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State of Washington Improving the Value and Performance of your Pcard Program

Optimize your Pcard program for increased value and efficiency with U.S. Bank. Gain financial benefits, spend visibility, supplier management, and improved control. Follow a comprehensive optimization process for tangible benefits.

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State of Washington Improving the Value and Performance of your Pcard Program

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  1. State of WashingtonImproving the Value and Performance of your Pcard Program October 1, 2013

  2. Increase Card Program Value Find more value in your card program with U.S. Bank Program Optimization. • Simple performance evaluation process • Identifies program expansion opportunities • Provides recommendations with ROI payback • Includes implementation action plan • Serves as foundation for Working Capital DNA (complete payables strategy review)

  3. Tangible Benefits Benefit Description Greater Financial Gain • Improve working capital • Reduce transaction costs • Increase rebate opportunity • Lower supplier costs Increased Spend Visibility • Gain greater visibility to payment detail and enterprise spend • Enable more informed decision making • Leverage robust reporting Improved Supplier Management • Negotiate deeper price discounts • Act on payment term discounts • Consolidate suppliers Enhanced Control • Improve oversight and management • Block unwanted spend • Prevent and detect fraud more easily

  4. Card Program Trends and Best Practices Best practice organizations capture significantly more spend on cards than the average: 93% of travel . . . average is 72% 71% of transactions < $2,500 . . . average is 52% 53% of transactions $2,500 - $10,000 . . . average is 31% 76% of organizations expect to increase purchasing card spend…expected overall increase is 32% Checks represent 70.4% of overall organizational payments RPMG 2011 Travel Card Industry Benchmark Survey / RPMG 2012 Purchasing Card Benchmark Survey

  5. Optimization Process Understand Objectives/ Challenges Collect Data Benchmark/ Capturing Opportunity Commitment/ Action • Present Program • Develop Initial Plan • Interview KeyPersonnel • Collect andAnalyze AP Data • Discuss PreliminaryFindings • Provide Benchmark Comparison • Identify Opportunity • Build Business Case • Obtain Executive Approval • Build/ExecuteAction Plan • Measure Results • Conduct AdditionalAnalysis

  6. Analysis Process Best Practice Benchmark Existing Program Spend Gap/ Business Case Opportunity Identification

  7. Benchmark Sample

  8. Financial Benefit Sample

  9. Closing the Gap - Initial Focus Start with easy opportunities that require minimal change. Common examples include: • Slippage – suppliers that already accept card payment from your organization but that are being paid via other methods • Suppliers within common card categories • Capturing spend that’s currently being made outside of existing policies.

  10. Program Slippage Report

  11. Closing the Gap - Advance to Next Level Apply advanced U.S. Bank payment technologies: • Improved controls/analytics • Post invoice payment with Access Online Payment Plus • Consolidated payment file delivery • Ghost cards / AP cards • Virtual Pay • Spend Analytics • Expense management integration • Global travel card issuance • Managed spend / meeting cards

  12. Working Capital DNA ACH Card Checks

  13. Rigorous Evaluation Tools • Program assessment / financial benefit • Detailed reporting for opportunity identification • Peer industry benchmark • Best practice diagnostic • Dashboard Modeling

  14. Dashboard Modeling Capability

  15. Next Steps • More value and improved performance • Schedule follow-up meeting to discuss current card program performance and preliminary objectives

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