This session will discuss proven strategies for targeting and onboarding suppliers as well as for driving internal change and adoption to support invoice automation.

1. All Aboard! Proven Strategies for
Driving Your E-Invoicing Initiative
© 2013 Ariba, Inc. All rights reserved.
Etosha Thurman, Network Partner, Ariba
Richard Roe, Project Manager – Procurement, Kimberly-Clark Corporation
John Schwager, Director, Global Supply Management Processes & Systems,
Stanley Black & Decker

2. #AribaLIVE
Collaborative Commerce Is a Journey
© 2013 Ariba, Inc. All rights reserved.2
Sustain and
Specialize
Capture More Complex Areas
Expand and Enable
Increase Adoption
ProcessMaturity
(Learning&Collaboration)High
Low High
Launch and
Leverage
Get Early Savings
and
Organizational
Wins
Adoption
(technology/automation)
Phase
3
Phase
2
Phase
1

3. #AribaLIVE
Key Message:
Program Success Requires Change
© 2013 Ariba, Inc. All rights reserved.3
Kick-off
Optimal Performance
Time
SuccessofInitiative
Change Pain
Go-Live
Status Quo
Negative Results

4. #AribaLIVE
Best Practices Drive Success
Internal
• Executive sponsorship that drives top-down internal awareness and alignment on
program vision and direction
• Key stakeholder (AP, Procurement, IT) involvement is essential and should include
change management focus
• Defined Supplier Enablement strategy that ties back to program goals
• Established program metrics with a regular cadence of stakeholder review
• Resource allocation to conduct ongoing Supplier Enablement activities
• Create program specifications with your suppliers in mind
External
• Defined and executable Compliance program that incorporates your EDICT
• Pervasive program communication to supplier community
• Incorporation of collaborative commerce as the new business standard
• Engagement with strategic suppliers to determine mutual program objectives
and success measures
© 2013 Ariba, Inc. All rights reserved.4

5. #AribaLIVE
Company Overview:
© 2013 Ariba, Inc. All rights reserved.5
• 56,000-plus employees worldwide
• $21.1 Billion in Net Sales in 2012
• Well-known global brands HUGGIES
®
KLEENEX
®
SCOTT
®
KOTEX
®
PULL-UPS
®
DEPEND
®
• #1 or #2 position in more than 80 countries
• 1.3 billion consumers use our products daily

6. #AribaLIVE
Kimberly-Clark Corporation
Richard Roe:
• Kimberly-Clark for over 15 years
• Currently the overall project manager for the Electronic Invoice and
Ordering program
• Responsible for the design, development and deployment of solutions
supporting the Procure-to-Pay business processes
• Served as Procurement project lead for the implementation of Ariba and
continues to provide strategic direction and leadership
• Previously worked in Internal Audit, Information Technology, HR/Payroll,
and Procurement
• Graduate of the University of Wisconsin - Platteville
© 2013 Ariba, Inc. All rights reserved.6

7. #AribaLIVE
Kimberly-Clark’s
Collaborative Commerce Goals
• Supplier Integration – End-to-End Cycle
• Paper-Less, Touch-Less, Sustainability
• Reduce Cycle Time and Pay On Time
• Reduce Waste - Fewer Errors, Inquiries
• E-Document Exchange Goals
E-Invoice 90% by 2015
E-PO 98% by 2015
E-POA and E-ASN – 50 to 75% by 2015
© 2013 Ariba, Inc. All rights reserved.7

8. #AribaLIVE
Supplier Enablement Aproach
• Internal/External Challenges
Collaboration between Procurement, Accounts
Payable, and Suppliers
Clear, concise communication that clearly states
commitment to goals and expectations
Resources and Change Management
Competing Agendas – Strategic vs. Tactical
© 2013 Ariba, Inc. All rights reserved.8

9. #AribaLIVE
Supplier Enablement Approach
• Approach to Overcome Challenges
Executive-Level Support, Governance, and
Oversight
Visual Management – Target vs. Actual, Supplier
Status
Dedicated Team – Ariba, Procurement, and AP
Strong Communication Plan and Execution
Supplier Education, Training, and Support
Non-compliant Process
Supplier Summit Webinars
© 2013 Ariba, Inc. All rights reserved.9

10. #AribaLIVE
Results to Date
• Key Metrics:
1,000 Transacting Suppliers (PO-based)
Ariba PO - 20,000 per monthly
Ariba Invoices - 25,000 per month
KC’s E-Invoice Rate - 68%
© 2013 Ariba, Inc. All rights reserved.10

11. #AribaLIVE
Key Lessons Learned
• Do Your Homework!
Understand Your Current and Future Supplier Relationships
Set Clear and Attainable Targets
• Listen to the Voice of the Supplier
Understand their Challenges/Concerns
Show Empathy, Flexibility, and Willingness to Work Together
• Listen to the Voice of the Process
Continuous Improvement – Check and Adjust
Visual Management – Supplier Enablement Dashboard
© 2013 Ariba, Inc. All rights reserved.11

12. #AribaLIVE
Stanley Black & Decker
• Company Overview
• $10.2 Billion on Net Sales in 2012 with over 52% from outside of US
• Three Lines of Business:
Construction & DIY
Industrial
Security
• Company Growth Includes Acquisition Strategy
© 2013 Ariba, Inc. All rights reserved.12

13. #AribaLIVE
Stanley Black & Decker
John Schwager:
• Stanley Black & Decker for 11 years
• Currently responsible for strategy and execution of Process and System
Transformation for the Global Supply Management organization
• Key initiatives focus include B2B eCommerce, Supplier Finance, Sourcing
and Contract Management Solutions, Supplier Performance Management,
Spend Analytics, and the SBD Supplier Portal
• Prior to joining Stanley, John served as senior consultant in Supply Chain
for both Arthur Andersen and Kurt Salmon Associates
• Graduate of the Massachusetts Institute of Technology and Georgia Tech
© 2013 Ariba, Inc. All rights reserved.13

14. #AribaLIVE
Stanley Black & Decker’s
Collaborative Commerce Goals
• Global Standardized Processes
• Internal Compliance
No PO, No Buy
Delegation Of Authority (i.e., approval chain)
enforced procurement
• External Compliance
SBD Does Business via the Ariba Network.
Period.
• No Touch AP Invoice Processing
© 2013 Ariba, Inc. All rights reserved.14

15. #AribaLIVE
Supplier Enablement Aproach
• Internal/External Challenges
Invoice-only transactions
After-the-fact POs
Supplier pushback
• Approach to overcome challenges
Firm stance on policy to both internal and
external stakeholders
Executive support is critical and can make or break
a program
© 2013 Ariba, Inc. All rights reserved.15

16. #AribaLIVE
Results/Lessons Learned
• Key Metrics:
90% POs, spend, suppliers on Ariba Network at Go-Live
At six months: 1,000 suppliers, 1,000 users
Long term: Manage Indirect Spend globally through
Ariba Network
• Lessons Learned
Be firm and over-communicate
– Internally and externally
Ensure all internal stakeholders are on the same page
Executive support does not end at Go-Live
© 2013 Ariba, Inc. All rights reserved.16

17. Questions?
© 2013 Ariba, Inc. All rights reserved.

18. #AribaLIVE
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