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Supplier Enablement is a Program Not a Project
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Transcript of Supplier Enablement is a Program Not a Project
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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?
2013 Ariba, Inc. All rights reserved.4
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?
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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
2012 Ariba, Inc. All rights reserved.6
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Example buyer team organizational charts
2012 Ariba, Inc. All rights reserved.
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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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Elements for consideration in a successfulSupplier Enablement Program
2012 Ariba, Inc. All rights reserved.8
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
2012 Ariba, Inc. All rights reserved.9
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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
2012 Ariba, Inc. All rights reserved.10
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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
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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
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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
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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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Elements for consideration in a successfulSupplier Enablement Program
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Resources
Stakeholders
Program Cadence
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Supplier Enablement Framework
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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
2012 Ariba, Inc. All rights reserved.19
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
Project Notification
Seller Introduction, Seller Training, Seller Ready
Project NotificationSeller Introduction, Seller Training, Seller Ready
Project Notification
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?
2012 Ariba, Inc. All rights reserved.21