All everyone and thank you for attending today's webinar on the next level of stun management. I'm on a jawani product marketing for spend management at work day and I just wanted to take a moment before we start and give everyone dialed in a special thank you for joining today amidst the code 19 outbreak. We hope that you and your families are staying safe and healthy. As many of us are currently working remotely and practicing social distancing, we're happy to see so many people joined together on this web and R and we hope that you will find the information informative and we encourage the use of the Q and a feature to ask questions at anytime. So this webinar is part of the looking forward with work day webinars series which was designed to give you insight into how your organization can do more with work day, including additional ways we support, how you manage your people and your business. 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So first you have Eric Washer box president of spend management product strategy and joining us as well is Michelle Conrad, director of spend management product strategy. Both Eric and Michelle have spent several years in the enterprise software space, focused heavily, and a pyramid and spend management domain. So we're very excited to have them with us today. So without further ado, Eric, I'm going to turn things over to you. Wonderful thank you. Almond uh. An heartfelt thanks to all of you out there taking the time to participate in this webinar. Appreciate the. Then the Mindshare during these trying times, so with that under half Michelle and I we look forward to spending 40 minutes or so with you to run through. Really, a little bit of a history of workdays. Procure to pay solution give you a high level overview of our party paste solution and then more specifically as we turn this year and some exciting announcements that we made earlier this year around an acquisition, we're looking at the entire source to pay process and help all of you understand are going forward, direction, and provide you a great demo to help you understand all the hard work we've been putting in place. Over the last year, as well as last few months with our new acquired assets from scout coming on board and then Asmaan said, will will enable some time for some Q&A. Feel free to be logging questions in the Q&A as we progress through this session. Will make sure we have enough time to answer them at the tail end of the meeting. So let's go ahead and get started. We thought we'd warm up a little bit here in an interactive way, and ask, ask the team some questions. So we'll have four different polls here. If you would mind, I'll go ahead and read these and your timing. Go ahead and click submit. First question, we wanted to ask is to again get full audience pulse and enable you all to understand the the areas of focus with your attendee peers. We started out with this first question. What's your top priority for enhancing the chairman function at your organization? As you look forward, you looking to improve analytic capabilities. You looking to meet the demand for talent drive efficiency improvements through automation. Better partner with your individual lines of business at your servicing or Foster. Vendor engagement in relationship development. I'm sure there's not a all the above, so pick the one that's his highest priority or near term and your interests and go ahead and click submit. Wonderful, we have some results in. Looks like driving efficiency is. The highest highest vote great. Let's That's that's certainly telling that's what a lot of a lot of lot of our studies have illustrated as well. Efficiency is the foundational element in the process that enables you to build build on the next level of strategic benefits thereafter. OK, wonderful. So go into the second second poll question. We wanted to ask what's your main challenge to enhancing your procurement capabilities? What's holding you back? Systems and technology that you don't have in place? Legacy processes that are hard for you to change? A talent or skill constraints that you have within your team. Data quality issues that are holding you back from making appropriate decisions. Maybe organizational leadership structure is not not optimal. I'm we're just competing priorities. You go ahead and click the one again that rises to the top and I will. Give you a few more seconds to click submit. Great, let's see the results. System and technology in legacy processes the top vote getter's. Fantastic, it certainly. Is the one that I would have voted on as well. OK, um another poll question last one. Which of the following options are you considering in your fraternity transformation journey? Increase usage of your current ERP system. Leverage new cloud computing and or specific expert tools that focus just on procurement. Implement RP, a robotic process automation or artificial intelligence solutions or other. Not give you just a few more seconds to ponder that and I will click next. Increase usage of current ERP system, 66% plus. Great. OK, that gives us a good sense, or at least it also gives all of you a good sense of where everybody's attention is on on this, uh. On this web and R, why don't we go ahead and. Take this and jump into a little overview of work days for sure to pay solution. As some of you on the phone probably now I see from the audience lists and definitely a number of work day customers out there work day has been in the future to pay arena servicing particpate processes since 2000 Seven 2008. So it only two or three years after the founding of a company in 2005. We were providing procure to pay capabilities. Within our financial operations in ERP solution, this of course continued to develop as more and more customers leveraged our financial solution. We built out more and more procurement capabilities with our financial solution that enabled customers that are taking a holistic approach to financials. Interment together. To to automate the process, drive the efficiency and benefits as necessary. We we continued this trajectory for the next decade plus to where we are today, in incorporating spend management as a pillar within our execute area of our platform. So as you've all heard, I'm sure many times within our marketing messaging work day takes great pride. An offering to the market, a fully integrated single platform using modern technology. Modern cloud architecture help organizations plan, execute and analyze and within the execute area of our solution. This is where our business applications reside, enabling the office of the CFO to manage their financial activity, general accounting plan or record to report activities. Of course, human capital for all HR and people management. And talent management and now spend management, which is the foundation of our procurement history that I just quickly spoke about that is emerged to be one of the three pillars within our execute area of our solution. Helping organizations round out the entire plan. Execute, analyze process with leading analytics and benchmarking operational planning as well as their financial management, spend management and Human Capital Management Solutions. All on a single platform leveraging the same core and master data that supports all those functions. If we double click on spend management within spend management is our work day procure to pay capabilities, procure to pay, encapsulates the capabilities to help organizations manage the items and catalogs and services that you are offering for your general users and agents out in the field to buy from. To enable centralized purchasing. Centralized requesting for those users to guide them down, right process. Picking from the right items. The right supplier relationships in order to Purchas and get the product or service that they need in the most efficient way possible. But of course putting in place the controls and policy adherence that you require in procurement to make sure that things are accounted for and things meet your current workflow standards before that purchase actually happens. We also provide within this area our inventory capabilities for your stock based items that you manage in a stock based manner to provide those that critical stock at the right place at the right time and enable the appropriate replenishment of that stock through the automatic controls we offer in our solution, and we run that out with supporting the final invoicing, invoice matching collaboration with the suppliers on errors at the Invoice, Receipt Management. And final schedule scheduled payment and posting to pay within our financial solution that you're incorporating within this process. So this summarizes the capabilities within our procure to pay solution, we continue and innovation path that deep in these areas simplifies them and adds advanced technologies into the process. We're adding a lot of machine learning and. Analytical embedded insights to help drive more efficiency and more engagement in this process so that our procurement clients can take advantage of those new innovations and continue the growth and throughput. An adoption of their picture to pay solution across their organization partners. Now with that foundation. You know, I think it's important that you understand that. The procurement function, of course, is is continuing to evolve, continuing to mature and continuing to be more strategic, and our customers have continued to be directing us in this regard. Of course, at the foundational level. Procure to pay is the foundational element to assure process efficiency, policy adherence, risk mitigation in your purchasing and of course, make sure your guiding and servicing your business partners that are looking to make purchases on behalf of the organization. However, as procurement continues to evolve, building on that foundation to elevate above the support of just the procurement function and looking at more value creation competitive advantage. Decision making criteria around which suppliers and how to use them? How is it most beneficial to the business lines that were servicing and really being that strategic adviser to support putting in place the proper supplier relationships and being accountable for the evolving nature of those relationships. And as procurement continues to move in that direction? More capabilities are lacking above and beyond just the procure to pay efficiency that all of you, all of you clearly voted on as as as a challenge and as we as we look at what analysts are saying and what our customers are outlining to us. You know the next level of strategic capabilities that are lacking. You know it's definitely focused on displacing those low value activities, so this goes hand in hand with what a lot of you know. Put in your pole around process efficiency. Being being an area of focus. Or challenge is figuring out how the procurement function can eliminate those low value activities, enable technology to support those low value activities so that those more strategic things can be focused on an acknowledging the importance of focusing on the supplier relationship versus the transaction process. And then of course, you know having visibility to make those decisions, having visibility into what the business lines need, having visibility into, what the risk, tolerances of certain purchase activities or supplier relationships, and being a true partner in making those decisions. So as we look at these types of these types of things, we took great care to understand within our current solution suite of procure to pay. How can we best service this evolving nature? Of procurement and help support the software capabilities and technology capabilities to do so, and we very quickly looked at the upfront processes above the procure to pay process to prioritize the sourcing and contract ING elements that procurement teams are continuing to take ownership of and support the business decision making associated with which suppliers should we be doing business with? How we best gonna go out to market to qualify whether or not they meet the needs of our business. Mitigating all the various risk factors and business line criteria to get the best possible contracts in place and then manage the performance appropriately and truly. Taking accountability of the evolving nature of the supplier and the performance that there are providing and this. This is where in the past work day determined we had to take partnership approaches. This is not an area that we had capabilities. Or but as we as we continue to work with our customers, listen to our customers, understand the maturity that our customers are evolving. We made the strategic decision that we needed to. We needed to have this foundational support in our solution. And as we evaluated, whether or not we could build this in a timely fashion or buy it, we made the decision to lookout to market and evaluate all the possible options that. That were available and they we quickly led to a partner that we had been working with that a number of our customers have already chosen and really met the same culture and technology standards that work day is proud to innovate and pioneer. And that led us to the acquisition of Scout. Scout has been one of the emerging leaders using modern technology advanced. Efficiency standards and wonderful adoption by the general users that are engaging with procurement and engaging with strategic sourcing in the strategic sourcing process we landed on on scout through an exhaustive analysis of the market, but one that quickly realized that prioritizing customer satisfaction, prioritizing efficiency was the right winning formulas for our customers. And our customers LED us to this fantastic merger and as we as we. Now have come across and completed this acquisition earlier this year. Our road map plans and strategy is to enable our customers to achieve and Aspire for a end to end source to pay solution that brings together scout on the left for the strategic procurement team that is managing the. Projects associated with determining the right supplier relationships, helping those team members build the appropriate plans. A stab liszt the targets that they're going to deliver to the organization into their business partners and manage the engagement in collaboration with both internal business parties and the suppliers to drive the appropriate decision making a stab Lish, the right relationships and terms with the suppliers and then manage the performance. And I'm going tracking of that relationship. As those transaction activities occur in the purchase to pay environment within work day, we are feverishly working on integrating the process. We've made some great strides that Michelle will be illustrating to you a little bit later in the demo that enable this end to end process already supporting Seamless experiences between that strategic procurement user between the two solutions. Establishing sharing of master data associated with suppliers. We've got single sign-on already established between the solution and as we move ahead this year, we're going to continue to deepen contract linkage, sharing of workflow controls and security standards, and bringing to the scout solution. The power of workdays platform for Advanced Analytics. The security standards that work day customers hold so so so important, and machine learning, advanced technologies. To help drive the next level of efficiency and decision making across this entire process. And as we as we continue to to focus on this market, work day is proud to be able to have the options an modularity for our customers, so that they are able to start anywhere on this business spectrum that they're ready for. We understand that organizations can't and sometimes have a very difficult time driving the broad transformations and change management across big mega processes. And we're taking great care with the renovation plans to make sure that customers. Uh. Change management. Organizational readiness is able to adopt the capabilities and business processes that you see in front of you at the timing and trajectory that makes the most sense. So we are continuing to orchestrate ways where organizations can start on the right and move to the left, start on the left, move to the right, start in the middle, and move in different directions to support the various nature's in which our customers are maturing, all pointing to leveraging more of workdays. Powered one capabilities. In a modern cloud architecture that doesn't require them to go through the arduous upgrading and costly implementation efforts that legacy ERP platforms require. So with that, I hope there's lots of questions in QA going into the Q&A Board, but we thought we'd take a break from slide where here and enable you to see some of the product across this entire spectrum and hopefully get the next level of detail into your head so that we can have a nice collaborative kewene towards the end. So with that Michelle, I will turn it over to you to give a snapshot demo of this process. Great, thanks so much. Eric Ann. Good morning and Good afternoon everyone. Hope everybody is healthy and safe. So we're going to jump in and take a look at work days, spend management capabilities across the source to pay business process. Work Day supports the end to end source to pay process in one common environment, linking together the strategic with the transactional. To enable organizations to meet their current and long-term savings and supplier performance goals. First, we're going to briefly touch on the general user who demands and experience on par with their consumer lives, but it's guided directed to ensure control and policy adherence. Second, we're going to look at accounts payable and leveraging the power of workdays AP. An intelligent invoice processing to drive efficiency, speed and accuracy, and continuous improvement in the AP process. And finally, we're going to look at strategic procurement. Who evaluates opportunities to improve controls, understand spending across categories, and identify categories to better manage by driving more PEO in contracts pending in the business. So let's go ahead and dive in. So we're looking at our spend management dashboard and as a strategic procurement user. You see a roll up of all the spend data and metrics at an executive level. We can see things such as spend by category spent by supplier, supplier performance and managed versus unmanaged span. Which will come back to this one in a little bit more detail in a minute. These dashboards are configurable by customers and are controlled by security and work day, so users only see what they have access to see. Will spend some more time going through this dashboard in more detail, but I actually want to start with creating a requisition. So here we are in the create requisition and we're going to have a user search our catalog for an item and they can search either catalog or are stocked, inventory items and so here we are looking for a laptop and we can see several items that are return which includes a laptop item from a preferred supplier. So we're going to go ahead and select to add that item to our card. You can see various filter opportunities as well here on the left to further narrow in on your search results. So we'll go ahead and add this item to our card. In addition, we want to add a flash USB flash drive, so let's search for that. Again, we have several options here, and here is our flash drive also from our preferred supplier. Now what you don't realize at this time in, nor should the request your need to know this is these flash drives are actually stocked in our inventory product and so the user can just go ahead and request this and we will have a stock for class created from inventory for this item. So go ahead and add that item to cart. So we can now look at our cart. And we see that we have two items in the cart and we can go ahead and be our cart. We see are two items for our laptop and our flash drive. Now the user also has other options. For example they can connect to supplier websites through punch outs if they can't find what they need they can do non catalog requests for goods and services. They can also use templates in favourites but will go ahead for purposes of today and go ahead and check out. So the request for now is just going to go ahead and submit this requisition for approval. And so the request now is going to go through work days, business process, framework and based on the configurable rules that you have configured in the system, it will route the requisition to the necessary approval. In this case, it's going to Teresa's manager Rachel for review and approval. So now we're gonna go over as Rachel and we're going to look at this request that came in. So we click on her inbox and here we can see the requisition that just got routed to Rachel from Teresa. And one of the great things that are business process framework allows us to do is it allows us to create reports that can be embedded in RBPF or business process framework which allows us to make better approval decisions. For example, here we see the business assets that have already been assigned to Teresa. Now if you recall, she's requested into laptop so we can see how recently a laptop has been issued to her. Which is in 2017, so it seems reasonable that Teresa would go ahead and order a new laptop at this point, but this is the one of the great benefits of work that is being able to see this information at the time that you needed to make the appropriate decisions. We could also see how much off contract spend at trace has been spending in the last 12 months. We see a high dollar amount. It could be a red flag that we may need to go back and say, Hey, maybe you're not buying from a preferred supplier. Or making some other decision, but in this case everything looks good, so we're going to go ahead and approve this requisition. If additional approvals are roundings were necessary, this requisition would continue to be routed as needed. But in this case the requisition will just be routed or approved. And then at this point, what's going to happen is through our sourcing rules. This requisition will automatically be created as a purchase order of automatically be created and issued out to the supplier for the laptop item. So if we go in and look at this requisition in more detail. We cannot see here's heart laptop item and if we take a look here, we had a purchase order automatically created in. This was issued out to the supplier and as I mentioned earlier, remember that flash drive that we ordered instead of issuing a purchase order a stock request has been created from our inventory product to go ahead and pull this item out of the appropriate socking location. So there is an example of how the requester was able to order what they needed. They didn't need to know whether to whether something was in inventory, or whether something was going to be issued as a purchase order, and this just shows the ease that requesters have to request the goods and services they need. In an upcoming release, were going to further improve this experience to be on par with what we all experience in our personal lives. Creating a modern search and guidance process that balances ease and engagement with procurement control guidance in compliance to contracts. So now we're going to go back to our spend management dashboard and talk about this in a little bit more detail. Are reporting and analytics are real-time directly from the transactions and enable users to drill in based on the domain they are investigating. As an example, if they are interested in diving deeper into inventory. They can have a real-time dashboard configured for key inventory insights such as inventory balances and costs, expiring inventory and inventory returns and risks. Or, as most procurement organizations are keen to understand. How they're performing to kepis that are important to their program. Here you can see real time calculations of KPIs such as PO cycle, times per cent, contracts of percent of contracts, pen invoice, cycle time, etc. All with targets and warnings of current state compared to target, enabling clear transparency and identifying areas for improvement as the spend program continues to evolve. As you notice here we see the percent of spend contract is not quite where we want it to be. This tells us we have a decent amount of spend that is non peo based and not against preferred contract set up by strategic procurement and most likely spending more than we should, which is the opportunity to investigate further. I'm gonna go back to the spend management dashboard. And if we take a look here in the managed versus unmanaged span we see for example the janitorial supplies has a lot of unmanaged spend. We have the ability again to view the details to see all the invoices associated with this unmanaged spend. So here is an opportunity where we could possibly look at improving the manage spend by getting this spend on contract and we'll talk about that in a few more minutes as to how we can leverage Scout in order to help us. Do that. But in the mean time, let's go ahead and take a look at some of these invoices and take a look at how we can leverage our new supplier automated invoice processing to use OCR to bring in invoices from suppliers. So we are now on the supplier invoice work area and will showcase the power of our accounts payable work, you and how we're using machine learning to process invoices faster and more accurately and delivered analytics of key accounts payable kepis. So currently in our solution we can upload and scan invoices into. Work day through our OCR capabilities. Now we have invoices can come into work day through variety of channels. Edi an XML which are easily set up appan enabling a new supplier relationship access to the supplier portal where suppliers have it clean in logical interface to enter invoices in a compliant manner to send to their client and then finally our new intelligent invoice of CR processing. So currently you can upload invoices for OCR. In a batch process, but coming shortly, we will support the email ingestion of those invoices. I'm going to just go back to our overview here so we can see that currently we have 26 invoices that have come in that are pending submission in five that are pending approval. Work Day is using machine learning to read the invoice in, convert the invoice details into the invoice object and work day. We automatically create an internal representation representation of this external document. Note that our machine learning is not template based. This is a true learning algorithm that continues to get smarter as a process is more invoices. It's already been trained on millions of invoices from our customers. And most importantly, as more customers use the algorithm, it will continue to improve its accuracy. Putting our customers on a path to Touchless Invoice processing. We can now go to my work. You and we can see the invoices that are assigned to this user. So this user then can review their work, you and work the invoices as necessary. Will take a look at one of the invoices that came in through OCR. Since you were call again, we talked about how the janitorial services spend category, had a lot of unmanaged spend and here's an invoice that's come in that doesn't have a contract or purchase order associated to it. And if we look at the work you information, we can see that this was processed by OCR and it was assigned to Teresa and so this invoice has come in again. Through OCR has been scanned again, not template based. An invoice then has been automatically created. And assigned to Teresa. We also have the ability to view AP productivity metrics. Related to our invoicing. And as you'll be able to see, we can view things such as high priority invoices, which allows you to actually designate. For example, maybe invoices that have a discount payment terms that you want. In short, get processed quickly. You can create other tags on invoices, such as saying these are invoices that are associated to purchase orders. You're able to view the work that's being done by 8 each AP specialist. And you can see things such as the invoice turnover, days related to how long it takes from the invoice, date to the date received, date received to entry day, etc etc. So a lot of useful metrics here that are available. So now I'm going to go back again to talk about this janitorial service. Since we mentioned before. You know we have this unmanaged send that we really need to try to resolve. So here's where we're going to leverage the power of Scout to create a sourcing project and related sourcing event for these janitorial services. So now we're looking at Scout or FP and we can see our home page which shows our savings goals for the year and how we're progressing for those goals. And we also see a view of the current projects that are in process now. Scout has the ability to have what's called an intake, where you can easily create a project request to say I would like to have a project started for janitorial supplies, so it's very simple and very configurable to do that. Well, we're just gonna jump in now and take a look at an existing project for janitorial supplies. So let's take a look at this. So coming up will be the sourcing project that was created for the janitorial supplies. We see some project details here, just various information that you can select and again a lot of these fields are configurable for the customer, so you see project details, attachments and financial details were hoping to actually spend or save $600,000 through this sourcing project. You can select the suppliers that you think would be appropriate for being included in this sourcing project, and note that these suppliers can also include exposure of workdays suppliers that can be invited to participate in the sourcing project. So we allow integration to see the work they suppliers within scout. You can select things such as the milestones, like when you want to start this project when you want to finalize scope etc etc. And then ultimately the sourcing project can lead to an actual sourcing about. So here we see an example of a sourcing RFP that was created for the janitorial supplies, so we'll go ahead and take a look at that. And what we'll see is an RFP is created. And so again, we estimate the spend to be around one point 1,000,000 but with an ultimate savings of $600,000, we've invited five suppliers to participate in this RFP, of which four have submitted bids and again, those suppliers can be either workday suppliers or what we would call bitters in Scout. So we can go through and see the invited suppliers. Lots of opportunities here. There's a great messaging tool to allow great communication between the sourcing professional and the suppliers that are participating in the sourcing event. Let's go ahead now and just jump into compare bids. So again, as you see, we've had four bids that have come in on the sourcing event. And we can compare those bids that were received from suppliers and optionally we can choose to highlight just the differences in the responses. So if I Scroll down here, we can see some general terms and conditions and I can say highlight differences so that only the different responses are highlighted here, which allows me to narrow in on exactly what I need to see that's different between these bidders. You can then select award this event to one of the bidders and that award can create a contract and we plan to integrate the award from scout into work day. So the awarded contract will be created in work day and then the related spending, including our requisitions, purchase orders and invoices can be tracked against the contract. So just summarize, workday supports the end to end source to subtle process in one common environment, linking together the strategic with the transactional to enable organizations to meet their current and long-term savings and supplier performance goals. I hope that was a quick overview of our source Desautel capabilities. Now let me turn it back to Eric to rap things up. Wonderful, thanks Michelle. It just said just to quickly summarize, work day is feverishly engineering the next level of innovations in that process. What you just saw from Michelle is currently generally available solution with hundreds of customers currently using the capabilities today, pushing 1000 looks over 700 now, but we're not. We're not stopping there. We have an aggressive innovation plan over the course of this year and next where. As Michelle commented, one of the top priorities is simplicity, ease of use for all the different personas that are engaging in the process. Striving to bring in simpler look and feel more mobile capabilities, machine learning logic to help drive the next level of efficiency and decision-making. You'll see more advancements over the coming couple releases in that regard. Natural workspaces, natural work areas for different personas. You saw quite a bit about around the innovations were doing for the AP user and having a natural work area that enables them to manage their work delegate their work. Ultimately, get their work done quicker and more efficiently with the next level of innovations around machine learning and document conversion. That Michelle commented on. But again, we're not stopping there. More analytics were a big believer from the foundation of our platform in fueling analytics and insights throughout the process. Enabling real-time in context embedded analytics to help make the decision making even more efficient and effective. Whether or not it's in the approval work chain that Michelle highlighted. But as we move forward, it will be a lot of or in the area that Michelle certainly outlined. But in the more strategic area around supplier decisions around supplier choices around supplier negotiations, those innovations will continue and then finally choreographing the end to end process between strategic sourcing, supplier management and purchased a pay supplier on boarding and coordinating all the master data validation collection as well as the contract ING area. That Michelle quickly highlighted there to link contracts and take the best in class contracts that have been established for the strategic decision making and sourcing process and make sure those are actually enacted and used in here too in the PDP process and then tracking performance overtime. So a lot of great exciting innovations to come. We are as commented not not defining in designing these in a vacuum and we're not just getting started. We've got a lot of joint customers using. The strategic sourcing capabilities with work day key to P. These customers are advising and guiding us on this path. We think we thank them, but this is enabling us to develop an engineer. The right in time capabilities that are applicable to the market in order to offer to the new customers that are coming on board. We've had the great benefit of working with the scout team for the last two years, so. Uh, we really has the new one. Team engineering full source to pay together had the benefit of joint relationships. Shared culture teams already collaborating and working together, and now under the same same logo, that's going to continue to accelerate. So looking forward to share with you all. More of the innovations as they come to fruition over the course of this year and next. One other last thing before we open it up to Q&A, I see we got a good 15 minutes or so or 1010. Answer so that we can we can have for Q&A. We did want to obviously thank you for joining us. Obviously interesting times, so we really appreciate your time and attention remotely. I apologize if there's any noise in the background on my side working from home these days can cause some unintended consequences as we all as we all are probably experiencing. The thanks for that patients. We have more educational webinars like this coming over the course of this month. You can see a list of in here. A lot of them focused on Analytics. An planning around being a Better Business partner and supporting the different business partners. In planning and analysis, we do see some great relevance with procurement stakeholders in leveraging the work day planning capabilities and partnering with your other business partners. So I think some timely things they're to maybe partner with their finance stakeholders on and you see from the list of others that are largely focused on Planning Analytics coming coming later this month and early next. So please lookout for invitations or getting your peers to participate. With that said, we will go ahead and move it over to the Q&A time of this. This webinar, Ahmed, I believe you're going to help. Choreograph these these kewene. So maybe I'll invite you back to the call an we can take some of the audience questions. Yeah, absolutely. And thank you very much Eric and Michelle that was that was great content. Thank you for helping and deliver that one question, Eric, maybe you can help answer this. If you talked about workplace footprints and procure to pay and how was developed alongside financials, why is now the time for work day to venture into the broader source to pace PACE? Yeah, great question, thanks for that. What I would say is the work day. In working with our existing 700 plus customers that use our purchase to pay capabilities. We learn from those customers the those customers showed us the path that they were taking and are taking as the procurement function becomes more and more strategic as the procurement teams rise in importance. Oftentimes you know, rising up through back office functions, whether or not there buried in operations or sometimes real estate functions, we've seen oftentimes in somewhere in finance. And moving up to be reporting to if not appear to, the CFO. Those companies and organizations as a whole are realizing a strategic impact and broader accountability on the entire source to pay and supplier relationship process becomes paramount an the next level of innovation from a software and technology perspective was and continues to be expected of us and we are. We are striving to stay ahead and service those. Maturing companies in that regard. Great, thank you. And you know another another question. We got several questions just around integrations between the two solutions, so would you be able to summarize again it's available today? You know, especially on the supplier master front and you know what's being planned as well. Yeah, absolutely. I'll maybe start in Michelle. If I missed anything, feel free to jump in. So as as I said, just a minute ago work even. Partnering with scout for for couple years are venture team invested in them. We became very close in working with many of our joint customers that I profiled on that previous slide an have designed and prioritized that choreographed processes across the relevant activities that that that those customers and that history has taught us we. And because of that long relationship we've already begun. On Releasing some of the first levels of integration between the process in the solutions. The first is sharing of supplier master data, so joint work day and Scout customers will be able to experience. Right now it's live and being used. The ability for supplier master that is centralized between the two solutions. Enabling strategic sourcing. People that are in scouts to be able to. Uh, engage and consider suppliers that they both invited but they don't have a relationship with as well as suppliers that are existing relationships in the formal supplier master and be able to consider in leverage Bolt without duplicate data management activities. We have single sign-on between the solutions. Enable the strategic parties that are using sourcing within scout to navigate back and forth. You saw a little bit of that in the demo. We have interesting Lee already shared security access and security controls so that joint customers are able to take advantage of the hardened security exhibits and policies that work day has pioneered and put forth. And those standards are being met by scout. As we move forward, you'll see over the course of the next year, business processes that Michelle highlighted quickly were really prioritizing the on boarding process of new suppliers. So that has suppliers are invited to maybe engage in RF peas. Logically collecting more data on that supplier as maybe the contract is awarded to them and enabling them. The seamless capture of the next level of detail so that the process of getting suppliers validated and approved in your supplier master and all the Sox controls and. Auditing controls that are necessary before that suppliers added to the supplier master are all choreographed together to make that process more efficient, Michelle commented on contract integration so that when when you decide to award a contract exiting a supplier event, exiting a sourcing event within scout that those pricing turns and contract details will be synchronized in the work day. So a lot of really exciting things on the horizon, and we're not going to stop there. There's some other areas around supplier performance and Riskware coordinating transactional data. In a logical view for managing supplier performance and risk within the Scout Performance Management Module will be coming as well. To really have these solutions behave as one and sharing data back and forth so that it is. It is a natural integrated process end to end. Awesome, thank you and another one that we got really awesome demo of. Scout looks very easy to use, intuitive how quickly our customers typically able to get up and running with scout, especially those that are looking to. Maybe the you know basically there if it's a work day. Customer is looking at, you know implement or if it's email somebody new to work day and Scout that may be looking to pursue scout first. Yeah, wonderful question, and that's what we're so excited about being able to offer to the work day community is a solution that has proven to be up and running and use an events and projects with suppliers being kicked off in less than two weeks. The solution can be set up very quickly and configured very quickly based on the experiences that the scout team has with their 250 plus customers. Where projects have proven to be up and running and and savings being realized in very few weeks and then of course as the customer grows and matures. As I mentioned, there is modularity to all the functions across the sourcing process so that more advanced things that the customer may want to mature into around advanced decision making. Contract ING supplier performance. Those things can come in overtime as they. Experience great value in the in the foundational sourcing project. An ER fax capabilities that again can be up and running and proven to be in less than two weeks in some cases. Great thanks Eric, and could you also shed some light on, you know, just you know in terms of our plan, you know at what point will you know both systems be fully integrated. Information and scout can then be captured in work day as well. Yeah, they said it's it's a. It's a journey. As I said in the earlier question, we already have. Where multiple steps into that journey we have supplier master data being shared. We have certain business processes being choreographed together that our customers are prioritizing more will be happening this year. There is. There is never going to. I don't see an end there's. There's always innovative things that we're going to continue to be putting in place between the source of contract and the pita T process. And personally being in this business. Previous companies and servicing this market for over 20 years. This is the big opportunity that doesn't, quite frankly exist in the marketplace right now. There's a lot of silo solutions where integration and swivel chair processes an data issues. Are are running amok because of the the singular silo solutions that a lot of customers end up using work day. We have our eyes on truly illuminating those issues and silos and we have a great opportunity to do so. We are prioritizing the business processes that our customers are telling us they want solved, such as the ones I commented on before we got lots of ideas around advanced technologies and other innovative things that will continue to add value. In aligning that end to end supplier management process. Great thank you and we we also got several questions around OCR coming out of the demo so couple folks wanting to know you know was what was shown in supplier invoice automation. Is that available today and also on the email ingestion side? You know if there's a target date for the release of that as well. Yep, Michelle, maybe if you comment a bit on. On that, if you would mind if you're still there. Otherwise I can take a crack in it. No, absolutely so. We are currently in an early adopter phase of our intelligent invoice processing. We're continuing to build out the functionality including the email ingestion. So once the email ingestion piece is completed, we will then GA make the intelligent invoice processing generally available to our customers, because that's the one item that we've heard that is really critical for our customers to be able to gain. The maximum efficiencies that they want to gain through this. So in the mean time, again, we're continuing to train are. You know you can train our machine learning using the invoices from early adopter customers, continuing to build out functionality you've seen some of the other capabilities with the work use and KPIs and so forth, and so we're not publicly stating yet a date for GA, but again, it's just. It's going to be dependent on the email ingestion piece that were actively working on. Great. And I'm just looking through to some other questions here. A lot of folks also interested in mentioning mentioning single sign-on between the Scout and work day, and if any documentation will be made available to help configure that. Yeah, there there I'm not. I'm not entirely sure of that. The state of the documentation between the two, but we can certainly. Whoever asked that question. Let's let's get you in contact with your scout account manager and they can help put you in touch with the right support person for configuring SSO between Scout and work day that that is something that can be can be implemented today. I'm not personally sure the exact documentation, but we can if there is documentation on that specifics, we can get that to you, but the probably the quickest course of action is to get in touch with your representative on the scout side. And they can. They can bring the appropriate resources to bear. Sounds good, so I know that we are. We are at the top of the hour now and for any any questions that we did not yet, you will be sure to follow up with a couple of folks. But again, we really want to thank you for joining us and we hope you found today's session to be valuable and insightful. Again, please stay safe and healthy and be sure to tune into some of our upcoming webinars as well. So thanks again.
The procurement function has seen profound changes within the past decade. Today, procurement leaders are expected to be more strategic and contribute sustainable competitive advantage in areas such as sourcing and supplier management. Yet, many procurement organizations don't have the right foundation in place to meet the growing needs and expectations from the business. Join this session to learn how Workday is investing in the broader Source to Pay process to deliver the transformational capabilities needed to up-level procurement in strategic importance.
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