credit and portfolio management in the supply chain › rdm › 2018 › 181003 › img ›...
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![Page 1: CREDIT AND PORTFOLIO MANAGEMENT IN THE SUPPLY CHAIN › rdm › 2018 › 181003 › img › Topic5-Chris.pdf · 2018-10-04 · CREDIT AND PORTFOLIO MANAGEMENT IN THE SUPPLY CHAIN](https://reader034.vdocuments.mx/reader034/viewer/2022042310/5ed803e5f90a4a344d62f27d/html5/thumbnails/1.jpg)
CREDIT AND PORTFOLIO MANAGEMENT IN THE
SUPPLY CHAIN
2018 CRIF CONFERENCE
TAIPEI
©2018 • Cris Matunan• 10/03/2018
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©2018 • Cris Matunan• 10/03/2018
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Who should we do business with?
©2018 • Cris Matunan• 10/03/2018
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Focused on addressing transactional
activities rather than a more strategic
approach to risk management
Impede operational effectiveness and
efficiency due to manual processes
Challenged to prove they are
compliant due to the lack of a
consistent and repeatable approach
Develop a comprehensive framework
and high-value activities that allow
flexibility to adopt to changing
requirements
Accelerate due diligence by leveraging on
technologies and expertise available in
the market
Leverage best practices to deliver value
with a consistent and repeatable process
i.e. established sources of commercial
data
PA I N P O I N T S K E Y I N I T I AT I V E S
Increased
Supply Chain
Resilience
REDUCE
RISK
OPERATIONAL
EXCELLENCE
RISK
GOVERNANCE
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C H A R A C T E R I S T I C S A N D B U Y E R B E N E F I T S F E A T U R E S
VERIFIED AND ENRICHED DATA:
Data assessed beyond face value and enriched with
additional features specific to each use case
Supplier data verified against existing sources of
commercial data
HIGH LEVEL VISIBILITY:
Holistic approach to vendor pool engagements and
strategic profiling
Ability to analyze entire supply chain portfolio and
create measures to improve resilience
OPERATIONAL EXCELLENCE :
Accelerated supplier onboarding
Faster supplier onboarding and easily accessible supplier
profile
©2018 • Cris Matunan• 10/03/2018
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How much?
©2018 • Cris Matunan• 10/03/2018
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GAME TIME
©2018 • Cris Matunan• 10/03/2018
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Difficulty in establishing the right
connections with the biggest brands
Inability to uproot established and/ or
well-known competitors in the most
valuable segments
Create the ecosystem for faster
relationship building
Create a standardized approach to
risk management that allows smaller
players to compete based on
capability and not size
PA I N P O I N T S K E Y I N I T I AT I V E S
ENHANCE
SALES
ACTIVITIES
SALES
ACCELERATION
STANDARDS -
BASED
COMPLIANCE
Extensive prequalification processes
that are difficult to comply especially
for time-bound bids and projects
Leverage on technology to allow
proactive access to buyers anywhere,
anytime
PROACTIVE
PREQUAL
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“We want to be able to give the chance to the SMEs to compete for our business. Not only do we
get fairly competitive prices, we also ultimately provide these startups a means to grow”
- Globe Telecom
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C H A R A C T E R I S T I C S A N D V E N D O R B E N E F I T S F E A T U R E S
GROWTH CENTRIC:
Develop the most profitable relationship between
Buyers and Vendors
Over 68 of the Top PH Buyers across major industry
groups
FAIR ASSESMENT:
Compete in a leveled playing field across all Buyers
Assessment based on Financial and Non-Financial
provided by a third party
RESOURCE EFFICIENT:
Ability to proactively comply with any or all Buyers
Leveraged on technology to allow easy prequalification
dependent only on the Vendor’s Buyer preference
©2018 • Cris Matunan• 10/03/2018
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+ 28,000 relationships
Buyer and Vendor Community
68 Buyers 19,000 Vendors
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Thank youfor your attention
©2018 • Cris Matunan• 10/03/2018