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49:23
●●●●●●●
Intro Mithra-Ai
Michiel Junge - Role of AI in Procurement
Rasa Raoufi - Turbocharging procurement value
Demo Category Strategy Execution tool
Official launch of Business Case Generator, using GenAi
Andries Feikema - Pitching a business case successfully
Summary & Pilot application











WEBINAR - USING GENAI TO TURBOCHARGE PROCUREMENT VALUE CREATION


Transcript


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Welcome everybody, and thank you for attending our webinar today using GenI to
turbocharge for human failure creation.

I'm Chris Ophreyh, and one of the co founders of, Metro AI solutions. Let me,
introduce the speakers.

And thank you for being here. Helen Mackenzie, head of sales and community at
the art of procurement. The most recent global procurement podcast and former
CPO.

Mijilah Young, partner sourcing and procurement at Deloitte with twenty five
years of procurement experience, focusing on transforming procurement from cost
to value.

Also, Andreas Faikkema, global director procurement at DSM Furmanis, involved at
many procurement transformations in the past, and currently actually writing a
book on digital transformations to be released at the end of the year, I think.
And as a roofie, my colleague, and cofounder of Metro AI, with a background in
supply chain of procurement excellence across diverse sectors, including
manufacturing, logistics, and life science.

So let's start the webinar. And before I ask Helen to take over being more
moderator today, let me explain quickly what we do and why we are launching
actually today or in case, generator.

Chapter
Intro Mithra-Ai

Mitra AI is a b to b SaaS company with the goal to make life easier for
procurement teams. Helping and helping them to generate business value faster.
We bridge the gap between traditional spent analysis and category management by
enabling enterprise data harmonization and category execution digitization on
one single platform to boost speed to value.

We are, of course, proud that multinationals like Franky, SHV holding, Lamb
Weston, Villon, and more trust us as a procurement value creation partner.

Then let me explain a little bit the context of the procurement plan to strategy
process.

Cattery strategy execution becomes crucial for businesses to stay competitive
and drive growth.

The problem that many Catherine owner's face today, especially in indirect
procurement, is the lack of good and complete data quality, preventing them to
have fast access to trusted insights.

Consequently, customer disruptions occur, targets are missed, and people are not
happy any longer with their jobs.

This is where we want to help by offering a strategy execution tool for
ambitious country owners who want high quality data, fast access to trusted
insights and become a hero by realizing value.

So, AI procurement.

I think there's a CPO survey that says excitement is high around ao and
procurement, and we're also anticipating great outcomes from that technology.
And at Art procurement, we're challenging procurement to take action now to get
things moving with new tech and AI is right at the center of that conversation.

Now we know not everybody, is at that high end of procurement maturity and
perhaps that's why you've come to join us here at the webinar today. And there's
no better place for AI and generative AI to make a difference than in the
strategy part of the procurement process, and it's somewhere that we know that
we in procurement are perceived as you know, taking far too long to do things,
producing results that are not always reliable, and Sometimes we're perceived as
not adding value.

So it's really important for us to understand what this technology is. Are we
ready for it in procurement? And what the benefits could be. So let's get
started with our spouse speaker. It's Mikhail Younga, because it's gonna shed
some light on what's happening in the AI space and what this could mean for you.
Over to you, Mikhail.

Chapter
Michiel Junge - Role of AI in Procurement

Yeah. Thanks, thanks, Helen.

Yeah, really excited to be with you all today and, to share my views on at the
impact AI, and Gen AI will have on procurement.

I'm actually pretty bullish about this new technology.

So, more about that, later on. But just before, I start, I'll, like to mention
that during my presentation, I'll be, I'll be quoting from two of our really
recent, research pieces One being our annual CPO survey.

The other one, a a very new, and, exciting piece around GenAI. It's our Gen AI
pulse report.

We, collected insights from over two thousand close to three thousand people,
all being very active in, in the GenAI space and in different, different
companies. I really recommend you to to read both, both studies. We'll share
them after this webcast.

I think you'll find a very, very inside. So let's let's start and, talk a little
bit about the journey procurement has been going through.

It's been actually quite a, long journey over the last, hundred years,
procurement function has really been maturing. Which has, I think, it's been, a
very nice also, very challenging. And I think it's it's really cool to see that,
had the leading organizations, leading CPOs have really made that move from,
from cost and process facilitation to value at these these leading, CPOs. And in
our CPO survey, we actually call them value orchestrators are really recognized
to drive value at speed.

Impacting both top and bottom line at driving innovation.

Driving speed to market.

So very, very exciting that that move is is actually happening and has happened
over the last couple of years.

And what really stands out is that these, leaders who are successful, all still
have to do more and better with less. And what you what you have seen is, the
key enabler, for them has been, and will, I think, continue to be, digital.

They all have been really making the full use of the technology out there, the
integrated cloud platforms, like in Aviva, like a Koopa, and then the various
platforms that are out there at the digital supply networks. And you you've seen
those leaders already, embracing the technology of tomorrow.

And I hope, most of you have been to DPW, had the startup events, where all the
procurement startups are, or most of the procurement startups are present. And
you would have seen that AI and Gen AI are really integrated in all those,
solutions.

So what is, what is special about, Gen AI? And of course, within Deloitte, we
have our own Gen AI engine. Which is called head start. So I asked this
question, yesterday, to to give at, at least a definition of GenI. And I I think
what what is, what is interesting about the technology is that it can create new
and unique content like, a picture like a song or a category strategy.

And that that is all, I think, very, very fascinating, but it's also a little
bit. I think too early to really understand and and to see what the impact of
GenAI is going to be on, on businesses.

What we do know and what we, have have seen in the past is that, GenAI is going
much faster through the hype cycle than any other technology out there.

If, looking at JetGPT, after it launched over a hundred million active users
just within, within months and making it really the fastest growing, consumer
application ever.

So How how is AI going to impact procurement?

I think over the last last years.

We have seen that most of the technology has been really focused on automating
and, the more tactical and operational processes, like purchase to pay, and
source to contract, with the, sourcing tools out there, the advanced sourcing
tools the contract, management applications. And, I would say the entire
purchase to pay suites that are out there. I expect that AI and GenI will
actually disrupt, the more knowledge intense processes, the more strategic
processes, like, a category, category execution.

And it it will enable, therefore, the procurement function to really do more and
better with less drive quality speed to market efficiency.

So let let's, let's make it a little bit more, concrete.

And on on this slide, you see an overview of, the key, procurement processes and
where we see the, impact of AI to actually be, significant.

And and you see them, I would say right across the, across the spectrum with, a
lot happening in the, categories and strategic and contact management processes.
So the more, knowledge intense, processes.

And, so we expect, actually, and I think, Gaza will already show a very nice,
demonstration on how, AI and gen AI can help automate and classify, data and
create sourcing opportunities.

I expect that GenAI will help, create, category strategies will help, develop
and generate RFPs and and RFPs.

Will help in negotiating, agreements. We'll help create, PRs, approved PRs and
and manage that piece of the process. So it will slowly really make this,
procurement process autonomous, and and, again, that will help us, speed up and,
improve, procurement.

So you you might think that, this will, take our jobs away. And I I think that
that is not going to be the case. I think, AI and Gen AI will, will be kinda an
assistant to us, and it will help us give us a head start in in most of these,
most of these processes, and we'll be able to focus our time, a way from the
technical and operational work and really, into those, activities that require
human intelligence and where we actually get a lot more pleasure out of.

So where where to start and and how to start.

I think I think it's for for for everyone, very important to to really educate
yourself, in in this new technology.

And for CPOs and for procurement excellence, teams, to to really I would say,
refine your vision. The the possibilities that AI and Jenny are are bringing are
are really going to be disrupting a current processes. So you'll you'll need to
rethink your vision, your aspiration, and and how you want to and make use of
this, technology.

But I think it's also very important to actually start acting and start
experimenting.

So, I would say think big, start small and act, fast.

Thank you very much.

Helen back to you.

That's brilliant. I love that. Think Big Act fast. It's a a great call to action
there, Mikhail.

I've just got one question for you before we we move on to the next section of
the of the webinar. And just while I'm on to, remind people that if you've got
questions, please put them in the chat and we'll be looking at those at the end
of the of the webinar. Kristoff will be be coming back to us with anything that
you've put in the chat that we can ask the panel members. But the question for
me, Michael, is, what do you see as being the key challenges for CPOs in making
the case to use this technology, because there's a lot of, you know, there's a
lot of technology out there, there's a lot of ideas, there's a lot of solutions,
but there's, there's challenges around that. What are they?

Yeah. So I think, what is, what is really important to understand that this
change is is big.

It it it's really disruptive.

So, and it will impact and not not only, your, technology and and data
landscape.

It will also really impact your, your, your stuff, your procurement stuff, and
and potentially also supplier. So I I think you need to be prepare for that and
and, think think it really through. And and, business cases are are going to be
a very important part of of making that case for change. I I I see the the
opportunities are are big, but you'll need to, you'll you'll, you'll need to
figure figure out where the value is for your organization and and make that,
make that case.

Well, thanks very much for your your presentations. People are asking about the
slides, and, we'll be sharing the recording after the events. So, plenty of
opportunity to review all that fantastic information that you've shared there.
Okay.

And also the links to the reports that you've talked about, they'll be made
available after the webinar too. Okay. So I was interested to hear from Macau's,
presentation there that a significant proportion The cases for GENAI are in the
strategic part of the preeminent process. Now that feels quite different, I
think, to what people would assume, doesn't it?

Because you know, you'd think when you thought when you looked at it, that it
would be the P2P process where all that AI was gonna happen. So I'm really
interested to hear more about how GenAI can make us a strategic impact, it can
build strategic impact for us in procurement, on the parts of the of the process
that link data quality to category ex execution, that part of things. Can it be
done? So it's a challenge that hasn't been tackled before.

Well, like all great entrepreneurs, the folks at Mittra AI saw that challenge,
and they developed a tech solution to solve it. So I'm delighted to hand hand
you over to Rasa Ralphy, one of Beatrice founders to tell us more over to you,
Rasa.

Thank

Chapter
Rasa Raoufi - Turbocharging procurement value

you so much, Helen, and and the initial for for the start. So, for today's
session retails is nothing is gonna be better than a use case and actual, demo.
We can actually show you what we have been working on and what we have been
deploying across the, customers, that we have. So if you can go back into the
slides, thank you so much.

The use case that we're gonna be sharing with you is about a printer
manufacturer a company that had a growth with limited rationalization.

And during the last couple of years, they had a lots of margin under pressure.
So this company from, really requires control on the bottom line and, obviously,
the service Sarah. Sarah Jones is a category, manager who's just recently joined
this company, and she's a talented category manager with expertise in
electronics.

So, we just wanna go through this, case, and that while Sarah is just starting
in this organization, and her responsibility, she wants to understand around
electronics, what are the business requirements for this category, what is the
supplier distribution. So just to understand as easy stage, and aligning with a
company, direction and target. She wants to manage and optimize cost and service
as one of one of her first school getter, and that would not be possible without
aligning with the stakeholders and have that strategy actually executed.

So there are two ways of doing things, today where we see in most of the,
prospects and organization and clients Sarah will start this process with trying
to be gathering data across different ERP systems or other data sources that are
existing in system in the in this organization.

But the challenge always there is that she's missing some of the ERP ERPs that
she cannot, for some reason, get access to every ERP or every data sources. It
comes with different, challenges in terms of some of them have different
taxonomies.

So cleansing and unifying the data becomes another challenge for Sarah and,
Sarah's colleagues. And the next step is even once once she has done some of
this work, She still need to be assigning these type categories to categorize
the spend to, a meaningful level and being able to get that initial on the
standing. Now the challenge that we see, and Sarah has in this case as well is
that we all go back into pareto or principle. Right? We can't go through
thousands and million lines of transactions to be able to categorize even if we
do have the perfect taxonomy.

So we Sarah is sticking into top suppliers, top categories to get an high high
level picture of what she could see out of all that is happening, in this
organization.

The next steps are obviously in these processes to formulate this strategy, be
able to communicate that one and create business cases that are validated.

Chapter
Demo Category Strategy Execution tool

But the reality what we see today is until Sarah is getting into validation and
initiation, a lot has gone past. So six months, sometimes eight months, then the
figures are already outdated. Maybe that the strategy is not relevant. Anymore.

We're now living in a in a time that the strategies need to be reviewed maybe
sometimes twice a year rather than having those strategies and assuming that
they are still valid, obviously. The other challenge that Sarah has is that she
doesn't have her stakeholders along with her in these journey. They're being
pushed and they're constantly challenging her insights and, cases that she's
making, obviously. So this is one way of doing it.

And what we want to be able to assure you that there is another way that, Sarah
has been trying to get to. For today's session retaught is nothing is gonna be
better than a use case and actual, demo. We can actually show you what we have
been working on and what we have been deploying across the, customers, that we
have. So Sarah is adventurous and their team is adventurous.

So they're they're, going and taking risks to be working with with Metro. And
what she sees when she, as well as her stakeholders, are basically locking into,
into our solution. They all are able to see the same data. She can see data
across each of the ERP systems, but she's also able to see all of these data in,
in one place.

So the biggest and the first part of the, work that she needs to be doing or she
was doing is it cleans in categorizing and having that unified picture across
their categories. She's able to see that This work is already has been done. She
already has a unified taxonomy of a spend across all of these ERP and data
sources. That's that is connecting and unifying this picture as well as, once
she's looking into marrying basically this, structure into, the transactions.

The AI agents on the background has done almost all of the work. So she can
already see, again, together with her stakeholders, what percentage of the spend
is already covered. In this case, all of it is already covered. She can see
which part of these, coverage is high confidence. So over ninety one percent of
those, and the stakeholders exactly know which part the system needs their
feedback to be able to increase this.

Obviously, important thing once once the data is clean cleans already it's it's
for Sarah to understand as his picture.

So here she's able to dive into all of the span data across this organization,
be able to zoom into electronics to be able to see the sub categories to spend
the distribution of the suppliers across different geographies, and as well as
understanding maybe for the first time the total, distribution of spend across
all the different, subcategories.

She can see the total supplier total amount of suppliers, maybe before she was
looking into top fifty or top seventy suppliers. Now for the first time she can
see there over six hundred suppliers across these, across these electronics, and
she can see for the first time that the tail end, in this, in this span is over
sixty percent.

At diving into these insights, she can also see categories and subcategories
ranked for her. So where is the most potential to look into across these
subcategories down to a lowest level for Sarah is apparently on the electronics
and the PCBA.

So she's basically exploring maybe on the PCPA's computer boards, understanding
that there's over hundred suppliers in there a tail that is over twenty eight,
twenty nine percent where she didn't know really before. She recognizes some of
these suppliers that are representing ten, eight to fourteen percent of the
spend. These are things that has came up before. These are most of the suppliers
that everybody know about, and talk about, but the remaining of these suppliers,
the remaining of these eighteen ninety suppliers has been basically, hidden
throughout these years.

For us and for Sarah, she wants to be looking into optimizing cost as well as
the service. So When she's looking and she's defined already as a strategy, she
wants to basically selecting business cases that are relevant to this strategy.

And so she's choosing for the demand and supplier consolidation, and then she
goes to start and ignite the business case generation is something that we are,
sharing more with you today. On creating business cases, She already sees some
of the opportunities, that existing. She already sees the, category and
subcategory that she's interested in the time span all the data sources that are
included, and she starts to utilize the AI engine to help her collecting and
bringing all these relevant opportunities and details into one page.

So let's wait a little bit as this report is being compiled.

What what she's seeing in this report is different type of opportunities, all
with the aim of leveraging demand and consolidation of the suppliers. For
example, as a master supplier agreement, that is identifying parent suppliers in
these subcategories with their child and their total spend is already providing
savings benchmarks across these categories, knowing that transactional details,
as well as the contract insights across these combination. So she can go and
look into some of the key KPIs that the engine came back with these solutions.
So these KPIs, for example, in these case, you see parent suppliers without
master agreements, the child's suppliers with local agreements and master
agreements that are expiring in the next, twenty four months.

She sees also other opportunities that she never saw before. So on a tailor
spend, she can see opportunities across one time tailor spend, as well as the
frequent tailor spend. And, obviously, she is not aware of all of these
differences. So what becomes very, very crucial and helpful for her is that
she's able to share these insights with with her stakeholders group. Maybe those
are the buyers across each of these areas and being able to communicate, but
also getting more input across each of these areas. So some of those inputs
might be, for example, that one of these parent suppliers contract is recently
has been negotiated. So this could not be a relevant insight for a master supply
agreements.

Or the one time tell suppliers is maybe not very relevant for any internal
reason for for this business case. So she can interact and also share and
receive feedback across the organization to, to basically modify these insights
and opportunities for these business case. However, the heavy work is already
being done by the AI engine and the background. This work would have taken her
probably, weeks, if not, if not probably months. The next step for a business
case once these interactions in place for her is important to identify the risk
So what are those potential risks for this specific category?

For this specific group of suppliers in these geographies, that might become a
bottleneck or obstacle to not make sure that this business case does not happen.
So she can basically start adding these from her previous experience or the
internal knowledge that she has But again, she's able to utilize the, AI engine
that this engine is looking into this category, the benchmarks around the
suppliers and the geographies and is basically selecting ranked external risks
for Sarah. So Sarah is now able to see different risks within the PCPA, whether
those are market fluctuations, the regulator in environmental compliance, or,
price volatility. She's able to see the impact probabilities.

She can read through the descriptions and mitigation plans and go back into the
references across each of those. Again, being able to share this with the
stakeholders to get more feedback and potentially adding her own risk factors or
even coming up with maybe removing some of these risk factors that she doesn't
see relevant. Right?

The step for her, obviously, we'll be getting into, some other aspects that are
maybe not known with the with the large language models, and they are not
existing in a internal data. They are not existing on external datas. So those
could be the success factors. What does she needs for this business case to be
successful from the leadership team, from the PM group, from the budgeting
perspective that, she needs to go through as well as what are potential
compliance and ESG opportunities that this consolidation is bringing for her.

So a simple example here could be if you're reducing the tailor spend we're
moving spend from suppliers with lower sustainability indexes and giving more
business to the supplier that are more strategical and critical and have a
higher and ability indexes. So she's able to again interact and, at the end, be
able to generate these reports, and published this business case where she
already brought the her knowledge, the knowledge that has been generated through
mister opposed internally and externally, but as well equally important, the
feedback and the knowledge that the stakeholder group have been given to her all
along the way.

And, you know, she's able to share this report, but as well as she's able to
even download of one pager PowerPoint to basically go through, and and present
this idea into, the the leadership team group to just give them an indication of
what does she see in PCBA's and what that could mean, for, for the company.

I want to go back into my, presentation.

So I will be switching to the presentation.

And the use case here, the second way is is what it's really showing us is that
AI is able to completely change the way we are, basically seeing the dates, and
creating a strategy, executing and tracking monitoring them, which With this
case, Sarah doesn't need to be really worried about data gathering, cleansing,
and enriching. She can see more at more granular level continuously without us
spending her time and her colleagues' times in there. But as well, like we just
talked about, in this way, the stakeholders are being engaged through the
system. Their their feedback is being heard. They are only seeing relevant
information that they need to see, and they're only being asked things that they
only have the answer for, and they are being asked once.

The result is validated business cases.

Align with the strategy and more of the time and expertise of Sarah and their
team toward really executing those. And being able to track and monitor her
back. The end, Sarah is a trusted advisor for electronics, and the go person go
to person when it comes into, buy for this group, and that's that's what our aim
is.

Maybe just going to the last slide before I finish, my side. Like Mikhail has
mentioned rightly at the beginning of this session, there is lots of lots of
applications of AI and GN AI. And to our surprise, as Helen also mentioned,
majority of those on a strategic side. So what I just walked you through with
this use case was really focus on these opportunity development part with the
business case generator, which Chris is gonna talk more about.

But there has been, and there are other applications that is basically super
charging this full process. So this is a very simplified process of the
procurement on data foundation to gather, clean, digest, external data, optimize
the taxonomies and auto categorize.

And utilizing internal and external information and relevant KPIs to generate
the insights that people can trust. That's the most important thing.

But as well as once the strategy is in place, understanding its strategy, these
agents can understand the strategy and create opportunities, a series of
combinational opportunities that are really relevant to this strategy. As well
as being able to apply this strategy across different business units and
geographies with different degrees. The last part is The once the data
foundation is in place, the execution of the strategies and reporting to those
and predictability of of them really happening or not becomes a key part, which
is really being missed today. And with this technology, it nobody needs to be
sweating about it. Right?

I will stop here. I know it might be a few few seconds over the time, but I
would love to ask, Chris stuff to take us next and give you a super big
announcement.

Yeah.

Chapter
Official launch of Business Case Generator, using GenAi

Thank you, Raza. Thank you. And, a lot of information, but, okay, there's the
recording that will come up, and we will indeed try to answer questions from the
Q and A or in a follow-up. So, indeed, it's, yeah, we are quite proud actually
today because, yeah, on behalf of our team, I'm I'm afraid thrilled actually to
announce that today's official, day we are launching the business case
generator.

We're actually you, everybody in the webinar can apply us first for a pilot
using the QR code. And by half February, we will announce the top three,
nominees.

And you can also use the link that I'm actually putting in the chat right now.
If that's, or has a wait. We need to put this also link. I will put that in the
in the chat So don't worry.

So please, if you feel it's interesting or can be interested, yeah, we we are
kind of, we would like to do together with you. A a pilot, maximum three, that
we need to choose from. So we can apply in the forum or the QR code just with
your phone. And then we can, nam, engage with you and explain more the details.

So thanks, Gaza.

Yeah, back to Helen.

And, the introduction of our, next speaker Well, what an exciting announcement,
Kristoff.

And, thanks for popping in at the end of Raza's presentation there, to keep us
right up to date with everything that's, emerging from Mittar. That's brilliant.
And what a fantastic opportunity for our participants to get involved. So the
link will be in the chat. There's a QR code. You've got till the middle of
February to apply, but get in there early and, you know, get your opportunity to
help with the business case generators. So, okay.

We've got some great insight there from from Rasa on how tech can solve that
challenge for us. But as we all know, making the case to secure resources is the
hard bit to make all of this happen. So for our final speaker, I'm gonna hand
you over to Andreas who's gonna give us his insight onto how to pitch a
successful business case. Let's see if we can make the business case to the
stakeholder successfully over to you,

Chapter
Andries Feikema - Pitching a business case successfully

Andrea.

Thank you very much, Helen.

I think you all for a very good content shared today.

How to pitch a business case successfully. So let's dive into the next slide. So
what we see is that digitalization seems to be on many executives, agenda today,
but we also see that they're a bit frustrated about digitalization programs
because it takes too long. It costs too much. All the results are too slow and
to be good. What we also see is that a quite a high percentage of organizations,
do we have quite high expectations and that It will fundamentally change the way
how goods and services are delivered in the coming years with digitalization.

Well, we also see that only a third of, them to have really developed a
strategy, forgetting that.

And we'll also see that if there is a clear linkage between the strategic
objectives and the business case objectives and the best is, of course, when
those are the right from the the corporate objectives.

We also see that they do report a higher business satisfaction rating, they
allow us. So it's been shared today several times already, but the vision is
really crucial and the success of any digital transformation program as such. So
a lack of a clear vision that can lead to confusion or in a number of available
projects in all the digital transformation efforts.

As, Steve, oh, sorry. As, Steve Chucks already mentioned, hundred people who are
crazy enough to think they can change the world, other ones, who do.

And, what we also see is that after many programs launched corporate change,
efforts really fall short, by achieving or exceeding their expectations. A very
small number. Loan number who are really successful. Generally, he had quite
regularly that around eighty percent of digital transformation initiatives drew
Phil. And we also see that companies who have successfully transformed to
businesses or sustaining pre improvements by continuously improvements.

They do something different from those who feel.

But also see that these key practices are not a guarantee for success. But they
strongly correlate. It's so important as already mentioned in the first slide,
to have to clear vision, to have to support within your organization to have a
clear understanding what do I want to achieve, but also why do I want to achieve
this?

Now let's dive a little bit deeper into understand, and this is kind of a
overview of the topics if hear them to sell. And so we have seen the beautiful
demo from Rasa at Mitra, the solution, what to generate, to AI can do today on
artificial intelligence and probably has some experiences yourself. It's like
being in a toy store and with all those beautiful solutions that are available
today. So you need to be very clear on, what's kind of solution you really need
and advise into the vision part as I already mentioned before The first thing is
if you have a good understanding of your problem statements, briefly outline the
problem or your opportunity to your at the what it can bring to your business?
What what can you gain from it? And it should resonate also with your audience
needs and interests.

Coming back, what are the objectives of your procurement organization, but also
what are the objectives of the organization as such It's good to see and I've
seen it in companies myself that there is a a digital imperative a part of the
corporate strategy. If you can link it to that then it will resonate much better
than if it is just a solution because we're safe to procurement function as such
So you need to be you need to be very clear about how it can contribute to the
more holistically for the organization.

Next to that is also care. What's the solution? What do you how much you propose
solution you want to present?

Focus on the uniqueness of it and the relevance to the problem.

Sometimes you get a question I think it's better to sell the solution when we do
have a building platform.

My answer is always here if it's a building platform, you're already too late.
It's same like a case. The house is on fire. You're too late to do something
about it because the only thing is is to exchange it to fire. To have as a
little damage as possible, of course.

With every solution that you want to deploy, of course, there are so many
available today. Also what the branch has shared today with the Mithra solution.

There's so many functionalities and you also need to be very clear all those
folks that how you can benefit from it. So highlighting the key benefits of it.
Emphasize how they align with this treaty calls or address specific pain points.
Do you have certain challenges within your organization that you would like to
see resolved? Both include qualitative and the quantitative benefits.

And of course, every investment and an ask for funding to do an employment comes
with a cost in an ROI analysis to return on the investment. How much is it going
to cost? Sarah provide a snapshot of the costs involved.

And the expected return on the investments, and this is to use gross, official,
for visual impact, of course. And, also be a little bit conservative with the
return on the investment to not of promise with it because it's quite a
challenge to say, okay, it's a kind of a test generator solution. I always make
the joke. It's not like turning on the switch and the solution starts mining the
bitcoins. That's not the case. So if you're very clear what you return on the
investment is, if it's only related to qualitative benefits, try to make them
call to to quantify them as much as possible, where possible, of course.

Of course, yours need to be very clear on the key milestone. So you need to
outline how to make faces ordered milestones of a project. And whether it's just
a small or big project, it doesn't matter, but it's good to give a kind of a
sense of the timeline and progress. What are you going to do? When are you going
to do or what are the key milestones in the process?

It's like taking the audience by the hand and guide them through your plans and
ideas so that they get an understanding of what you want to achieve most
important why you want to do this and what it can bring to the organization in
qualitative and calls a different perspective.

And of course, every solution comes with risks. And you need to be very clear
how you do mitigate those risks. So ignore its potential risk and how you will
manage these. And also, because this will demonstrate for science and planning,
towards the audience you're presenting to.

And of course, the call for because you can keep a beautiful presentation and
share what you would like to achieve and what you need from them, but also ask
them how would a I conclude your, your presentation or your pitch with the
persuasive call to action and guarding your audience on the next steps or the
decisions that are required.

But most important is keep it brief to the point and be very clear what you want
to do and why you want to do this. Alright. Thank you.

You were so concise and clear there, Andrea. I didn't realize you were
finishing, but thank you so much for that that presentation and running us
through all those points.

I just want to, pin you down then on looking at that slide, all those elements
of the business case, in your experience, you know, what's been the most
difficult one of those points to to do? What's the most time consuming one to
develop out of all of those Oh, thanks.

Yeah. Actually, there are two two points I would like to address here, Helen.
First, and and it's been shared today several times spout division. I just see
that many organizations really struggle with their fishing. Actually, it's
because what do we want to achieve Why do we want to achieve is why do we need
to have this solution?

And once they have clearly defined their vision, and have figured out what kind
of solutions they need. Also important is to kind of business case as such, what
do you need in terms of resources What do you need in terms of parties involved
to make such a deployment successful for the organization?

If you a short, a brief example, I recently spoke with a project manager going
to use an aviation company and, learning on setting up a business case for
digital transformation program. And they were under the impression that they
could do within an afternoon. I said that I think that's wishful thinking, but
you really need to align.

This case is the key stakeholders also to get the the support from them in order
to be successful.

Brilliant. Okay. So not not in an afternoon, but keep that strategic vision and
what you Yeah. Wanting to achieve in mind.

So the topic

Chapter
Summary & Pilot application

of our our webinar is, using GenAI to turbo charge procurement value creation.
We heard from Mikhail, who helps us understand, the tech landscape, GN AI with
the with their own AI's definition of it and the potential that there is there
for procurement to uphold with that technology, make it work for us. And then
Pfizer took us through. How many of us gonna put gen AI interaction with that
fantastic demo of the product in action and, you know, everybody's chalking at
the bit.

I hope to be part of the pilot. To look at the business, business case
generation. And to ask more questions, fill in that form, get in touch with the
team. And then we heard from Andrea, on how to make that important business
case.

The pitfalls, the challenges, where it what you'd found the most difficult, but
some great tips there on on how to succeed. And, you know, what that means for
us is there's never been a better time for procurement, to act and to get all
that important GNA taking place to turbocharge procurement. So my thing to you
is make sure you get started now. There's no time like the present.

So Kristoff, back to you to remind everybody about an exciting opportunity and
to close out the webinar.

Yeah. Definitely, would you like would you like to thank also the wonderful
panelist or or a guest speaker? So, it's very busy to thank you for your time
being here.

You share prices, points of views and all of, yeah, all of the participants.
Thank you for your time. Any questions.

Thank you for your attendance. You will also get a follow-up email with
recording and slides of the webinar. So, yeah, have a nice day. Bye for now, and
don't forget to apply for the pilot. To innovate within procurement.

Thank you, everybody, and, see you maybe next time. Thank you. Thank you. Bye
bye. Bye bye.