coupa 'crank up the savings' road show - dallas

Tony Wessels Vice President, Marke0ng

Coupa

Thank You

Ravi Thakur Vice President, Customer Success

Coupa

Keaton Miller Director, Procurement Advisory

KPMG

Jack Miles Industry Visionary, Former CPO CIGNA CA, Inc., AIG, CIBC, Travelers,

Tom Brewer Vice President, Shared Services

Michaels Stores

Bhaskar Deka Sr. Director, Product Marke0ng

Coupa

You AEendee, Coupa Roadshow

Coupa Overview ��

Tony Wessels��Vice President, Marketing

Coupa’s Mission

Delivering software innovation that breeds responsible spending while impacting the

company bottom line.

InnovaCon – Integrated Cloud PlaGorm

Bolt-on Functionality Organic, Integrated Functionality

Cloud

Yesterday Today

Client Server

Coupa’s Mission



Responsible Spending – User AdopCon

Complicated, Time Consuming Convenient & familiar

Users Spend Money Back Office - Process Automation

Yesterday Today

Coupa’s Mission



Impact BoKom Line

Products Service

Customer Satisfaction

Customer Success

Yesterday Today

Coupa’s Explosive Growth

180% Bookings

YOY

+95% Renewal Rate

YOY

150% Pla7orm Usage

YOY

One World, One PlaGorm

10 Languages

40 Countries

Customers Highlights Retail Finance Mfg. Health Care High Tech

Real Estate

Coupa Vision & ��Platform Overview ��

��Ravi Thakur��

Vice President, Customer Success

CFO Journal Entries

VP HR Employee Records

VP Sales OpportuniCes

Procurement Spend TransacCons

Starts With the Employee

Employees Have DramaCcally Changed

Our Vision is the Coupa PlaGorm

The Coupa PlaGorm

99.9% Uptime SLA

500,000 Daily Transactions

300,000 Suppliers

4+ API Calls p/Second

The Most Active Cloud Procurement Platform On the Planet

User Sourced

Execute

Confirm Receipt

2 & 3 Way

Match

Contract Source Analyze

Order Ack & ASN

Seamlessly Integrated PlaGorm

Requisition Submitted

Purchase Need

PO Issued To Supplier

Order Fulfilled

Invoice Received

Invoice Paid

Requisition Approval

RequisiCon to Approved Invoice


Purchase Need


Order Fulfilled

Invoice Received

Invoice Paid


• 18,000 Users • 3,500 Locations • 4,000 + PO’s & Invoices p/day • OK to Pay Invoices flow into Lawson • Emptoris Integration for Advanced Contracts

RequisiCon To PO & Receipt


Purchase Need


Order Fulfilled

Invoice Received

Invoice Paid


• 1,000 users • Over 500k Catalog Items • Over 500 Custom Views • PO’s and PO changes flow into SAP • Receipts flow into SAP

RequisiCon To PO


Purchase Need


Order Fulfilled

Invoice Received

Invoice Paid


• Over 6,000 users • Integration to McDonalds Intranet Applications • Over 4,000 logins daily • Over 10,000 p-cards

Demonstration

Marketing

Innovation

Market

Customers

Roadmap Influencers

What this All Means to You

Thank You!

Sustaining Value Through Integrated Procurement Transformation��

��Keaton Miller��Director, KPMG

© 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 52188DAL

40

Procurement Advisory at KPMG

Our mission is to make Procurement a competitive differentiator for our clients.

Organizational effectiveness

Supplier Risk Management

Technology Enablement

Master Data Management

Process Optimization

Category Sourcing & Management

Tax Efficient procurement

Supplier Relationship Management

Rapid Assessment


41

Session objectives

n  Discuss the key elements of an integrated procurement target operating model

n  Provide a high-level overview and insight into how the procurement technology space has evolved in response to customer demand for innovation and lower cost of ownership

n  Highlight critical success factors of an integrated approach for successful and sustained procurement transformation


42

KPMG has an integrated, life-cycle view of the procurement function

It is critical to recognize the interconnectedness of the different components: Strategic Sourcing generates the savings while Transactional Procurement delivers them to the bottom line.

Vendor Risk and Portfolio Management help preserve the value delivered.


43

Value leakage can occur at every stage of the Source-to-Pay cycle

Strategic Sourcing "   Total cost levers "   Cross-functional team

approach "   Rigorous tracking of

generated savings

Contract Management " Established contract

management teams " Defined contract

management plans " Active performance

and transition management

Deliver

" Lack of business buy-in to sourcing strategies

" Limited use of eRFx tools

" Lack of transparency around supplier selection

" Buyers too focused on tactical purchasing

" Limited visibility to negotiated contracts

" Paper contracts distributed across organization

" High degree of off-contract spend

" Conflicting/duplicate contracts with the same vendors

" Disparate processes and tools

" Few upfront purchase orders

" ‘After-the-fact’ approvals

" Blocked invoices " Duplicate payments " Limited use of ACH/

EFT

" Abundance of data; little intelligence

" Incomplete, incorrect, inconsistent data – materials and vendors

" Spend data dispersed across multiple systems; Enterprise view not available

Identify Sustain

Lead

ing

Prac

tice

Com

mon

Pra

ctic

e

Operational Procurement " Documented policies

and procedures " End-to-end process

visibility and transparency

" Standardization and automation

Procurement Intelligence " Defined KPIs and

metrics " Enterprise tracking

and Reporting " Data accuracy and

reliability

Supplier Management " Formalized supplier

management program " Dedicated supplier

account teams " Aligned KPIs

" Exception-based supplier management

" Tactical interactions versus strategic relationships

" Limited supplier collaboration and sharing of data


44

Technology is a key enabler for procurement effectiveness and transactional efficiency…

People & Organization – Procurement operating model (centralized, center-led, decentralized), roles, responsibilities and people that should be supporting the defined process.

Process – P2P processes, activities and tasks for each of the buying channels including the mapping to specific functions and departmental roles performing them.

Technology & Tools – tools and applications that are used to enable the P2P processes, policy compliance, internal controls, and report generation.

Performance Measurement – Internal key performance indicators and metrics to manage people and processes, and drive correct behavior. Includes procurement operational and executive reporting needs.

Governance & Policies – Policies, procedures and controls in place to mitigate risk of processing errors, linked to specific steps in the Requisition-to-Pay process.

Master Data – Quality of master data associated with procurement and invoicing processes e.g. materials, services, vendors, commodity codes, etc. Includes processes and controls to maintain master data and sustain its quality.

Performance Measurement

Organization Layer People & Organization

Processes

Technology & Tools

Governance & Policies

Master Data


45

0%

20%

40%

60%

80%

100%

Financial Services Health Manufacturing / CPG

Public Sector Retail TMT / Busn Services

Transportation / Logistics

ENR & Process Not for Profit

Foundational or Established Leading or Excellence

… Yet most companies are immature adopters of procurement technology

Very few companies exhibit Leading or Excellence maturity levels for procurement technology – levels that indicate that users are

empowered to use technology, and procurement can refocus on strategic work

Source: KPMG’s Power of Procurement Survey, 2012

82%

18%


46

ERP

The procurement technology landscape has evolved dramatically – making it easier to successfully adopt

Typical Procurement 1.0 Landscape Procurement 2.0 Landscape

Contract Management

Spend Analytics Sourcing &

RFx)

Operational Procurement

Supplier Collaboration

Invoicing

ERP

Key Characteristics of the typical procurement 1.0 landscape: n  Standalone, single purpose point solutions n  Low to moderate degrees of integration n  On-Premise Centric n  High Total Cost of Ownership n  Less focused on end user experience

Key Characteristics of an evolving procurement 2.0 landscape: n  Suite-oriented solutions n  Tight integration n  Open standards n  Greater accessibility and scalability n  Greater use of on-demand resources n  Internal and external collaboration tools n  Oriented towards the end user experience

¹ Operational procurement includes requisitioning, purchase order, and receiving functions

Sourcing & RFx

Invoicing

Operational Procurement

Supplier Collaboration

Spend Analytics

Contract Management


47

Optimizing use of the cloud as part of your technology strategy can serve as a game changer

§  By removing traditional barriers to access, the cloud has created a resurgence in demand for technology, by making investments in innovation more affordable to companies of all sizes and scale

Innovations in procurement are being delivered through the cloud

§  The cloud is already changing how we collaborate with our coworkers and business partners, and the speed at which those interactions can occur.

§  By virtualizing processes, the cloud creates new opportunities and business models for deployment.


48

KPMG recognizes that procurement transformation is a journey – not a destination


49

We understand the keys to transformation success…

* Source: Mori Study

Top 10 Risks toTransformation Programs * Culture 54% Inappropriate org structure 48% Employee resistance 46% Senior mgmt resistance 45% Fear 43% Change overload 36% Ineffective performance measurement 33% Failure to sustain momentum 23% Failure of past projects 21%

Critical Success Factors 1.  Focus on people and changing

behaviors 2.  Start generating savings early to

establish credibility 3.  Striking the right balance between

“running the business” and “transforming the business”

4.  Include internal and external stakeholders in the journey

5. Recognize the role of foundational elements to drive sustainable savings

Includes Technology Enablement


50

… And have found that an integrated approach to transformation can drive sustainable value

•  Accelerate the time to achievement of savings •  Generate additional value and savings •  Sustain value and savings by ensuring compliance to preferred suppliers and contracts

Benefit

Time to value

Integrated approach

Speed

Additional value

eProcurement and Contract Mgmt alone

Addressing eProcurement, Contract Management, Classical Strategic Sourcing, Organization and Technology together will:

Sourcing alone

Sustained benefit due to compliance


51

In summary…

•  Current cloud technology-enabled procurement transformation programs demonstrate feasibility and tangible, realizable benefits

•  World-class performance in procurement can be achieved and can drive sustainable business value

•  Dramatic changes in procurement technology now makes adoption of foundational enablers easier and more cost effective


52

For more information….

Samir Khushalani Principal Advisory KPMG LLP 811 Main Street Houston, TX 77002 [email protected] KPMG is a U.S. limited liability partnership.

Tel 713 319 3570 Cell 713 459 2236

Keaton Miller Director Advisory KPMG LLP 811 Main Street Houston, TX 77002 [email protected] KPMG is a U.S. limited liability partnership.

Tel 713 319 3825 Cell 214 316 9682

What We Do > Advisory > Management Consulting >

By Function > Strategic Sourcing & Procurement

…Email our KPMG Procurement Advisory Mailbox… [email protected]

…Contact us directly…

…Or visit our website at www.kpmg.com!

© 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 108976

The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.


54

Jack Miles

54

Former CPO, CIGNA

Conversations with an Industry Visionary

Agenda Time Item Presenter

8:30 – 9:00 Coffee All

9:00 – 9: 15 Welcome – Coupa Overview Tony Wessels, V.P. Marketing Coupa

9:15 – 10:00 Coupa Solution & Roadmap Ravi Thakur, V.P. Customer Success, Coupa

10:00 – 10:30 Sustaining Value Through Integrated Transformation

Keaton Miller, Director, KPMG

10:30 – 11:00 Conversation with an Industry Visionary Jack Miles, Former CPO CIGNA

11:00 – 11:15 Break All

11:15 – 11:45 Customer Success – Best Practices Tom Brewer, V.P. Shared Services, Michaels

11:45 – 12:15 Calculating TCO Bhaskar Deka, Sr. Director Product Marketing, Coupa

12:15 – 12:30 Closing Remarks Tony Wessels

12:30 – 1:00 Coupa Demo

Tom Brewer

57

VP, Shared Services Michaels Stores

Customer Success – Best Practices

58

Michaels Privileged & Confidential

Michaels Stores

Category Leader in Arts & Crafts

• Over 1,000 stores in U.S. and Canada

• 40,000+ SKUs across a variety of general & kids crafts, art supplies, framing and seasonal / décor categories

• $4.0 Billion in Revenue

59


Michaels Vision & Strategy

A World-Class Performer that: • Inspires and enables consumers to experience creativity • Leads industry growth & innovation • Creates a fun and rewarding place to work that fosters meaningful connections with our communities

Vision

PEOPLE: World-Class Workforce / Environment / Performance

CO-SOURCING: Systems & Process Enablers

StoreGrowth

CategoryMgmt

GlobalSourcing

CashFlow

Mark-eting

CustomerExperience

PEOPLE: World-Class Workforce / Environment / Performance

CO-SOURCING: Systems & Process Enablers

StoreGrowthStoreGrowth

CategoryMgmt

CategoryMgmt

GlobalSourcingGlobalSourcing

CashFlowCashFlow

Mark-etingMark-eting

CustomerExperienceCustomerExperience

Strategic Priorities

60


The Goal….

Lean Process and Improved Accuracy

•  Reduce invoice coding and approval time by 60% (support department )

•  Reduce invoice processing effort by 25% (Accounts Payable)

•  Reduce costs for invoice scanning and online retention by 30%

•  Improve On time payment by 25%

•  Ensure 100% centralized systemic visibility to complete non-merchandise purchase obligations (Compliance)

• Corporate-wide systemic process

•  To record PO obligation

•  Leverage authorized suppliers and items

61


The Decision….


• Oracle Financials rolled out in 2006 •  Needed to implement many modules to function effectively

•  iSupplier

•  Procurement

•  Purchasing

•  Projects

•  No available capital or resources for an indirect spend tool

• Coupa provided ease of use and quick start for the process •  No capital investment or IT resources required

•  Offered control and approval to spend before PO placed

•  Consistent use of approved vendors

62


The Journey – Identifying Opportunities

•  Conducted workshops and interviews

•  Captured Voice of Customer (VOC)

•  Identified Improvement Opportunities

•  Segregated Effort and Process Control related Issues

•  Conducted Surveys to estimate AS-IS Effort

•  Completed Process Mapping for finding process bottlenecks.

63


The Journey – Analyze & Identify Waste

• Charted an Affinity diagram to • Identify all process improvement opportunities

• Classify and group opportunities

• Built Value Stream Map to determine

•  Value adding & enabling steps (essentials)

•  Non value adding steps (Wastes)

• Identified Manual Efforts, rework and errors to be reduced

• Cash flow impact analysis to ensure no negative impacts on cash flow

Manual Rejection

$2,576,050.00

$1,356,432.00

$931,822.00

$- $473,442.00 $568,858.00

$-

$500,000.00

$1,000,000.00

$1,500,000.00

$2,000,000.00

$2,500,000.00

$3,000,000.00

Duplicate Payment

Missing Information

Clarification Miscellaneous Approval Missing

Incorrect Payment

Type of Errors

$ V

alu

e

64


Achieving the Goal….


• With vendor interface the vendor invoices will presented by the vendor in the tool to eliminate the need to:

•  Scan

•  Route to departments for approval

•  Coding is linked PO eliminating the need to add coding

•  Recover invoices

•  Tool will hold all PO’s for indirect spend

• Control vendor setup to only approved vendors and pricing

•  Interface Payment information from AP to Tool to aid vendor in payment status

65


Where we are…..


•  Capital and expense items for corporate and DC’s operational •  Using punch outs to vendor catalog and selected items build into our item list

•  Suppliers link invoicing into tool

•  Electronic invoicing

•  Over 5,000 PO’s / $83 M orders

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

$16.0

$18.0

2011 Q1 2011 Q2 2011 Q3 2011 Q4 2012 Q1 2012 Q2

66


Projected benefit is HUGE

The Journey – Reaping the Benefits

•  Shifted effort of invoice coding and approval time from departments to AP

•  Saving from Accounts Payable Invoice

Processing

•  Improved Working Capital

• Control of budgets and projects in one central tool

•  CFO – controls for projects

67


Next Steps

•  Partner with Coupa to add Budget/Project tracking into system

•  Coupa setup allows only authorized access to set item level data to include account coding

•  Linked with Tax Department for reporting

•  Invoice approval in tool with feed to AP for funding

•  Develop reverse feed into tool of Spend data for analysis and accruals

68


Questions

? ? ?

Calculating TCO For A ��Rock Solid Business Case��

��Bhaskar Deka��

Sr. Director, Product Marketing

Making the Business Case May Seem Complicated ..

You Manage: §  ApplicaCon §  RunCme §  IntegraCon §  Database

Vendor Manages:

§  Server Hardware/Software

§  Storage

§  Network

Hosted SaaS/Cloud On-‐Premise Vendor Manages: §  Application

§  Runtime §  Integration

§  Database


§  Storage §  Network

Especially, with 3 Deployment OpCons …

You Manage: §  Application

§  Runtime §  Integration

§  Database


§  Storage §  Network

Which OpCon Is The Best For The Long Term?

Customer Records

TCO To The Rescue

TCO Whitepaper TCO Calculator Tool

Are You Familiar With Total Cost Of Ownership (TCO) Analysis ?

§  Yes, used TCO Analysis before §  Yes, sort of familiar §  No, never used

What is TCO? Direct Cost Indirect Cost

Over the lifeCme of an Asset ..

§  Hardware §  Sohware

§  InstallaCon §  Training §  Professional Services §  Upgrades

Why Care about TCO?

§  SoluCon costs vary greatly based on the delivery

model

§  Need a simple model to compare cloud vs. on-‐

premise/hosted soluCons

§  IniCal terms look aKracCve but will crush you in

the long run

Key Metrics to Consider for TCO

§  # of Users §  Expected user growth

§  Spend through system

§  Expected growth of spend through system

§  # of LocaCons

Company Profile

§  # of ERP instances §  # of Other IntegraCon Points

§  # of Custom Fields §  # of Complex Approval Rules

Complex

§  # of Purchase Orders §  # of Invoices §  # of Catalogs §  # of Suppliers §  # of Punch-‐outs

Environmental

Cost Drivers For Procurement AutomaCon

Cost Driver On-Premise Cloud

Software 1x Licensing Cost Annual Subscription

Hardware & Infrastructure Servers & Databases No fees

Configuration/Implementation Professional Services Set-up fees

Data Migration Extensive Minimal

User Training Required Lower Cost – Ease of Use

Annual Maintenance 19 – 20% of Software None

78

Soft Costs & Gotchas��

Cost of Delaying Savings

•  Many projects never get started

•  Savings are delayed or never begin

Project Management

•  Costs of engaging with IT

•  Time away from more strategic tasks

•  Custom forms & ?ields, multiple charts of accounts

•  Special features can double/triple cost

Complex Requirements

4 Steps for TCO Analysis

Evaluate Functionality

Determine Initial/Upfront Costs

Identify Annual/Recurring Costs

Enter Data into TCO Tool & Compare Optons

§  $2 Billion Manufacturer of Energy Related Materials §  Decentralized purchasing -  Plant managers control material -  Services procurement (45% of spend) black hole

§  ParCally Centralized AP with Imaging -  1,200,000 annual invoices -  Limited EDI/Electronic Invoices

§  Issues/Pains -  Lots of paper/long PO approval cycle -  No visibility to non-‐PO purchases -  Late payments/Missed discounts -  Too much manual effort

Case Study Fortune 100 Manufacturing

Cost Categories Year 1 Year 2 Year 3

Cloud Traditional and Network

Cloud Traditional and

Network


Network

One Time Costs Software & Hardware

Software License $137,500 Software Upgrades $15,000

Hardware & Infrastructure $35,000 Software & Hardware $0 $172,500 $0 $15,000 $0 $0

Typical Configuration & Implementation: Data migration $0 $75,000

Services Procurement $0 $60,000 Catalogs $0 $22,500

Punch-outs $0 $15,000 $0 $15,000 $0 $15,000 Professional services $0 $175,000

Program management (vendor) $0 $150,000 Training $0 $90,000

Typical Configuration & Implementation: $0 $622,500 $0 $15,000 $0 $15,000 Additional Complex Environments Set Up:

Multiple charts of accounts $0 $0 $0 $60,000 $0 $60,000 Other integrations e.g. HR, Budget $0 $10,000

Custom forms $0 $4,000 $4,000 $4,000 Custom fields $0 $0 $2,000 $2,000

Custom approval rules $0 $3,500 $3,500 $3,500 Additional Set Up $0 $17,500 $0 $69,500 $0 $69,500

Total One Time Costs $0 $812,500 $0 $99,500 $0 $84,500

Case Study Fortune 100 Manufacturing

86

Cost Categories Year 1 Year 2 Year 3 Cloud Traditional

and Network Cloud Traditional

and Network


Network




Typical Configuration & Implementation: Data migration $0 $75,000









One Time Costs

87



and Network


Network




Configuration & Implementation: Data migration $0 $75,000




Configuration & Implementation: $0 $622,500 $0 $15,000 $0 $15,000 Additional Complex Environments Set Up:





One Time Costs

88



and Network


Network




Configuration & Implementation: Data migration $0 $75,000









One Time Costs



and Network


Network Annual Costs

Maintenance / Hosting / Subscription Hardware / infrastructure maintenance $5,000 $5,000

Software maintenance $27,500 $27,500 Application Support $50,000 $50,000 $50,000

Procure to Pay subscription $650,000 $300,000 $650,000 $300,000 $650,000 $300,000 Req to PO subscription

Expense management subscription Contracts module subscription $0 $50,000 $0 $50,000 $0 $50,000 Payables module subscription

Spend analysis subscription $0 Transaction fees $0 $400,000 $0 $400,000 $0 $400,000

Hosting fees Maintenance / Hosting / Subscription $650,000 $800,000 $650,000 $832,500 $650,000 $832,500

Services & Fees: Supplier enablement $0 $50,000 $0 $50,000 $0 $50,000

Supplier fees $0 $1,200,000 $2,000,000 $2,400,000 Services & Fees $0 $1,250,000 $0 $2,050,000 $0 $2,450,000

Total Annual Costs $650,000 $2,050,000 $650,000 $2,882,500 $650,000 $3,282,500 Opportunity Costs

Savings lost from continued maverick spend $0 $1,250,000 $0 $937,500 $703,125 Savings Lost $0 $1,250,000 $0 $937,500 $0 $703,125

Total Costs $650,000 $4,112,500 $650,000 $3,919,500 $650,000 $4,070,125

89

Annual Costs



and Network


Network Annual Costs

Maintenance / Hosting / Subscription Hardware / infrastructure maintenance $5,000 $5,000

Software maintenance $27,500 $27,500 Application Support $50,000 $50,000 $50,000

Procure to Pay subscription $650,000 $300,000 $650,000 $300,000 $650,000 $300,000 Req to PO subscription

Expense management subscription Contracts module subscription $0 $50,000 $0 $50,000 $0 $50,000 Payables module subscription

Spend analysis subscription $0 Transaction fees $0 $400,000 $0 $400,000 $0 $400,000

Hosting fees Maintenance / Hosting / Subscription $650,000 $800,000 $650,000 $832,500 $650,000 $832,500

Services & Fees: Supplier enablement $0 $50,000 $0 $50,000 $0 $50,000

Supplier fees $0 $1,200,000 $2,000,000 $2,400,000 Services & Fees $0 $1,250,000 $0 $2,050,000 $0 $2,450,000

Total Annual Costs $650,000 $2,050,000 $650,000 $2,882,500 $650,000 $3,282,500 Opportunity Costs

Savings lost from continued maverick spend $0 $1,250,000 $0 $937,500 $703,125 Savings Lost $0 $1,250,000 $0 $937,500 $0 $703,125

Total Costs $650,000 $4,112,500 $650,000 $3,919,500 $650,000 $4,070,125

Annual Costs

Year 1 Year 2 Year 3 Procure to Pay Costs Summary Cloud Traditional


and Network


Network One Time Costs $0 $812,500 $0 $99,500 $0 $84,500

Annual Costs $650,000 $630,000 $650,000 $727,500 $650,000 $742,500

Total Costs $650,000 $1,442,500 $650,000 $827,000 $650,000 $827,000

Annual Differerence $792,500 $177,000 $177,000

Total Three Year Savings = $1,146,500

Results

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

Initial Investment Year 1 Year 2 Year 3

Mil

lio

ns

On-site Development Costs

Cloud Development Costs

Initial Investment Year 1 Year 2 Year 3On-site Development Costs $0 $3,855,000 $3,822,000 $3,987,625Cloud Development Costs $0 $850,000 $850,000 $850,000

Cumulative Total Cost of Ownership

Results

Calculate Your Own TCO

TCO Whitepaper TCO Calculator Tool

Closing Remarks��

Tony Wessels��Vice President, Marketing

coupa 'crank up the savings' road show - dallas

Technology

coupa plagorm

coupa roadshow

breedsresponsible spending

coupas mission

po changes

po receipt

supplier fullled

software innovation