deploying a payment protocol model of card first, ACH second, and check last, Company’s can migrate toward an optimum payment mix. 25 Distributed – P-Card & T&E Card Vendor Ghost Card – E-Commerce with Card Card Based Settlement, ACH and Check Wire Transfer, ACH and Check Card Based Settlement, ACH and Check

26 26 Payment Optimization Strategies Creating an Optimal Payment Mix – Vendor Identification/Engagement PNC Vendor Analysis  Analysis of vendor base to determine which vendors are likely to take cards  Focus on suppliers accepting currently card payments Vendor Engagement  Communication with potential suppliers  Length and scope of calling campaign  Procedural, scripted discussion  Do not negotiate alternate terms Other  Modify future bid language to reserve right to pay via card  Optional merchant service enablement

27 Industry Best Practice Highlights 27

28 Card Usage Best Practices Measured Performance and Improvement Strategy 28 Best In Class  22% of spend captured through card  29% of vendors paid via card  28% of transactions via card Average  11% of spend captured through card  19% of vendors paid via card  14% of transactions via card Laggards  6% of spend captured through card  11% of vendors paid via card  8% of transactions via card  Designate dedicated p-card administrator and empower the position  Energize program with development of new policy and limit channels to by-pass card usage  Educate internal stakeholders and suppliers through formal expansion program  Seek greater transaction detail  Involve p-card administrators in strategic sourcing initiatives  Integrate p-cards with primary transaction systems – value of electronic AP cards Best in Class reflects top 20% of respondents, Average reflects middle 50% and laggards reflect bottom 30% of respondents Aberdeen P-Card Benchmark Report

29 Card Usage Best Practices High Performing Program Commonalities 29 Distribution and Access  Distribute on average twice as many cards than low performance programs  Allow departments or business units to decide on how many cards should be distributed  Less likely to restrict card use to only supervisors, managers, or purchasing personnel Control  Have per transaction limits that are, on average, twice as high than low performance programs  Customize monthly card spend limits depending upon individual spending responsibility or position  Have a wider “allowable span of spend” for any given category of goods or services Sourcing  Conduct data mining of card transactions to ensure policy compliance  Restrict some or all of their card activity to “preferred vendors”  Use card spending data as basis to request higher discounts from vendors RPMG P-Card Benchmark Survey Report

30 Card Usage Best Practices High Performing Program Commonalities 30 Other  Have a higher level of top management support than low performance programs  Twice as likely than low performance programs to require purchasing department to refuse to process requisitions that could be bought on card  Increase use of ‘ghost” or “other” card accounts  Allow automatic debits (charges) to card for recurring payments  Have an ongoing method of communicating card information to cardholders and managers  Evaluate spending patterns of cardholders with high number of disputed transactions and deactivate unused cards  Formally audit and review card spending approval  Reduce number of vendors in AP master file because of card use RPMG P-Card Benchmark Survey Report

31 Defining card spending limits is the number one mechanism companies implement to prevent card misuse 31 *2012 PayStream Advisors Industry Best Practice Highlights Controls to Prevent Misuse

32 Companies are looking to provide more and better internal education to increase p-card usage among employees 32 *2012 PayStream Advisors Industry Best Practice Highlights Steps to Increase use of P-Cards

33 PNC Card Services Overview 33

34 PNC Card Services – Overview 34 PNC Market Presence  Strategic, growth business  7th largest Commercial Card provider  3,800 + customer programs - covering procurement, travel and combined card uses  Continued investment in operations staffing and capabilities PNC Experience  Pioneer in Commercial Card market  One of the fastest growing issuers in the country, since inception in 1995  Double-digit, YOY growth through distributed card and leading-edge payables solutions  Annual spend in 2011 over $6.9B PNC’s Integration and Support  Experienced, dedicated team support from implementation through the life of program  Every client relationship is viewed as a partnership  PNC has proven experience in interfacing with all major ERP systems including SAP, Oracle and PeopleSoft PNC’s Multinational Capabilities  Commercial cards available in 34 countries  Multiple currencies supported including CAD, GBP, and Euro  Support available in 15 languages  Integrated Transaction Management and Reporting

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