1) Metso has established shared financial services centers in Finland and Canada since 2004-2005 to centralize invoice processing and other financial tasks. 2) Metso began adopting e-invoicing in the early 2000s to speed up internal and external invoicing processes. The goal was to receive and send all invoices electronically. 3) Using a single e-invoicing broker and "roaming" agreements with multiple service providers allows Metso to exchange invoices with all suppliers and customers globally using a single technical solution.

1. Can One E-Invoicing
Provider Really Serve You?
Ever Considered
’Roaming’?
15 Well Kept Secrets to Shared Services Success
18th – 19th March 2009
Millenium Knightbridge
London
Soile Hiekkasalmi-Linna

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4. INTERNAL
Metso Financial Shared Services
• Established 2004 – 2005
• Finland in two locations
• Canada, Montreal
• FI/SWE 30 units
• CA/US 20 units
• not all Metso units MFS customers (yet)
• GL , AP, (750 000 inv. ) AR, Payment, Travel, Payroll
• 2 Finance applications
• Many ERP’s (harmonizations in progress)
• 200 employees
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5. INTERNAL
AP in MFS today
• Booking practises harmonised
• Various applications reduced
• Transparency MFS/Units -
• Common Invoice Processing application
• Control of invoice flow improved
• Invoices in flow (appr. 1 week)
• Payment on time improved (>90%)
• Measurements
• FTE – benchmarked
excellent results - upper quarter
• Customer surveys - improved during the years,
results being nearly 4 , scale being 1-5
• e-invoice % (>40)
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6. E-Invoicing in Metso Group
• Start in the beginning of 2000
• Management decision
• Shared Service Centers in Finland and Canada
• First internal invoices
• Second incoming invoices, big volumes
• Third outgoing invoices
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7. Targets for E-Invoicing
• Fast delivery of internal invoices / month end procedures
• closing the books in 4-5 days
• e-invoices during the same day
• in mail max. 1-2 weeks,
• electronically min. 5-10 min
• Improve and automate invoice handling processes
• Automatic update in the data base
• Should be easy
• Minimize manual work
• No extra organization or IT specialist
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8. INTERNAL
• Cost savings
•Target to reduce invoice handling costs
• Invoice processing application brought
the possibility to receive e-invoices
• costs compared to scanning /target to
reduce 50% /invoice, now 80%
• Future visions / expectations
• Believe that e-invoicing will be
’de facto’ standard some day
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9. E-invoicing technical strategy
• Common solution as far as possible
• No point-to-point solutions
• Controlled way of exchanging messages and
information
• One way out from Metso
• One way into Metso
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10. Metso Service provider
Outbound e-invoices Inbound e-invoices
Broker Invoice
sending handling
METSO NET
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11. SUPPLIERS & CUSTOMERS
ROAMING
SP
Service provider X
Service provider Y Service provider Z
SP HUB
SP
METSO SERVICE PROVIDER
Global / national standards/rules
METSO BUSINESS UNITS SHARED SERVICE CENTERS
Outbound Inbound
Invoicing Invoice processing
ERPs
Finance
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12. Supplier approach in Finland /Sweden
• Big volumes
•Suppliers > 10 000 – 14 000
• (FI) Letters to first 50 -100 biggest suppliers (2-3 rounds)
• asked the status and possibilities to send /
• start sending e-invoices, no due dates or
sanctions
• targets 15% 20% 25% etc.
•Personal contacts afterwards
•The results not very good, they were not seen very soon
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13. • (SWE) even more challenging task
• Infrastructure does not support roaming as well as in
Finland
• Activation campaing together with our Service provider
Present roaming agreements in Sweden and
willingess to negotitate the new ones
• Letter from Metso / different options, no sanctions
• Personal contacts (Service provider)
• Now 10/30 of these are about to start – technically ready
13
• Supplier Kit – information package
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14. INTERNAL
• E-invoice projects usually last fairly long time
Reluctance
Benefits were not seen or recognised
Application migrations etc.
• Infrastructure development – roaming agreements helped
• Now over 40 – 70 % of invoices electronically
• Next steps?
Sanctions?
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15. Considerations
• Difficult to find the right person(s) in the supplier
responsible for this
• Procurement (own) should have been better informed and
more involved
• Customer is the king – service provider is a third party
• Service provider – good in technology
• Careful thinking how to approach the suppliers
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16. Customer approach
• Customer is a king
• Big customers informed their aims to start
receiving e-invoices
first wishing
today more and more requiring /demanding
• E-invoicing projects in business units
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17. • Difficulties and problems faced
• Benefits not seen very clearly in business
• Customers scattered globally
• Many customers still not able to receive e-invoices
• Options offered not good or acceptable
Separate portals
Demands to join to separate networks
expensive
impossible to handle
very ineffective processwise
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18. So what are the benefits for the sender?
• Cost savings
transaction fees less than stamps/paper/envilopes
(1-2 eur)
more effective prosesses –no manual work
• Digital archive
all invoices, also sent in paper with attachments
• Internal invoicing
benefits in month end procesess
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19. Pilot project in USA
• Metso Paper USA Inc. sending invoices
electronically to a big US customer by using
the roaming with two service providers
• A project started in September 2008
and was completed in January 2009
• We are able to use the same format ,
the same technical solution in our end
• Next steps – to find the possible new customers of
these two service providers
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20. Roaming -
The only way of to reach all
suppliers /customers at the end
• One technical solution
gives definite cost savings when
the solution can be rolled out
• Feedback /alerts from one source – simple
alerts look the same
they can be forwarded from one source
in Metso to all the needed people in
the organization
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21. • One partner
Clear roles and responsibilities
• One agreement in the company
Common pricing
Transaction fees based on Corporate volumes
• Partnership with the service provider
Common understanding and knowing each other
New ’installations’ easier because of that
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22. INTERNAL
LESSONS LEARNED
• Procurement /purchasers more informed and
involved when approaching the suppliers
• Roaming is the future solution to really reach
all your suppliers / customers around the world
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