How to Get the Most Out of Your Ariba P2P/P2O Solutions
•
2 gefällt mir•5,866 views
Join this panel discussion to hear how Ariba customers are going beyond simple catalogs to obtain additional spend adoption and associated savings from their Ariba P2P/P2O solutions. This includes taking advantage of advanced functionality such as Invoicing against contracts, Collaborative requisitioning (3 bids and a buy), and supporting purchasing of Complex services (often done with Ariba Services Procurement). This is a great session if you are just considering/starting your P2P/P2O deployment, or if you have already deployed P2P/P2O and are looking for more advanced steps to take.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (16)
Ähnlich wie How to Get the Most Out of Your Ariba P2P/P2O Solutions
Ähnlich wie How to Get the Most Out of Your Ariba P2P/P2O Solutions (20)
Mehr von SAP Ariba
Mehr von SAP Ariba (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
How to Get the Most Out of Your Ariba P2P/P2O Solutions
- 1. How to Get the Most out of Your P2P/P2O Solutions David Beaver, VP and Chief Procurement Officer, Corinthian Colleges March 2014 #AribaLIVE @ariba © 2014 Ariba – an SAP company. All rights reserved.
- 2. How to Get the Most out of Your P2P/P2O Solutions • • • 2 Corinthian Colleges David Beaver VP and Chief Procurement Officer © 2014 Ariba – an SAP company. All rights reserved.
- 3. Company Background 3 © 2014 Ariba – an SAP company. All rights reserved.
- 4. How to Get the Most out of Your P2P/P2O Solutions • Corinthian Colleges One of the largest Career Education Companies in the US Own and operate over 100 colleges across the US and Canada 100,000 students and 8,000 employees Brands include Wyotech, Heald, Everest and Quickstart 4 © 2014 Ariba – an SAP company. All rights reserved.
- 5. Ariba Solutions Deployed • Deployed Ariba P2P Utilized Ariba Consulting Services Resources Live for over 12 months High focus on punch-out catalogs Implementing Contracts and Invoice Conversion Services Next Up – Budget Check and Tax Software 5 © 2014 Ariba – an SAP company. All rights reserved.
- 6. Key Accomplishments/Lessons Learned • Went Live across 100 Locations Simultaneously Required coordinated effort Communications and Training were keys to success Set the ground-rules very early i.e.; minimal modifications allowed Always need to explain “why you can’t” make exceptions • 6 Lead with Strategic Sourcing for higher punch-out compliance © 2014 Ariba – an SAP company. All rights reserved.
- 7. How to Get the Most out of Your P2P/P2O Solutions Sandy Brady, Sr. Manager – P2P Deployment, Sears Holdings Corporation March 2014 #AribaLIVE @ariba © 2014 Ariba – an SAP company. All rights reserved.
- 8. How to Get the Most out of Your P2P/P2O Solutions • • • 8 Sears Holdings Corporation Sandy Brady Sr. Manager – P2P Deployment © 2014 Ariba – an SAP company. All rights reserved.
- 9. How to Get the Most out of Your P2P/P2O Solutions • Sears Holdings Corporation An integrated retailer operating through its subsidiaries Sears Roebuck & Co., Kmart, and Lands’ End with almost 2,500 full-line and specialty retail stores in the United States and Canada. Leading home appliance retailer as well as a leader in tools, lawn and garden, fitness equipment, and automotive repair and maintenance Key proprietary brands include Kenmore, Craftsman, and DieHard, with a broad apparel offering, including such well-known labels as Lands' End, the Kardashian Kollection, Jaclyn Smith, and Joe Boxer, as well as Sofia by Sofia Vergara and The Country Living Home Collection The nation's largest provider of home services, with more than 14 million service and installation calls made annually 9 © 2014 Ariba – an SAP company. All rights reserved.
- 10. Ariba Solutions Deployed (include if engaged Ariba Consulting) • P2P CIF and Punchout Catalogs Non-catalogs • Services Procurement Collaborative requisitioning Custom Print Driver • Invoicing Against a Contract (ACC) Supplier Punch In Custom Invoice Upload Template 10 © 2014 Ariba – an SAP company. All rights reserved.
- 11. Key Accomplishments • Process Standardization across Procurement Categories Within Procurement Team Customer Facing • • • 11 Compliance to Pricing and Terms Change Management Turning Our Biggest Skeptics into Our Leading Allies © 2014 Ariba – an SAP company. All rights reserved.
- 12. Lessons Learned • Make the system easy to use and make it hard to use an alternate • • • • • • 12 purchasing route Know your Spend (Analytics) Right-size the team along with having a strong skill-set Supplier Enablement – engage Ariba to help Proactively engage all cross-functional members before beginning (Procurement, Finance/AP, the Business and IT) Assess the maturity level of the Buying/Sourcing organization. Where is your at company today? What level of process standardization across the organization? © 2014 Ariba – an SAP company. All rights reserved.
- 13. How to Get the Most Out of Your P2P/P2O Solutions John Adjami, Senior Director, Warner Music Group March 2014 #AribaLIVE @ariba © 2014 Ariba – an SAP company. All rights reserved.
- 14. How to Get the Most Out of Your P2P/P2O Solutions • • • 14 Warner Music Group (WMG) John Adjami Senior Director: Procure-to-Pay Governance & Transformation © 2014 Ariba – an SAP company. All rights reserved.
- 15. How to Get the Most Out of Your P2P/P2O Solutions Warner Music Group (WMG) WMG comprises an array of businesses aimed at helping artists achieve long-term creative and financial success while providing consumers with the highest-quality music content available Engaged in the recorded music business (including artist services) and the music publishing business, and is a leading company in national and international repertoire that operates through numerous international affiliates and licensees in more than 50 countries 15 © 2014 Ariba – an SAP company. All rights reserved.
- 16. Ariba Solutions Deployed • Procure-to-Pay Professional (PtP) Procurement of indirect goods and services; catalog enablement • Invoice Conversion Specialist (ICS) Paper scanning, paper conversion, archiving and PO matching • Supplier Information & Performance Mgmt (SIPM) New vendor registration, review & approval; vendor data mgmt. • Ariba Network Enablement Campaign eInvoicing and eProcurement 16 © 2014 Ariba – an SAP company. All rights reserved.
- 17. Ariba Solutions Deployed • Ariba Consulting Services Ariba software technical configuration, build and functional requirements build-out 17 © 2014 Ariba – an SAP company. All rights reserved.
- 18. Key Accomplishments/Lessons Learned • Both “Ps” in PtP are equally important Procurement & Accounts Payable under one mgmt. umbrella • If you can afford to, walk before you run Big-bang implementations can be more costly in the long run • 18 Sit with Executive Mgmt. often and put process improvements into the proper context © 2014 Ariba – an SAP company. All rights reserved.
- 19. How to Get the Most out of Your P2P/P2O Solutions Carl Hernas, Senior Director, Procurement, Coach March 2014 #AribaLIVE @ariba © 2014 Ariba – an SAP company. All rights reserved.
- 20. How to Get the Most out of Your P2P/P2O Solutions • • • 20 Coach Carl Hernas Senior Director, Procurement © 2014 Ariba – an SAP company. All rights reserved.
- 21. How to Get the Most out of Your P2P/P2O Solutions • Coach Global leader in premium handbags and accessories Over 1,000 direct owned and operated stores Over 15,000 employees in over 20 countries 21 © 2014 Ariba – an SAP company. All rights reserved.
- 22. Ariba Solutions Deployed (include if engaged Ariba Consulting) • Ariba Sourcing Deployed in 2009 Leveraged globally for centralized categories Heavy use in North America, China, Japan ~100 users • Ariba P2P Global deployment currently in progress FY14 North America, leveraging Ariba Consulting Services FY15 China, Asia, Japan, Europe 22 © 2014 Ariba – an SAP company. All rights reserved.
- 23. Key Accomplishments/Lessons Learned • Don’t underestimate change management Leverage any relevant HR, Training, or Change teams Capture their experience in deploying other large systems Be as clear as possible with users regarding the rationale • Utilize a phased approach Decide what dimensions of deployment are important to you, spend category, region, process type, etc. Deploy in chunks that are strategic for success, not necessarily immediate impact 23 © 2014 Ariba – an SAP company. All rights reserved.
- 24. How to Get the Most Out of Your P2P/P2O Solutions Alice Hillary, P2P Operations Lead, Wiley March 2014 #AribaLIVE @ariba © 2014 Ariba – an SAP company. All rights reserved.
- 25. Bio Alice Hillary, Global Lead – Procure to Pay Alice is a finance professional with more than 5 years of experience working with sourcing and procurement in the publishing industry. She is responsible for the implementation of the On Demand P2P solution for Wiley. Alice is also responsible for end user support, training, and the expansion of the solution globally. She has worked to implement all the drivers with expertise in services procurement. Since go-live in August 2013 Alice has helped Wiley bring $XX in spend under management using the P2P tool. Alice holds a BS in Global Business Management and is currently working on her MBA with a concentration in Global Business Studies. 25 © 2014 Ariba – an SAP company. All rights reserved.
- 26. How to Get the Most Out of Your P2P/P2O Solutions About Wiley • • • • • • • • 26 Established in New York, N.Y. in 1807 Serves professionals, scientists, educators, students, lifelong learners, and consumers worldwide. Publisher/provider of books, journals and content-enabled services Unique collection of businesses/subject matters Global Research Professional Development Global Education 5,200 employees $1.7 billion revenue (FY2013), 50% generated outside U.S. Global headquarters: Hoboken, NJ Global operations: North America, Europe, Asia, South America, Middle East © 2014 Ariba – an SAP company. All rights reserved.
- 27. Ariba Solutions Deployed • Procure to Pay Generic Driver Punch-Out and CIF Catalog and Non-Catalog purchases IT Hardware/Software and Office Supplies • Non-PO Invoicing Invoice and payment requests 27 © 2014 Ariba – an SAP company. All rights reserved.
- 28. Key Accomplishments/Lessons Learned • Implemented P2P August 2013 Introduced two categories of spend (IT Hardware/Software and Office Supplies) Initially went forward with AN Integrated Suppliers Launched in US only • Challenges/Lessons Learned Supplier hierarchy not captured in ERP Training/Compliance Change Management Resources 28 © 2014 Ariba – an SAP company. All rights reserved.
Hinweis der Redaktion
- One of the largest Career Education Companies in the USOwn and operate over 100 colleges across the US and Canada100,000 students and 8,000 employeesBrands include Wyotech, Heald, Everest and Quickstart
- Does Ariba need some personal factoids for introductions?
- Wiley has purchased the full suite of Ariba products including Sourcing, Contracts, Discount Pro, Spend Analytics, and P2P. At the conclusion of the implementation we will have employed the Consulting, Temp Labor and Generic drivers for the downstream solution.In an effort to automate processes and set a consistent global approval process Wiley has enabled non-PO invoice functionality. Included in this process is a custom e-form for new vendor set ups and payment requests.
- Wiley went live with its P2P solution, eProcure, in August 2013. Two categories of spend were identified for the initial launch of the solution. IT Hardware/Software and Office Supplies were selected because they were SKU-based spend, had commodity owners who could be easily identified in the organization, contracted pricing and item lists were available, and there were several integrated suppliers in the categories.We scaled back our approach during the early months of the project. Integrated suppliers required more testing and work with catalogs, but they were experienced AN users with punch-out catalogs. Using integrated suppliers helped us because our supplier enablement lead was brought onboard late in the project time line and had to learn SE without the benefit of training. Wiley also did not have resources or processes in place to handle suppliers non AN-enabled. We were still able to capture close to 80% of the spend in each category using only integrated AN suppliers. We also limited our launch to the US. Having different versions of our ERP globally we needed to work with one set of accounts and suppliers for our initial implementation. This also helped us limit our audience to focus training and communications to an area our core team could work with directly.Data is a common theme for many organizations that implement a new system, and Wiley was no exception. Historically, we captured remit to information in our ERP system. When it came time to load suppliers into Ariba we discovered there was a need to build a supplier hierarchy. Wiley used a solution called MDM to build that hierarchy. This introduced a new data integration point in our process.Training users became an evolving process as we implemented categories and spend. Initially, we had a single trainer delivering demonstrations of the requisition to PO process. Our audience analysis was based on data we pulled from our ERP system and commodity owners. When we launched eProcure, particularly for office supplies, we created a process simple enough that many users who had never purchased for themselves were now doing so. This created a larger audience of users to train and support than originally anticipated.Prior to the implementation of a spend management solution Wiley’s authorized approvers were in the upper levels of management. As part of the change management process Wiley needed to empower its managers with authorization on purchases for nominal amounts to avoid long approval chains in the requisitions. This was a dramatic shift for some managers and required additional training and communications.Given that Wiley did not have an established Sourcing or Procurement organization at the outset of the program resources were limited during the initial implementation. Globally, Wiley is also in the process of restructuring its organization. These factors impacted the amount of change that had to be managed by the Core Team which factored into our decision to scale the initial launch back from its original scope.