Senior Executives are the driving force behind innovation, transformation, and growth. In this forum thought leaders and like-minded experts will discuss why digitizing and connecting the supply chain is becoming a necessity. One that will likely determine the future success of many businesses and the role of procurement, finance and supply chain.

1. | Confidential
Executive Forum:
Driving the Digital Supply Chain Agenda

2. Welcome to the Age of Digital
Disruption
Jigish Avalani
President & COO, Tradeshift

3. | Confidential
Technology forces disrupting businesses
3

4. | Confidential
Ornskoldsvik Airport, Sweden

5. | Confidential
Old habits die hard!
5

6. The Future of Business

7. | Confidential7
Age of Urbanization
Accelerating Technological Change
Aging world & millennial workforce
Greater global connections

8. Beyond Shanghai

9. Tip of the iceberg

10. Getting old isn’t
what it used to be

11. Trade, People,
Finance & Data

12. How the Supply Chain Fits In

14. Dollar Shave Club Supply Chain
■ Total Cost to Launch: ~$500,000 | Total Time to Market: ~3 months
■ Gillette’s Response: ~$2.5mm & ~2 years!

15. Inbound
Logistics
Operations
Outbound
Logistics
Marketing &
Sales
Services
Procurement HR
Infrastructure Technological
Development
Rapid
Change
Rapid
Change
Static

17. Tradeshift Overview

18. Tradeshift at a glance
Global Supplier
Collaboration Platform
User base: 200+ countries,
Offices: 9 countries
Global Client PortfolioAwards
Tech Tour Growth 50
"Among Europe’s fastest growing pre-exit
high-tech companies"
The Top 100 Cloud-based
"Enterprise Software Startups of 201
The Circulars' 2015
Digital Disruptor Award
Global Network
40+ F1000 Clients
500K Suppliers
1.5M suppliers on contract to
be onboarded
Diverse Team
250+
Employees
42
Nationalities

19. Software built for change
Connected. Collaborative. Agile. Data-driven
A networked platform built with suppliers at its core.
Connecting buyers, suppliers, and all their processes in one place.

20. 20 | Confidential
All your suppliers. All in one place
Transform the way you buy, pay and work with suppliers
Rethink Supplier Management.
All your supplier master data, compliance,
risk and performance in one place.
Rethink Apps.
Our apps ecosystem extends the
value you get from Tradeshift as
your business needs change
Rethink eProcurement.
Buy everything you need from one
place, where any online purchase
can be within policy
Rethink AP Automation.
Transact with all your
suppliers for 100% of your
invoice volume

21. Competing in Disrupted &
Re-invented Industries

23. www.linkedin.com/in/jigishavalani
@jigish_avalani
jigish@tradeshift.com

24. Work Force Management
Source to Pay Utility
Tail Spend Management
Strategic Sourcing
Certified Diverse
Roy Anderson
Chief Procurement Officer
MetaProcure
470-514-3640
randerson@metaprocure.com
Digital Supply Chain

25. Digitizing in the Industrial Space
25
" I thought it was all
about technology.
" Hire a couple thousand
technology people
" Upgrade our software
Insights & Publications, McKinsey and Company
About the authors: Jeffrey R. Immelt has been the chairman and CEO of General Electric since 2001. Rik Kirkland is the senior managing editor of McKinsey
Publishing and is based in McKinsey’s New York office.
Jeff Immelt

26. Digitizing in the Industrial Space
26
“I was
wrong”
Insights & Publications, McKinsey and Company
About the authors: Jeffrey R. Immelt has been the chairman and CEO of General Electric since 2001. Rik Kirkland is the senior managing editor of McKinsey
Publishing and is based in McKinsey’s New York office.
Jeff Immelt

27. Digitizing in the Industrial Space
27
" Product managers
have to be different
" Salespeople have to
be different
" On-site support has to
be different.
Insights & Publications, McKinsey and Company
About the authors: Jeffrey R. Immelt has been the chairman and CEO of General Electric since 2001. Rik Kirkland is the senior managing editor of McKinsey
Publishing and is based in McKinsey’s New York office.
Jeff Immelt

28. Digitizing in the Industrial Space
28
Infecting everything
" IT
" Finance
" Manufacturing
" Supply Chain
Insights & Publications, McKinsey and Company
About the authors: Jeffrey R. Immelt has been the chairman and CEO of General Electric since 2001. Rik Kirkland is the senior managing editor of McKinsey
Publishing and is based in McKinsey’s New York office.
Jeff Immelt

29. 29
Digital bidding, Mainframe to Supplier EDI
Savings
Unit Price
Order entry
Cost of Money
Shipping errors
Restocking
Sales time
AP Invoice errors
Finance
reclassification
Expediting
Buyers
Production delays

30. 30
The Person with
the Gold
Makes the Rules

31. " Program
" 2002 First e-mail based approval widget
" 10,000 unique users
" 3,000 new users each year
" 250 catalogs
31
E-Procurement
" Impact
" Average approval cycle from 10 days to 4 hours

32. Wireless Laptop on the Beach in Maui
32
I had a dream

33. " Program
" 2002 First e-mail based approval widget
" 10,000 unique users
" 3,000 new users each year
" 250 catalogs
33
E-Procurement
" Impact
" Average approval cycle from 10 days to 4 hours
" Moved all transactional work to Noida India
" Massive reduction in invoice errors
" Corresponding reduction in AP
" Removal of finance controllers whose only role was to reclassify GL errors

34. 90% of the Resources
Moved to
Strategic Sourcing
34

35. " 200 suppliers digital
35
The Problem
" 8,000 suppliers and growing

36. 36
NAFTA

37. 37

38. Changing Income Statement
2000 2015
Net Sales $100,000 $100,000
Cost of Goods Sold $20,000 $35,000
Gross Profit (Loss) $80,000 $65,000
Employee Benefit, TAXES, WAGES $45,000 $25,000
SGA $5,000 $5,000
SUPPLIERS $10,000 $15,000
Total Expenses $60,000 $45,000
Net Operating Income $20,000 $20,000
Other Income
Year
Revenue
Cost of Goods Sold
Expenses
Income Statement
Supplier
30%
Employee
50%
2000
Supplier
50%
Employee
30%
2015
IT BPO
HR Payroll, RPO
Call Centers
Customer Service
Web Design
Accounting
Contract Manufacturing
Data Entry
R&D
Advertising
Facilities Management
Creative Design
Engineering
Mail Room
Legal Services
Travel
Warehouse
Logistics
38
Suppliers drive results

39. Where is the Innovation
Statistics of U.S. Businesses Employment and Payroll Summary: 2012
Economy-Wide Statistics Briefs By Anthony Caruso Released February 2015
39
0%
10%
20%
30%
40%
50%
60%
70%
0
10
20
30
40
50
60
70
Large (over 500) very small (<20) small (20-99) medium (100-499)
Employment by Enterprise Employment Size
Employees (M) Percent
" Global corporations are
an inescapable presence.
" 25 million small
businesses in the U.S.
" Account for half of all U.S.
jobs
" This is where the game
changing innovation lives.

41. Data Driven Decisions
YOU CAN HAVE A SEAT AT THE TABLE
AS SOON AS YOU CAN BACK UP YOUR SUPPLIER
INNOVATION IDEAS WITH DATA
OUTPERFORM
41

42. Risk
"We are going to see a big awakening around
supply chain risk in the coming decade"
John Campi,
former CPO Home Depot, Chrysler, DuPont

43. Digital Supply Chain
Dynamic
Knowledge
Network
Suppliers
Internal
Customers
Competition
Service
Category
Customer
Internal
Dynamic
Knowledge
Network
R&D
Finance
Customer
Operations
Marketing
Customer
Service
Peer Group
Knowledge
Network
Universities
Trade
Groups
Mentors
Service
SUPPLIER
Friends
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Supplier
Competition
Global
Dynamic
Knowledge
Network
Operations
Category
Countries
Operations
NASA
X
Prize
43
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Supplier
Competition
Peer Group
Knowledge
Network
Universities
Trade
Groups
MentorsSUPPLIER
Friends
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Supplier
Competition
Supply
Chain
Knowledge
Network
Supplier
Supplier
Supplier
Internal
Dynamic
Knowledge
Network
Finance
Customer
Operations
Marketing
Customer
Service
Peer Group
Knowledge
Network
Universities
Trade
Groups
Mentors
Service
SUPPLIER
Friends
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Competition
Global
Dynamic
Knowledge
Network
Operations
Category
CountriesNASA
X
Prize
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Supplier
Competition
Universities
Trade
GroupsFriends
Supply
Chain
Knowledge
Network
Suppliers
Supplier
Supplier
Supplier
Supplier
Competition
Internal
Dynamic
Knowledge
Network
R&D
Finance
Customer
Operations
Marketing
Customer
Service

44. Social-media platforms across an
interconnected network of suppliers
Will turbo-charge decision-making in
the supply chain
44

45. Internal
Customers
Suppliers
Corporate Strategy
LOB Expectations
Long Term Goals
The Decision Table
SCM
Rigid Bid Rules
Limit Conversation
Compliance Mandates
45

46. The Transformation Roadmap
Long term
business plans
Decision PointSupplier Risk M
anagem
ent
Supplier Innovation
Supplier Collaboration
Strategic Sourcing
RFP
Purchase OrderInvoice
3 years 2.5 years 2 years 1.5 Years 1 year 180 days 90 days 30 days 30 days late
The transactional spaceThe next generation strategic space
Internal Team Focus
46

47. Suppliers
work in
partnership
with your
Internal
Customers
SCM is at the table bringing
forward Supply Chain solutions to
support corporate strategy
Corporate Goals are
embedded in SCM Goals
SCM is with
the Internal
Customers
Data Driven Decisions
Guidance
Tools
that
make it
easy
47

48. Supply Chain
Innovation
48

49. Cell Phone Penetra,on in Africa
28% in 2009
90% in 2014
Global Access

50. A Massi Warrior in Kenya
With a mobile phone
has be@er capability
than President
Reagan.

51. With a smart phone he
has more informa,on at
his finger ,ps than
President Clinton

52. Internal
Customers
Suppliers
Corporate
Strategy
LOB Expectations
Long Term Goals
The Decision
Table
Supply Chain Innovation
Data Driven Decisions
Collaboration, common goals
Interconnected
Network
of suppliers
Turbo
Charged
decision
making
Direct
Connect
52

53. Create Knowledge Networks
" Enable the free flow of communication
" Real-time feedback from deep within the supply chain
" Powerful knowledge-absorbing trail of communications
" Detailed performance management
" Auditable
" Integrate best-practice intelligence
CFO Magazine
http://ww2.cfo.com/supply-chain/2012/02/social-media-and-the-coming-supply-chain-revolution/
53

54. 54
Roy Anderson
W- 470-514-3640
M- 978-857-3868
randerson@metaprocure.com
www.metaprocure.com
https://www.linkedin.com/in/royranderson
https://www.linkedin.com/company/metaprocure
https://twitter.com/metaprocure

55. THE WORLD’S MARKET FOR WORKING CAPITAL
®
STRENGTHENING THE SUPPLY CHAIN WITH
WORKING CAPITAL TECHNOLOGY

56. Early cash flow
opportunity
Working capital
financed by:
• $1.4T Loans
• $375B Factoring
• $225B SCF
LIBERATE CASH THROUGHOUT THE SUPPLY CHAIN
We can liberate
$38T in working capital
Your Opportunity
Our Purpose
The Issues
• On any given day, businesses around the globe
have $40T tied up in A/R
• For any business it takes an average
of 60 days to be paid
• Global funding options are limited, inefficient
and only cover 5% of the $40T outstanding
• Short-term, low-risk debt is at record low yields
• Create, operate and grow the largest working
capital marketplace in the world, liberating cash to
increase your profit while providing the world’s
suppliers accessible and cost-efficient cash
• There are record levels of cash on corporate
balance sheets
• Your suppliers are already part of our network
| ©2015 C2FO. All rights reserved

57. C2FO removes barriers by creating transparency and eliminating risk. Through the power of real-time
collaboration, we optimize cash flow between you and your suppliers at a rate that is better for both.
Why is it risk-free? On approved invoices, it isn’t a matter of “if” you’re going to pay your suppliers, it’s just a
matter of “when”.
NEW SOLUTION TO FINANCIAL GAIN AND SUPPLY CHAIN SECURITY
| ©2015 C2FO. All rights reserved

58. HOW INNOVATION BECOMES A WIN-WIN FOR BUYERS AND SUPPLIERS
What’s in it for
buyers?
What’s in it for
suppliers?
• Increase gross margin & EBITDA
• Generate higher returns on cash
• Improve financial health of supply chain
• Complement other early payment programs
• Implement in 8 to 12 weeks
• Improve cash flow
• Access early payment on demand
• Eliminate paperwork and contracts
• Enjoy world-class support
• Accelerate cash in just 2 clicks
| ©2015 C2FO. All rights reserved

59. C2FO IS A INTEGRAL COMPONENT OF HOLISTIC APPROACH TO WORKING CAPITAL
A holistic approach to Working Capital requires companies to have multiple levers to pull depending
on what is needed.
• Pay on standard terms to suppliers
• Maintain Cost of Goods
• Leverage own balance sheet
• Increase liquidity for buyers
• Obtain participation rebate (~1%)
• Leverage providers’ balance sheet
• Enhance rate of return
• Early pay for many suppliers
• Reduce Cost of Goods
• Leverage own balance sheet
• Increase liquidity for buyers
• Lower financing cost to suppliers
• Leverage banks’ balance sheet
Supply
Chain
Finance
Open
Account
Increase
Cash Balance
Increase
Gross Margin
Purchasing
Card
| ©2015 C2FO. All rights reserved

60. ECOVADIS ® CONFIDENTIAL
DRIVING SUSTAINABILITY
THROUGH GLOBAL SUPPLY CHAINS
Introduction to EcoVadis
sales@ecovadis.com
www.ecovadis.com

61. ECOVADIS ® CONFIDENTIAL 61
CPOs Nightmare…
Environmental, Social and Ethical Risks in the Supply
Chain

62. ECOVADIS ® CONFIDENTIAL
Supply Chain Risks are Rising
62
Driving up costs from volatility & revenue loss from disruption
Sources: BBC & FT.com

63. ECOVADIS ® CONFIDENTIAL
Supply Chain Risks are Rising
63
Bad news spreads fast, risking reputation damage

64. ECOVADIS ® CONFIDENTIAL
Pressure is Rising for Supply Chain Due Diligence
64
USA
Dodd-Frank Act
(2010)
California
Transparency
Act (2010)
Malaysia
Mandatory
Disclosure on
CSR Information
in Annual Reports
of listed
companies
(2007)
India
Amendment
Companies Act,
1956 on Section
217 (1)
(2008)
France
Article 225 of
the Grenelle II
Law
(2010)
UK
Companies Act
(2006)
Climate Change
Act (2008)
Stewardship Code
(2010)
Denmark
Amendment
Danish Financial
Statement Act
(2008)
EU
Mandatory ESG
Disclosure law
(2014)
China
Green Securities
Policy
(2008)
2015: UK Modern Slavery act, French ‘Devoir de vigilance’, proposed EU law, and a supply chain
due diligence law before the US Senate…

65. ECOVADIS ® CONFIDENTIAL
The 3 drivers to Sustainable Procurement
65
Increase
Revenue
• Product/Service differentiation
• Access new markets
• Income from recycling projects
GE, Bovis, Danone,
Unilever, Grainger,
Walmart, SNCF
Reduce Costs
• Improved TCO
• Reduced over-specification
• Reduced consumption / demand
• CSR compliance costs
Nokia, Walmart, Baxter,
Adobe, SNCF, Accor
Hotels, Puma, UPS
Manage
Risks
• Brand protection
• Supply chain disruptions costs
• Remediation costs (ex « recalls »)
• Fines + litigations
BP, Mattel (Recalls), Nike,
Gap, Walmart (Child)
Total (Fines), Baxter
(Heparin), Palm (ROHS)
Case Studies Drivers
Source : “Sustainable Procurement Value” – INSEAD Business School – PriceWaterhouseCoopers – EcoVadis (Dec 2010)

66. ECOVADIS ® CONFIDENTIAL
93% of CPO’s consider Sustainability a priority*
.…but how do you assess
the Sustainability performance of suppliers
and engage them in improvements?
Source: HEC- EcoVadis - Sustainable Procurement Benchmark - 2013)
66

67. ECOVADIS ® CONFIDENTIAL
Change from Current Situation…
67
× High costs
× No reliable data
× No internal adoption
For Buyers
× Audit / Questionnaire fatigue
× No personalized feedback
× No focus on improvements
For Suppliers

68. ECOVADIS ® CONFIDENTIAL
… to EcoVadis Sustainability Rating platform
68
ü Reliable indicator
ü Actionable scorecards
ü Leverage on suppliers
For Buyers For Suppliers
ü Identify improvement areas
ü Competition benchmark
ü Reduce admin. Burden²

69. ECOVADIS ® CONFIDENTIAL
How we work: Three pillars
69
PEOPLE
PLATFORM PROCESS

70. ECOVADIS ® CONFIDENTIAL
Easy to understand Suppliers Scorecards
70
ü Possibility to add
customer specific
indicators
ü Can be linked to
your vendor
management
system
Benchmark
suppliers’
performance
Commodity specific
Strengths and
Improvement Areas
Supplier CSR
performance on a
scale /100 (overall
and by theme)

71. ECOVADIS ® CONFIDENTIAL
Integration
71
+

72. ECOVADIS ® CONFIDENTIAL
TOTAL
270
CSR Experts
130
Supplier
Engagement
50
Program
Management
40
International Scientific Committee with members of DJSI, GRI, INSEAD, HEC…
72
Our People

73. ECOVADIS ® CONFIDENTIAL
... worldwide
73
CSR Risks
Key Facts
" Suppliers in 110 countries
" Buyers in 25 countries
" 10 languages (service)
" 10 languages (questionnaire)
Global coverage of the EcoVadis ratings

74. ECOVADIS ® CONFIDENTIAL
Power
74

75. ECOVADIS ® CONFIDENTIAL
In summary: why EcoVadis?
75
Simple
Global
Reliable
• Easy-to-understand scorecards…
• Service combining software, data validation services
• Simple dashboard and intuitive tools
• Multiple sources of data analysed, by expert analysts
• Proven methodology, supported by Intl. Scientific Committee
• Incorporates global standards
• Capability to cover all spend categories in a single tool
• Coverage of 100+ countries
• Multi-lingual support for suppliers

76. ECOVADIS ® CONFIDENTIAL
Frederic TRINEL
Co-CEO
ftrinel@ecovadis.com
www.ecovadis.com
+1(914) 338 9978
EcoVadis is to CSR what Dun & Bradstreet is to Finance
76
THANK YOU