Ariba Network Seller Enablement is a PROGRAM, not a project

Transcription

1 Ariba Network Seller Enablement is a PROGRAM, not a project Session 2

2 Elements for consideration in a successful Supplier Enablement Program Resources Stakeholder Management Program Cadence 2

3 Resources: Critical Program Elements for a Buyer AN Administration Transaction Rules Supplier Maintenance User Account Maintenance Maintain Supplier Portal Enablement Documents Data Collection Obtain Supplier Information Update Vendor Master Compliance Supplier Enforcement Business Process (end user) Enforcement Buyer Reporting Track Supplier Status Invoice Reporting PO Reporting Score Card Metrics Testing Send Test PO s Validate Incoming Invoice Supplier Feedback Validate Exceptions Re-Test Supplier Engagement Complete Upload File Maintain Tracking Tasks Trigger Tasks Monitor Review Progress Communication Internal Approvals if Necessary Supplier Go Live Notifications Internal Communications Training Training Material Upkeep Supplier Training End User Training

4 Resources: What are the key coordination points for your Network Lead? NETWORK LEAD Define goals and objectives Approve Network Strategy Define Policies and Procedures Implement Policies and Procedures Program Evaluation Continuous Improvement Executive Sponsor Procurement Accounts Payable IT Training Selecting your Network Lead is a critical aspect of Network Adoption Success Ariba, Inc. All rights reserved.

5 Resources: What should the Network Lead expect from the various departments? Executive Sponsor 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 *Procurement *Accounts Payable 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 IT 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 Ariba, Inc. All rights reserved.

6 Resources: What skills and competencies are 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 6

7 Example buyer team organizational charts Procurement CEO CPO - Sponsor CFO AP CEO CPO CFO Network Enablement Lead VP, Finance Buyer Stakeholder Buyer Stakeholder AP Stakeholder IT Stakeholder Director, AP Sponsor Matrix CPO CFO Buyer Stakeholder Buyer Stakeholder AP Stakeholder Network Enablement Lead IT Stakeholder Director, Procurement Director IT Sponsor Director AP Network Enablement Lead 7 Buyer Stakeholder Buyer Stakeholder IT AP Stakeholder Stakeholder

8 Elements for consideration in a successful Supplier Enablement Program Resources Stakeholder Management Program Cadence 8

9 Purpose of Buyer Stakeholder Session Customer s 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 key stakeholders: Here s what you bought Solution Overview Here s why you bought it Corporate Agenda Here s your corporate stance Compliance Policy Here s 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 9

10 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 10

11 Example agenda for a Buyer Stakeholder Session 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 11

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 as increase spend under Catalog management. These processes will complement our current Sourcing and Contracting practices. Go-Live is scheduled for June, 2012 Copyright 2013 Page 12

13 Corporate Goals for Collaborative Commerce - Example Within 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 Copyright 2013 Page 13

14 Corporate Compliance Policy - Example During this process we can expect: 30% of suppliers will require Buyer follow-up at some point in the process 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. 14

15 Your Role in Our Success Confirm current and immediate future business with targeted suppliers on Flight 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 RFx templates that include our Collaborative Commerce expectation. Follow-up promptly to any escalations from Network Lead. 15

16 Your Role in Our Success Know where to go for questions and escalations: Non-Compliance New Supplier Setup Jane Doe Buyer Supplier Enablement; Supplier Questions Buyer Supplier Enablement team; Ariba Enablement/SMP Questions: SE Lead/NG name; 16

17 Elements for consideration in a successful Supplier Enablement Program Resources Stakeholders Program Cadence 17

18 Supplier Enablement Framework Strategy Confirmation and initiation of next wave of sellers Alignment on weekly cadence Quarterly results review Next Wave Planning Buyer Goals and Objectives Defined program KPIs Network Enablement Strategy Design Network Rules Adapter mapping Buyer Compliance Policy Flight plan completion Build in production Data transfer Go live strategy per supplier group Go Live Cutover Communication Plan Seller communications Internal communications Seller escalation process Buyer Stakeholder training Supplier Campaigning Technical Build/Test Buyer project notification letter sent Seller contact and business validation AN Value proposition Seller Training Escalation Process System build EDI/cML mapping guides completed Unit Test Integration Testing support 18

19 Example Adoption Timeline Steering Committee 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 13 Wk 14 Wk 15 Wk 16 Wk 17 Wave 1 Project Notification Seller Introduction, Seller Training, Seller Ready, Close Sellers Wave 2 Project Notification Seller Introduction, Seller Training, Seller Ready Wave 3 Project Notification Seller Introduction, Seller Training, Seller Ready Wave 4 Project Notification Seller Introduction, Seller Training, Seller R 19

20 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 program represents fundamental change to our business and is not temporary i.e.; we will not return to a paper based process after our Ariba Network deployment. Every employee and supplier, regardless of role, is expected to understand how they are impacted and do their part to ensure the success of the program. 20

21 Questions? 21