"It's nice when the software does what you expect."

Researching a new ap automation system 

At Ballast Nedam, the IT landscape has changed considerably in recent years. For example, the number of ERP systems was significantly reduced from seven to one. Around the same time, it became clear that the old accounts payable (AP) system was reaching the end of its lifespan. Therefore, the traditional Amsterdam construction company decided to look for an alternative that would better suit their needs and requirements.

"Basware's solution had changed so much in the meantime that we decided to take a fresh look at all the players in the market. Thanks to this thorough market orientation, we were reaffirmed in our choice of Basware," said Rob Kathmann, ICT Director at Ballast Nedam. 

When selecting an implementation partner, the pricing model was an important element for Ballast Nedam. The involvement of ICreative, from sales to technical staff, was also decisive for their choice. Kathmann confirms, "At ICreative, moreover, we saw commitment from all employees involved." 

Implementation completed within deadline and budget

Gerard Vermeulen, ICT Consultant at Ballast Nedam and responsible for the implementation of the AP system, adds, "ICreative had been running with us for a while. That's an advantage, because then you know what you have on each other." 

Immediately after the decision, a joint steering committee was appointed. Both parties put joint effort into development, testing and configuration. Progress and issues were discussed and handled through the steering committee, respectively. 

During the implementation of the new software, there were positive comments about ICreative's technical consultants. For example, there was a quick response in case of complicated issues. Vermeulen: "ICreative provided very good technical consultants, which ensured that the implementation was completed on time and within budget."

 Instead, Snijder stresses the importance of cooperation during implementation. According to her, a joint steering committee was the main reason why the project stayed within the set deadlines and budgets. "The joint steering committee prevented possible ambiguities and escalations. Furthermore, both parties remained critical of their own organization and contribution to the implementation," said Snijder. 

Future plans and objectives 

Because Ballast Nedam works primarily on a project basis, there is a lot of dynamism in the procurement process. On average, the construction company works with 9,500 suppliers. Some 3,000 suppliers are added and a similar number left every year.

After implementing the new AP system, Ballast Nedam processes about 200,000 incoming invoices per year. In the Netherlands, about 150 finance professionals use Basware 's software and 1,200 people are involved in the authorization process. "We see opportunities for rollout to business units abroad in the near future," says Vermeulen. 

Changing role of ICT management 

 The use of a SaaS solution affects the role of ICT management within an organization. This trend was noted by Gerard Vermeulen, who stated that the role of ICT management becomes smaller after the implementation of a SaaS solution. "There is a new tension between what you could handle yourself in the past and what you can do now," Vermeulen said. 

Another notable change is the introduction of automatic, monthly updates. "You know what to expect and the fact that it's error-free is very nice," Vermeulen says. In addition, no more local installations or database management is required. 

 A SaaS solution requires a different way of working, also notes Maaike Snijder, Manager Center Financial Services at Ballast Nedam. "A SaaS solution takes some getting used to. You are going to organize work differently. It's nice when the software then does what you expect it to do."  

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