Abstract:
A computerized system and method of calculating a discount index value for a supplier can include receiving information related to a plurality of discount leverage factors for the supplier, calculating a discount index value for the supplier based on the information related to the discount leverage factors, receiving information related to an actual discount event for the supplier, recalculating the discount index value for the supplier based on the discount leverage factors and the information related to actual discount events, and displaying the discount index value for the supplier. The system and method can also include placing the discount index value on a discount index scale, defining a plurality of discount leverage regions on the discount index scale, and attributing a leverage value to the supplier based on the proximity of the discount index value to one of the discount leverage regions.

Description:
BACKGROUND OF THE INVENTION 
     1. Field of the Invention 
     Embodiments of the invention relate to the assessment of discount potential, and more particularly, to the assessment of discount potential from suppliers, to allow buyers to capitalize on the discount potential of vendor payment terms. 
     2. Description of the Related Art 
     In industry today, companies tend to use a large number of suppliers to provide goods and services that, in turn, allow the companies to provide the goods and/or services that they provide to their customers. 
     In the financial transactions between companies (buyers) and suppliers, special payment terms are often negotiated. These payment terms often include special pricing discounts, and/or discounts for early payment. 
     Companies have found that great economic gains can be obtained by negotiating beneficial payment terms with suppliers. Due to the different circumstances of different suppliers, however, greater negotiating potential may exist with certain suppliers over other suppliers. In addition, because a large company may deal with hundreds or thousands of suppliers, most companies only have time and resources to pursue negotiations with a small subset of their entire base of suppliers. 
     For these reasons, there is a need for an automated, quick and efficient manner of determining with which suppliers to pursue discount negotiations, and how aggressively to pursue those negotiations. 
     Accordingly, there exists a need in the art for improved systems and methods for assessing discount potential of suppliers. 
     SUMMARY OF THE INVENTION 
     Embodiments of the invention solve these and other needs by providing improved systems and methods for assessing discount potential. 
     Embodiments of the invention are directed to a computerized system and method of calculating a discount index value for a supplier and can include receiving information related to a plurality of discount leverage factors for the supplier, calculating a discount index value for the supplier based on the information related to the discount leverage factors, receiving information related to an actual discount event for the supplier, recalculating the discount index value for the supplier based on the discount leverage factors and the information related to actual discount events, and displaying the discount index value for the supplier. 
     The system and method can also include placing the discount index value on a discount index scale, defining a plurality of discount leverage regions on the discount index scale and attributing a leverage value to the supplier based on the proximity of the discount index value to one of the discount leverage regions. 
     The system and method can also include receiving information related to a plurality of discount leverage factors for each of the suppliers, calculating a discount index value for each of the suppliers based on the information related to the discount leverage factors, receiving information related to an actual discount event for each of the suppliers, and recalculating the discount index value for each of the supplier based on the discount leverage factors and the information related to actual discount events. 
     The discount leverage factors can include one or more of a supplier financial risk, a spend leverage, a cost of capital differential between supplier and buyer, a supplier Days Payable Outstanding (DPO)(the number of days, on average, a business takes to pay its accounts payable), supplier size, and supplier industry. 
     A computerized system in accordance with embodiments of the invention can include a transaction database, for storing information related to discount events, a supplier data database, for storing information related to supplier business information, a buyer supplier information data database, for storing buyer information related to suppliers, a buyer capital database, for storing information related to the buyer&#39;s cost of capital, a discount factor database, for receiving information from a transaction database, the supplier data database, the buyer supplier information data database, and the buyer capital database, a discount calculation module, for receiving information from the discount factor database and calculating discount index values for suppliers, and a display module for displaying the calculated index values. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       Objects and advantages of the invention will become apparent upon consideration of the following detailed description, taken in conjunction with the accompanying drawings, in which like reference characters refer to like parts throughout, and in which: 
         FIG. 1  is a flow diagram illustrating a method for calculating a discount index, in accordance with embodiments of the invention; 
         FIG. 2  is a high-level schematic diagram illustrating a system for calculating a discount index, in accordance with embodiments of the invention; 
         FIG. 3  is a chart illustrating several index factors, and their related descriptions, in accordance with embodiments of the invention; 
         FIG. 4  is a visual depiction of a discount index, in accordance with embodiments of the invention; and 
         FIG. 5  is a visual depiction of a discount index, including several exemplary discount programs, in accordance with embodiments of the invention. 
     
    
    
     It is to be understood that the above-mentioned drawing figures are provided solely to assist in describing the concepts of the present invention and may not be to scale, and are certainly not intended to be limiting in terms of the range of possible shapes and proportions well within the scope of embodiments of the invention. 
     DETAILED DESCRIPTION 
     Embodiments of the invention allow a company to understand where discounts can be realized across corporate spend categories, such as, for example, which suppliers, which pay groups and which spend categories can have realized discounts. 
     Embodiments also facilitate a company determining the relative rates at which discounts can be obtained in different categories, so that discount capture can be maximized. 
     These relative rates are calculated in view of discount leverage. As used herein, discount leverage is the relative power a company (buyer) has over a supplier in negotiating early payment and/or other discounts. By way of embodiments of the invention, this discount leverage and potential can be automatically and quantitatively determined, based on empirical data and correlation of past information related to discounts. 
     With reference to  FIG. 1 , there is shown a flow diagram illustrating a method  100  for calculating a discount index, in accordance with embodiments of the invention. 
     In accordance with the method  100 , first, in step S 102 , information related to discount leverage factors is received. Next, in step S 104 , a discount index is calculated based on the received discount leverage factors. In step S 106 , information from actual discount events is received. Next, in step S 108 , the discount index for a supplier is recalculated based on the original discount leverage factors, and the information from actual discount events. 
     Some or all of the steps can be performed in an automated manner by way of a microprocessor based device or devices, including one or more personal computers, servers, handheld devices, such as a personal digital assistants (PDA), wireless devices, and/or other devices now known, or later developed. 
     With reference to  FIG. 2 , there is shown a high-level schematic diagram illustrating a system  200  for calculating a discount index, in accordance with embodiments of the invention. 
     The system  200  can include a transaction database  204 , for storing information related to discount events, a supplier data database  202 , for storing information related to supplier business information, a buyer supplier information data database  208 , for storing buyer information related to suppliers, and a buyer capital database  210 , for storing information related to the buyer&#39;s cost of capital. 
     Typically, information from supplier data database  202  is obtained from third-party providers, such as are DUN &amp; BRADSTREET, as well as other aggregators of financial and business information. Information stored at transaction database  204  is obtained primarily from historical information regarding transactions and invoices related to a supplier. Typically, information from the buyer supplier information database  208  and buyer capital database  210  will be obtained and stored by the buyer. 
     A discount factor database  206 , receives and stores information from the transaction database  204 , the supplier data database  202 , the buyer supplier information data database  208 , and the buyer capital database  210 . 
     A discount calculation module  212  receives information from the discount factor database  206 , and calculates discount index values for suppliers. A display module  214  displays the calculated index values from the discount calculation module  212 . The index values, and other values, can be displayed in a concrete, tangible and useful format, as is known to those of skill in the art. The values can be displayed on, by way of non-limiting example, on a video monitor, or as part of a paper printout, as well as in other manners now known, or later developed. 
     Personnel at, for example, an accounts payable department of the buyer, can use the calculated index values for suppliers to selectively and efficiently negotiate beneficial terms with suppliers. 
     In addition to display module  214 , information from the discount calculation module  212  can also be sent to one or more of a pay now module  216 , a supplier discount select module  218 , and a vendor negotiation module  220 , each of which facilitate the selection of payment terms. The pay now module  216  can provide for an invoice that includes a “pay now” option, with specific payment terms listed in accordance with an immediate and quick payment. The discount select module  218  can alert a supplier when an invoice has been approved, and then provide several sets of payment terms from which the supplier can choose to be paid. The vendor negotiation module  220  facilitates a back and forth negation of payment terms, based on the output of the discount calculation module  212 . Discount data related to the output of the discount calculation module is fed back to the transaction database  204 , so that historical information can be used to revise or modify (i.e., tune) the discount calculations. In some embodiments, such revision can include statistical analysis methods, as known to those of skill in the art. 
     Each of the pay now module  216 , supplier discount select module  218  and the vendor negotiation module  220  can include a computerized system, including a microprocessor, a display device, a data input device, and a memory storage device. Each of the pay now module  216 , supplier discount select module  218  and the vendor negotiation module  220  can display pertinent discount information, as described above, to a supplier and/or buyer, and allow for certain selections of discount term information by a supplier and/or buyer. Discount information generated from discount calculation module  212 , as well as addition discount selection information, can be stored by the pay now module  216 , supplier discount select module  218  and the vendor negotiation module  220 , and transmitted between a supplier and a buyer. 
     System  200  can also contain forecasting module  222 . Forecasting module  222  receives discount information from discount calculation module  212 . Discount forecasting module  222  can also receive historical and real time economic data, such a foreign and domestic financial data, trading information, and business sector information. By correlating this information with information from discount factor database  206 , forecasting module  222  can forecast future discount levels to facilitate the financial planning of the buyer. In some embodiments, forecasting module  222  can use statistical forecasting techniques, as are known to those of skill in the art. Armed with information related to future discounts, a buyer can make better use of its resources than a buyer with just current discount information. 
     With reference to  FIG. 3 , there is shown a chart  300  illustrating several index factors, and their related descriptions, in accordance with embodiments of the invention. 
     Chart  300  depicts various index factors  302 , and their relevant descriptions  304 . The index factors can include supplier financial risk, spend leverage, the cost of capital differential between the supplier and the buyer, the supplier DPO, the supplier size, and the industry that the supplier is in. 
     Each of these index factors has relevance to the relative negotiating postures of the buyer and the supplier. For example, with supplier financial risk, the higher the financial risk score, the higher the likelihood the company needs cash and the higher the likelihood of discount leverage. With regard to spend leverage, the higher the buyer&#39;s spend is as a percentage of supplier revenue, the higher the likelihood of discount leverage. 
     With regard to the cost of capital differential between the supplier and the buyer, the bigger the difference in cost of funds between the buyer and supplier, the higher the likelihood of discount leverage. As for the supplier DPO, the longer the actual time to pay the supplier, the higher the likelihood of discount leverage. In many cases, the actual DPO may be longer than the negotiated term. With regard to supplier size, the smaller the supplier in terms of revenue, the more likely the discount leverage. And finally, with regard to the specific industry of the supplier, the more cash poor and cyclical the industry, the higher the likelihood of discount leverage. 
     The discount leverage index value (DLIV) can be calculated by way of a discount leverage index function. An exemplary function can be:
 
DLIV= f (SERscore,SpendLeverage,SupplierSize,SupplierDPO,Industry)
 
     Where: 
     SERscore is the Dun &amp; Bradstreet (D&amp;B) score that assesses financial stress; 
     SpendLeverage is the buyer&#39;s spend as a percentage of supplier revenue; 
     SupplierSize is the annual revenue of the supplier; 
     SupplierDPO is the disburser&#39;s average time to pay the supplier; and 
     Industry is the supplier&#39;s industry, categorized based on, for example, industry SIC (Standard Industrial Classification) or NAICS (North American Industry Classification System) code. In some embodiments, the variables can be equally weighted. In other embodiments, different variables can have different weights, based on a perceived value, as a matter of application specific design choice. 
     With reference to  FIG. 4 , there is shown a visual depiction of a discount index  400 , in accordance with embodiments of the invention. The index  400  is divided into a number of segments  402  on a scale. The scale ranges from lowest leverage to highest leverage. 
     By way of non-limiting example, a large medical device supplier with a low SERscore, a low SpendLeverage, and 30 day SupplierDPO might have a discount leverage index value of 2. A small maintenance supplier with a high SERscore, a high SpendLeverage, and 75 day SupplierDPO might have a discount leverage index value of 9. Similarly, a laboratory services supplier with a medium SERscore, high SpendLeverage and 45 day Supplier DPO might have a discount leverage index value of 5. These values would then be used to guide the buyer as to with which organizations to pursue discounts, and at what levels. 
     With reference to  FIG. 5 , there is shown a visual depiction of a discount index  500 , including several exemplary discount programs, in accordance with embodiments of the invention. As with index  400  discussed above, the index  500  is divided into a number of segments  502  on a scale. The scale ranges from lowest leverage to highest leverage. Different discount programs can be assigned to ranges within the index scale, with the most aggressive discounts being sought for the suppliers in the highest discount leverage categories. 
     Exemplary discount programs can include a conservative 18% APR 1% 10 Net 30 for suppliers over which the company has the lowest leverage, a moderate 36% APR 2% 10 Net 30 for suppliers over which the company has moderate leverage, and an aggressive 43% APR 3% 5 Net 30 for suppliers over which the company has the highest amount of leverage. As is known to those of skill in the art, a discount program of 18% APR 1% 10 Net 30, signifies a payment arrangement where full payment is required if the buyer pays in 30 days, but a 1% discount is given if the buyer pays in 10 days. The 18% signifies the Annual Percentage Rate for the terms, which is the periodic rate times the number of periods in a year. 
     Thus, by way of embodiments of the invention, a discount leverage index can be developed that can help buying companies or organizations better understand potential discounts across their corporate spend. The companies&#39; resources can then be efficiently deployed to generate cost savings through targeted negotiations of discount rates from suppliers. 
     In certain embodiments of the invention, all of the steps of the method can be performed by a computer, or computerized system, as described above. In alternative embodiments, one or more of the steps can be performed manually, by a person. 
     In alternate embodiments of the methods described herein, additional steps may be added, certain steps may be excluded, certain steps may be performed multiple times, and/or the steps may be performed in a different order and/or simultaneously. 
     One skilled in the art will appreciate that the invention can be practiced by other than the described embodiments, which are presented for purposes of illustration and not by way of limitation. Various arrangements of the described embodiments can be made by those skilled in the art without departing from the spirit and scope of the present invention, which is limited only by the claims that follow.