supplier enablement is a program not a project

8/10/2019 Supplier Enablement is a Program Not a Project

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2012 Ariba, Inc. All rights reserved.

Ariba NetworkSeller Enablement is a PROGRAM,not a project

Session 2


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Elements for consideration in a successfulSupplier Enablement Program

2012 Ariba, Inc. All rights reserved.2

Resources

Stakeholder Management

Program Cadence


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AN Administration

Transaction Rules Supplier Maintenance User Account Maintenance Maintain Supplier Portal Enablement Documents

Communication Internal Approvals if

Necessary Supplier Go Live

Notifications Internal Communications

Training Training Material Upkeep Supplier Training End User Training

Supplier

Engagement Complete Upload File Maintain Tracking Tasks Trigger Tasks Monitor Review Progress

Data Collection Obtain Supplier Information Update Vendor Master

Reporting Track Supplier Status Invoice Reporting PO Reporting Score Card Metrics

Compliance Supplier Enforcement Business Process (end user)

Enforcement

Testing Send Test POs

Validate Incoming Invoice Supplier Feedback Validate Exceptions Re-Test

Resources: Critical Program Elements for aBuyer

Buyer


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Resources: What are the key coordinationpoints for your Network Lead?


NETWORK LEAD

Define goalsand objectives

ApproveNetworkStrategy

DefinePolicies andProcedures

ImplementPolicies andProcedures

ProgramEvaluation

ExecutiveSponsor

Procurement

AccountsPayable

IT

ContinuousImprovement

X X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

Training X

Selecting your Network Lead is a critical aspect ofNetwork Adoption Success.

X


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Resources: What should the Network Leadexpect from the various departments?


ExecutiveSponsor

*Procurement

*AccountsPayable

IT

Approve the goals and objectives Assist in gaining access, buy-in, and support to

Procurement/AP/IT/Training as the program progresses Market the successes of the program internally

Define and implement seller escalation process Define and implement seller testing process Define and implement seller go live process New vendor addition process Maintain rule changes and log ins

Coordinate vendor master data collection Define and implement seller escalation process Update Vendor Master Records Collect W-9 as appropriate

Support collection of vendor master data Troubleshoot during seller testing process Implement seller go live process

*Depending on your organization, Strategic Sourcing, Tax, and Legal will need to support some aspects of these responsibilities.


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Resources: What skills and competenciesare required for the Network Lead?

Ability to influence others Project Management Skills Problem solving skills Facilitation skills Expert level understanding of business systems

specific to internal business processes



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Example buyer team organizational charts

2012 Ariba, Inc. All rights reserved.

7

NetworkEnablement

Lead

BuyerStakeholder

BuyerStakeholder

CPO -Sponsor

ITStakeholder

APStakeholder

CFO

CEOCEO

NetworkEnablement

Lead

Buyer

Stakeholder

Buyer

Stakeholder

Director,Procurement

APStakeholder

ITStakeholder

Director ITSponsor

CFOCFOCPOCPO

Director AP

NetworkEnablement

Lead

NetworkEnablement

Lead

BuyerStakeholder

BuyerStakeholder

ITStakeholder

APStakeholder

Director, APSponsor

VP, Finance

CPO CFOCFO

CEOCEO

Procurement

AP

Matrix


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Resources

Stakeholder Management

Program Cadence


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Purpose of Buyer Stakeholder Session Customers often embark on a Collaborative Commerce journey without fully

understanding why and without key internal support.

The purpose of a Buyer Stakeholder Session is to share the following with keystakeholders: Heres what you bought Solution Overview Heres why you bought it Corporate Agenda Heres your corporate stance Compliance Policy Heres your responsibility

The goal is to conclude the session with: Awareness of the Flight Plan and stakeholder acceptance Understanding and support of the Compliance policy Expectation of support for supplier escalations



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Logistics of a Stakeholder Sessions

Who? Procurement representative AP representative IT representative Training representative

When? Just before campaigning to the sellers will begin Ongoing throughout the program



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Example agenda for a Buyer StakeholderSession

Introductions Executive Sponsor/CEx

Corporate Initiative Executive Sponsor Ariba Network Overview CEx Compliance Policy Overview CEx

Key Stakeholder Expectations Executive Sponsor Seller Value Proposition OverviewSE Lead/NG Lunch/Break

Electronic Invoicing Demo SE Lead/NG

Hands-on Training activity SE Lead/NG Q&A CEx/Executive Sponsor



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Copyright 2013 Page 12

About this Project - Example

Includes all Spend categories with the exception of: Government Charities Utilities Freight

Includes all divisions with the exception of Charter Services

Will result in the automation of our PO and Invoice processes as well asincrease spend under Catalog management. These processes will complementour current Sourcing and Contracting practices.

Go-Live is scheduled for June, 2012


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Copyright 2013 Page 13

Corporate Goals for Collaborative

Commerce - ExampleWithin 18 months:

95% addressable Spend under Management Less than 25% of supplier transactions via paper Invoice-to-Pay cycle time at 60 days for 95% of invoices 75% reduction in inbound supplier calls to AP Improved contract compliance and 50% improvement on

realization of contractual volume discounts

25% improvement on realization of payment term discounts


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Corporate Compliance Policy - Example


During this process we can expect:

30% of suppliers will require Buyer follow-up at some point in theprocess 70% of suppliers will enable within 4 months

50% of suppliers will transact within 6 months of enablement

Diligence and timeliness of response will improve our enablement

results.

We will hold suppliers accountable for program compliance.


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Your Role in Our Success


Confirm current and immediate future business with targeted suppliers onFlight Plan.

Discuss the initiative and Corporate Compliance policy with suppliers. Distribute POs via the Ariba Network only. Do not circumvent the electronic invoicing process. Ensure that all new contracts include the Collaborative Commerce clause. Ensure that you are using the updated RFxtemplates that include our

Collaborative Commerce expectation.

Follow-up promptly to any escalations from Network Lead.


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Your Role in Our Success


Know where to go for questions and escalations: Non-Compliance New Supplier SetupJane Doe Buyer Supplier Enablement; [email protected]

Supplier QuestionsBuyer Supplier Enablement team;[email protected]

Ariba Enablement/SMP Questions:

SE Lead/NG name;[email protected]


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Resources

Stakeholders

Program Cadence


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Supplier Enablement Framework


Strategy

Design

CommunicationPlan

TechnicalBuild/Test

SupplierCampaigning

Go LiveCutover

Buyer Goals and Objectives

Defined program KPIs Network Enablement Strategy

Network Rules Adapter mapping Buyer Compliance Policy Flight plan completion

Seller communications Internal communications Seller escalation process Buyer Stakeholder training

System build EDI/cXML mapping guides completed Unit Test Integration Testing support

Buyer project notification letter sent Seller contact and business validation AN Value proposition Seller Training Escalation Process

Build in production Data transfer Go live strategy per

supplier group

Confirmation and initiationof next wave of sellers

Alignment on weeklycadence

Quarterly results review

Next WavePlanning


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Example Adoption Timeline


Wave 1

Wave 2

Wave 3

Wave 4

Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10 Wk 11 Wk 12 Wk 14Wk 13 Wk 15 Wk 16 Wk 17

Project Notification

Seller Introduction, Seller Training, Seller Ready,

Close Sellers


Seller Introduction, Seller Training, Seller Ready

Project NotificationSeller Introduction, Seller Training, Seller Ready


Seller Introduction, Seller Training, S

SteeringCommittee


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Communication is key Communicate with your suppliers Communicate with your employees Communicate with leadership teams The message has 3 points :

We are changing the way we do business This change is not an exercise or short term project. This programrepresents fundamental change to our business and is not temporary i.e.;

we will not return to a paper based process after our Ariba Networkdeployment.

Every employee and supplier , regardless of role, is expected to understandhow they are impacted and do their part to ensure the success of theprogram .



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Questions?
