EBP Overview

Jrgen Weiss and Philipp Kehrer
Product Manager
SAP AG
SAP AG 2001 Product Management GBU Financials

Contents
1 Why EBPP?
2 EBPP Models
3 EBPP as Part of the FSCM
4 SAPs EBPP Solution
5 SAPs EBPP Solution Technical Detail
6 Roadmap
7 Summary

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

The Paper-less Office?
Alternative Billing Methods of the 80 Largest Billers

in the US
EBPP Direct Debit
5% 3%
EDI
13%
CD-ROM
3%
Disk
3% Paper Only
71%
Tape
2%
Source: PSI Global

Number of Electronic Bills Worldwide
70 bio.
60 bio.
50 bio.
Bills per year
40 bio.
30 bio.
20 bio.
10 bio.
0 bio.
2000 2001 2002 2003 2004
Assumptions # Bus Bills / US

Number of business bills in the US is estimated to be 12 billion/year source: Gartner # Bus Bills / WW
Group
# eBills / WW
Global market is estimated to be 4 times that large
Overall growth of number of electronic bills is estimated to be 10%/year
Proportion of electronic bills climbs from 1% in 2000 to 14% in 2004 source: IDC 2000
Worldwide EBPP Transaction Volume
World Europe*
Europe UK
Germany
31,72% 8,64% 7,18%
Italy
6,13%
North America
54,41%
France Sweden
7,32% 0,98%
Asia
13,87% Norway Denmark Finland
0,42% 0,49% 0,56%
* percentage of ww figures
Worldwide 144 billion transactions
Source: IBM Corp./Dove Assoc. 1999

EBPP versus Traditional Billing
Traditional Billing:
Billing:
Create Print Send Sort

Create Print Enclose Send Search Post Recon-
Paym. Paym. Paym. Dunning Bank
Bill Bill Bill Bill Bill Paym. sile A/R
Remind. Remind. Remind. Statem.
Biller
Receive Enter Check Dispute Payment Archive

Bill Bill in FI Bill Bill Order Bill
Payer
Electronic Bill Presentment and Payment:

Payment:
Create Send
Create Send Reconsile
Paym. Paym. Dunning
Bill Bill A/R
Remind. Remind
Biller
Receive/
Check Dispute Payment Archive
Down-
Bill Bill Order Bill
load Bill
Payer

Costs of Paper-Based Value Chains in the US
$0.35-0.75 $0.25-0.60 $0.05-0.12 $0.20-0.60
Bill Consumer Receiving

Sending
Creation Payment Payment
Creating bill file Postage Debit/Credit Envelop Burst

Printing Settlements Scanning
Enclosure Posting
Customer Service
Savings potential: Savings potential: Savings potential: Savings potential:

$b 7-15* $b 5-12* $b 1-2 $b 4-12*
* based on roughly 20 billion bills annually in the US
Source: PSW3/DMR

Cost Savings For Billers...
Traditional
EBPP
(Comparisons, not implied costs)
$ 12.00
$ 10,76
$ 10.00
$ 8.00 $ 7,17
$ 6.00
$ 4.00
$ 2,30
$ 2.00 $ 1,45
$ 1,12
$ 0,56
Cost of sending invoice Cost of processing payment Cost of dispute

Source: Celent Communications
...And Payers
Traditional
EBPP
$ 12,07 (Comparisons, not implied costs)
$ 12.00
$ 10.00
$ 8.00 $ 7,17
$ 6,67
$ 6.00
$ 4.00
$ 2,67
$ 2.00 $ 1,73
$ 0,17
Cost of processing invoice Cost of sending payment Cost of dispute

Source: Celent Communications
EBPP - Advantages for Billers
Reduce billing transaction costs

costs per invoice sent via post: up to 15 *
cost savings for invoices sent over the Internet: up to 70% for biller**
Improve payment and exception processing

Improve your cash flow (reduced float/reduced days sale outstanding)
Shorten the time for customer to review and pay bills (= better dispute
management)
Profit from more accurate cash management
Improvement management of credit exposure by trading partner
Integrate data into A/R, eliminating re-keying of information
Integrate EBPP with additional processes, for example, payment reminders,
dunning
Optimize invoice changes (partial payments of collective bills)
Enable non-EDI customers to trade electronically
Discharge of (proprietary) EDIfact messages
Profit from increased customer loyality (maintaining a customer is 5 times
cheaper than to gain a new one***)
Obtain a competitive advantage by attractive service offering * source: Datamonitor 1999
** source: Ovum
Use one-to-one marketing capabilities *** source: Forrester Research

EBPP - Advantages for Buyers
Streamline your invoice processing workflow with electronic remote
routing and access control (= cost reduction)
Control the timing of payments and management of outbound cash-flow
Profit from more accurate cash management
Take advantage of discount terms
Initiate payment deduction requests on-line
Integrate invoices into A/P electronically, eliminating re-keying of data
Reduce accounting errors
Facilitate electronic payments
Enable non-EDI companies to trade electronically
Aggregate vendor relationships through one payment web site
Data analysis capabilities
No archiving of invoices necessary
Easy, comfortable 24x7 access from anywhere (B2C)
Potential integration in PFM software (B2C)

EBPP - Advantages for CSPs/Private Exchanges
Basis for additional services
New revenue streams
Full integration offer
Cross-selling opportunities
Stickiness of participants
Key competitive differentiator (Financial Supply Chain offer)

More (And Smaller) Billers Will Deploy EBPP
Billers Deploying EBPP (US)
9000
8000
Number of billers
7000
6000
Low -volume
5000
Medium-volume
4000
3000 High-volume
2000
1000
0
2000 2001 2002 2003 2004
High-volume: > 1 mio. bills p.a.

Medium-volume: >100.000 - 1 mio. bills p.a. Source: Datamonitor, 2000
Low-volume: < 100.000 bills p.a.

Distribution of Cost Savings
Others
13% Faster collection
25%
Automatic
Processing
6%
Fewer returns
15%
Less work
41%
Source: Gartner 1999

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

EBPP Models
Biller Direct
Invoice/Push Model (E-mail notification)
Biller 1 Invoice/Pull Model
Customer
Thick Consolidation
Invoice (all data) Push Model

Biller 1
Consolidator Customer
Invoice (all data) Pull Model
Biller 2
Thin Consolidation
Invoice details & marketing data
Invoice (overview) Push Model

Biller 1
Invoice (overview) Pull Model
Biller 2

Biller Direct Model (s)
1. Purchase is Made & Order is Fulfilled and Shipped
2. Invoice
Biller 3. Access/Payment Authorization Customer
4a. Payment 4b. Payment

Order File Order &
6. Bank Statement & 6. Bank Remittance
Remittance Detail File Statement Detail File
5a. Buyer Authorized Debit

Billers Bank Customers Bank
(Biller Payment Provider) 5b. Buyer Initiated Credit (Customer Payment Provider)

Roles in the Consolidator Model (s)
Clearing

(Biller Payment Provider) (Customer Payment Provider)
Open Biller Consolidator Customer

Consolidator Model Service and/or Service
Provider Switch Provider
Biller Customer
BSP Biller
Consolidator Model Service
(sender-oriented) Provider
Biller Customer
CSP Customer
Consolidator Model Service
(receiver-oriented) Provider
Biller Customer
Proprietary Consolidator
Consolidator Model and/or
Switch
Biller Customer

B2B: Biller Service Provider Model
Billers Bank 5. Buyer Authorized Customers Bank

(Biller Payment Provider) Debit (Customer Payment Provider)
6b. Bank 4. Payment 6a. Bank

statement Order statement
1. Invoice File
BSP Biller 2. Access/Payment
Consolidator Model 3. Remittance
Service Authorization
(sender-oriented) Detail File Provider
Biller Customer
Other Billers Other Customers

B2B: Customer Service Provider Model
1b. Purchase Order 1a. Purchase Order

2a. Shipping Notif. 2b. Shipping Notif.
E-Market/
3a. Invoice File Buyer ASP 3b. Invoice
4c. Payment & Remit. Detail 4a. Payment Order
Seller Buyer
4b. Payment
6a. Bank Order 6b. Bank
statement statement
Other Sellers Other Buyers
E-Markets
5a. Buyer Initiated Credit Payment 5b. Buyer Authorized Debit
Gateway
(Biller Payment Provider) (Customer Payment Provider)

Valuation of EBPP Models
Direct Biller:
+ Lower transaction costs
+ Suitable for large billers (min. 1 mio. invoices p.a.)
+ Control of invoice layout
+ Control of data access
+ Data analysis and reporting capabilities
Higher implementation and maintenance costs
Customers need to visit different web sites to see their bills
(Thick) Consolidator:
+ Implementation and hosting done by consolidator
+ Outsourcing of accounting possible
+ Lower transaction costs
+ One central invoice repository for customers
Sensitive data is transferred to consolidator
No direct customer access
Potential liquidity disadvantage
Consolidators: Three Times More Than Biller Direct
EBPP Growth of Different Models (US)
3000
Number of bills (mio.)
2500
Portals/others
2000
Consolidators/BSPs
1500 PFMS
Bank CSPs
1000
Biller Direct
500
0
2000 2001 2002 2003 2004
Source: Datamonitor, 2000

The Role of Banks
Banks can act as both CSP and BSP as well as billers contributing
their own bills for payment
Banks are in favour of the consolidator model because...
...they want to own the customer interface

...they see a clear cross selling potential
...they want to gain a competitive edge over other banks
...they want lower transaction costs

Banks Could Be EBPP Leaders in B2C...
Where do you want to see your online bills?
Portal AOL
7% 13%
PFM
37%
Bank Broker
42% 1%
Source: Jupiter Communications 1999

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

Financial Supply Chain
external internal
Substitute
information for
working capital ! Reduce corporate cash positions
Bank Orbian Inhouse through improved treasury and
financing services
Financial Supply Chain

Cash Flow
Customer Flow of goods and services Supplier
Business Supply Chain
Reduce local cash Inventory Reduce DSO

positions through a through EBPP or
central payment Dispute Management
factory

Financial Operations and Financial Supply Chain
mySAP Financials Financial

Operations
Financial
Financial Supply
Supply Chain
Chain Management
Management
EBPP
EBPP
Dispute
Dispute Management
Management
Credit
Credit Management
Management
Bank
Bank
Relationship
Relationship ........
........
Third party services

Mgt.
Mgt.
Inhouse
Inhouse
open interfaces
AP Cash Orbian
Orbian
BL Cash
Cash Cash
AR TM Management
Management
CA CFM
CFM

Dispute Management
SAP System: Dispute Web Portal: Customer:

(Web App. Server)
Management: - Web Browser
- FI-AR or CA
- Information Hub
- Register with
- RM-CA reason codes
- Account View
- CRM/SD - Single business
case of Dispute Mgt.
- Call Center

Credit Management
Sales Channels:
1. Market Places
2. Company Portales Order Handling
3. Direct Sales
4. ....
Credit Check
Credit Management:
One central Credit-Linit for
all sales channels
Link to third party services
Customer Contact via EBPP
Direct contact to the customer For example: Credit Rating
EBPP-Portale Third party service

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

EBPP Models
Biller Direct
Customer
Thick Consolidation
Invoice (all data) Push Model

Biller 1
InitialConsolidator
development Customer
Biller 2
Invoice (all data) focus! Pull Model
Thin Consolidation
Invoice (overview) Push Model

Biller 1
Invoice (overview) Pull Model
Biller 2

EBPP: Supported Functions
SAPs EBPP Solution
Bill
Overview mySAP
Credits
Financials
Offset Overview
Integration
Credits With Bill Detail
Open items Dispute mySAP.com
Message Integration
E-mail Payment Flexible
Notification History Layout
Partial Credit Card
Payments Direct Support
Debit Support

EBPP Demo: B2C Scenario
Business Benefits Business Benefits
Streamline invoice Reduce time between

processing workflow customer review and
payment
Control timing of
payments and Increased profit through
management of increased customer loyalty
outbound cash-flow
Profit from more Reduce billing transaction

accurate cash costs
management
Integrate invoices into Improve payment and

A/P electronically, exception processing
eliminating re-keying of
data Improve cash flow
(reduced float /reduced
days sale outstanding)
Reduce accounting
Integrate data into A/R,
errors
eliminating re-keying of
information
Enable non-EDI cos to
trade electronically Discharge of (proprietary)
EDIfact messages
Easy, 24x7 access from
anywhere
Profit from increased
customer loyalty

Buyer Creates Purchase Order
Customer
creates a
purchase order
using the
Internet Sales
Service of their
supplier
PC4BIZ

Supplier Delivers Goods and Creates Invoice
Supplier
receives the
customers
order
The order from
the Internet can
be processed
directly in R/3
The goods are

delivered and
an invoice
created

Buyer Receives E-Mail
Customer
receives e-mail
containing an
Internet link
that provides
access to the
EBPP B2C
scenario

Buyer Checks Bills
Customers can
see all of their
invoices in the
Internet
It is possible to
display the
orders for each
invoice

Buyer Authorizes Payments
Customer can
authorize
payment by
credit card or
direct debit
Credit memos
can be used for
payment

Supplier Receives Payment
The supplier
receives the
information
about the
payment
authorization in
the R/3 system
real time

EBPP Demo: B2B Scenario (Clear Open Items)
Value Business Business Value

Potentials Benefits Benefits Potentials
Getting Misunder-
information for standings with
Up to 10%* Up to 30%*
the clearing vendors are
process is avoided
quick and easy
Dunning
Less time spent notices from
Up to 20%* Up to 25%*
contacting vendors are
customers avoided
Reduction in Information
Up to 25%*
telephone and about whether
postal costs or not the Up to 10%*
vendor has
Clear and received the
precise payment
Up to 10%*
information
received from
customers
Source:
* Discussions with customers

EBPP Demo: B2B Scenario (Reporting for External
Business Partners)
Customer gets Real-time
reports directly information
Up to 5%* via the Internet about accounts Up to 10%*
and so with the vendor
resources are
saved
Ability to
Reduced costs change layout
Up to 20%* for sending of the reports Up to 5%*
reports to the to suit own
customer requirements
Ability to
analyze the
Customer balance in the Up to 5%*
Up to 5%* provided with vendor's
up-to-date system
information
Reports can be
obtained
without
Up to 10%*
needing to call
and ask the
Source:
vendor

EBPP Demo: B2B Scenario (Change Master Data)

Customer gets Easy to use,
information on quick, and clear
Up to 5%* new master information on Up to 5%*
data quickly new master
and easily data
Reduced costs Can automate
Up to 50%* for sending transfer of
letters with new vendor new
master data master data by Up to 20%*
copying to the
No R/3 System R/3 System

required, no
need to have
the same Can
release as the automatically
customer receive
changes from Up to 10%*
vendors who
Source:
do not have the

same system

Vendor Contacts Customer
Vendor is
unable to
assign
payments from
customer to
receivables in
AR Accounting,
or needs further
information
Vendor sends
an e-mail
requesting that
the customer
provides details
of assignment

Customer Receives e-Mail
Customer
receives e-mail
containing an
Internet link
that provides
access to the
EBPP B2B
scenario
Collaborative
Account
Statement

Access to SAP System: Log On
Customer logs
on to the EBPP
B2B scenario
Collaborative
Account
Statement
Vendor defines
which accounts
the customer
has access to

EBPP B2B Scenario: Collaborative Account Statement
Customer has
an overview of
the open items
and can carry
out assignment
Customer can
display the
master data and
change it
Customer can
display
balances and
give the balance
confirmation

Open Items (Assignment of Items)
Customer has
an overview of
his account,
including all
payments made
and all open
items
Customer
carries out
assignment
(possibly with
notes)

Payment Advice
Customer has
an overview of
the assignments
made
Customer can
add further
notes to his
assignments

Balance and Sales Volume
Customer has
an overview of
the balances,
sales volume,
and line items
Customer can
download this
information into
Excel

Balance Confirmation
Customer has
an overview of
the balances
and can confirm
the balance
online
Customer can
download this
information into
Excel

Master Data
Customer has
an overview of
his master data
and bank data
Customer can
change this data
and send it
back to the
vendor online

Vendor: Verification of the Customer Information
Accountant
receives
notification via
workflow
Accountant
checks
customers
assignment and
clears open
items

Main Benefits Of SAPs Solution
Electronic Account Presentment and Payment

more than just bill presentment
complete view of contract /customer account
view contains open items and credits
customers are able to set off credits agains open items
Fully integrated in SAP Financials and other SAP components

(e.g. CRM Billing Engine)
Extended functionality offered

(dispute management, CRM profiling, etc.)
Scalable and proven architecture

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

Architecture Of SAPs EBPP Solution (Overview)
Company Network
F F Web Application Server* SAP Application

i i Server
r r
Web
e e JCO SAP Backend
Browser Server
w w SAP EBPP RFC (FI-AR/CA)
S a S a Frontend
S l S l (Java)
l l Display Open Items
L L
+ + Billing details
and assignment
H H of open items
T T
T T
P P Billing Application
S S (e.g. SD, CRM
Billing)
* e.g. Tomcat Servlet Engine, IBM Websphere, BEA Weblogic...

Architecture Of SAPs EBPP Solution (Details)
Action Forms Action Classes

Bank: - add new
bank
Bk.Code: Bank: - pay bill
....
Bk.Code: - success Struts Framework
/ failure
HTML Form
HTTP Request
Browser
HTTP Response
use of
BO bank
- attributes Struts-config.xml
BO bill
- attributes Java Beans
makes use of
JSP
Class
Files
Key value pairs SAP Java Connector (JCO)
BO bank BO bill SAP Backend (FI-CA or FI-AR)

- attributes
Model View Controller (MVC)
MVC is a generic design pattern

MVC decouples interface from business logic and data
MVC divides the application into three parts:
a central c ontroller reacts to the user input. It
creates and sets the model and delegates requests to
a handler
the handler is connected to an appropriate m odel
and acts as an interface between request and
model. The model contains the core of the
applications functionality and encapsulates the
state of an application.
the control is handed via the controller back to
the appropriate v iew which creates the user
interface

Struts Framework (Overview)
Dispatch Business
Controller
(Servlet) 2 Logic
Event (Action)
HTTP Request
1
Client Struts-config.xml
(Browser) Forward
4 3
Update 6
HTTP Response
View Model
(JSP) 5 (Application
State)
Get
<Tag>
Source: IBM
SAP Java Connector: Architecture
Java applications only use

Jcos Java API JAVA Application
Pluggable JCO Middleware JCO Java API

Implementations
Middleware Interface
RFC Middleware uses classical
SOAP Middleware RFC Middleware
RFC library 4.6D through Java
Native Interface (JNI) layer JNI Layer
Future middleware RFC Library

HTTP
implementation based on
HTTP/SOAP protocol RFC
HTTP Port RFC
SAP System

J2EE
Java 2 Enterprise Edition
Development platform for enterprise applications
J2EE Ingredients:
Design and programming model to create multi-tier applications
Platform (APIs and XML-based configuration tools)
Reference implementation (application server which demonstrates
J2EE capabilities)
Test suite (to test compatibility of components with J2EE platform)
J2EE characteristics:
distributed applications based on Java
components architecture
embedded in internet technology
includes several programming paradigms (e.g. Client-Server, 3-tier
architecture...)

Java Server Pages
JSP are a variant of servlets

Servlets are Java programs which are executed on a server
JSPs are scripts (Java commands) embedded in HTML which are
executed on a server as well
During runtime JSPs are translated into servlets and executed

automatically
JSPs have access to the entire servlet API (for session

management)
Benefits of JSPs:
Separation of design and business logic
Java servlets can be displayed as HTML pages

From JSPs to Servlets to HTML Pages
.java file .class file

JSP file
pre-processed servlet code compiled servlet
processed
HTML
page

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

Roadmap EBPP
Release 3.0
(B2C/B2B: GA)
Release 2.0
(B2C: GA/B2B: CA)
Release 1.0
(B2C/B2B: CA)
Demo Version
(B2C: Charter Cl.)
Q II 2001 Q IV 2001 Q II 2002 Q IV 2002
FI-CA Backend FI-CA and FI-AR Backend

Contents
1 Why EBPP?
2 EBPP Models
6 Roadmap
7 Summary

EBPP Enables Collaborative E-Commerce
Significant reduction of billing and payment transaction costs
Improved cash flow projections
Cost savings
CRM Enhancement
Simplification of payment, settlement and reconciliation

processes
Reduction of float
Increased customer loyalty
Huge cross and up selling potential
Better Customer Relationship Management

What Analysts Say
The new functionality will help streamline finance

business processes that for decades have been internal
and based entirely in the back office... SAP will break up
a monolithic R/3 backbone into a series of components...
SAP is serious about developing sell-side and marketplace
functionality in financial settlement and billing.
AMR, 2001

More Information
INTERNET: WWW.SAP.COM or SAPNet
ALIAS: FSCM or EBPP
Link: EBPP
Product Manager: Juergen Weiss and Philipp Kehrer

Copyright 2001 SAP AG. All rights reserved
No part of this publication may be reproduced or transmitted in any form or for any purpose without
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notice.
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Jrgen Weiss and Philipp Kehrer

SAP AG 2001 Product Management GBU Financials

3 EBPP as Part of the FSCM

4 SAPs EBPP Solution

5 SAPs EBPP Solution Technical Detail

SAP AG 2001 Product Management GBU Financials

3 EBPP as Part of the FSCM

4 SAPs EBPP Solution

5 SAPs EBPP Solution Technical Detail

SAP AG 2001 Product Management GBU Financials

Alternative Billing Methods of the 80 Largest Billers

Source: PSI Global

SAP AG 2001 Product Management GBU Financials

Assumptions # Bus Bills / US

SAP AG 2001 Product Management GBU Financials

Create Print Send Sort

Receive Enter Check Dispute Payment Archive

Electronic Bill Presentment and Payment:

SAP AG 2001 Product Management GBU Financials

$0.35-0.75 $0.25-0.60 $0.05-0.12 $0.20-0.60

Bill Consumer Receiving

Creating bill file Postage Debit/Credit Envelop Burst

Savings potential: Savings potential: Savings potential: Savings potential:

* based on roughly 20 billion bills annually in the US

SAP AG 2001 Product Management GBU Financials

Cost of sending invoice Cost of processing payment Cost of dispute

Cost of processing invoice Cost of sending payment Cost of dispute

Reduce billing transaction costs

Improve payment and exception processing

SAP AG 2001 Product Management GBU Financials

SAP AG 2001 Product Management GBU Financials

Basis for additional services

New revenue streams

Full integration offer

Key competitive differentiator (Financial Supply Chain offer)

SAP AG 2001 Product Management GBU Financials

Billers Deploying EBPP (US)

High-volume: > 1 mio. bills p.a.

SAP AG 2001 Product Management GBU Financials

SAP AG 2001 Product Management GBU Financials

3 EBPP as Part of the FSCM

4 SAPs EBPP Solution

5 SAPs EBPP Solution Technical Detail

SAP AG 2001 Product Management GBU Financials

Invoice (all data) Push Model

Invoice (overview) Push Model

SAP AG 2001 Product Management GBU Financials

1. Purchase is Made & Order is Fulfilled and Shipped

4a. Payment 4b. Payment

5a. Buyer Authorized Debit

SAP AG 2001 Product Management GBU Financials

Billers Bank Customers Bank

Open Biller Consolidator Customer

SAP AG 2001 Product Management GBU Financials

Billers Bank 5. Buyer Authorized Customers Bank

6b. Bank 4. Payment 6a. Bank

Other Billers Other Customers

SAP AG 2001 Product Management GBU Financials

1b. Purchase Order 1a. Purchase Order

SAP AG 2001 Product Management GBU Financials

EBPP Growth of Different Models (US)

Source: Datamonitor, 2000

SAP AG 2001 Product Management GBU Financials

Banks are in favour of the consolidator model because...