Developing and managing templates in the Ariba system is critical to providing end users with the documents, process, and team necessary to complete their projects. This session will focus on maximizing the use of templates, highlighting various methods customers use to populate the correct information including conditions, multiple templates, document storage, and team member rules. You will hear suggestions from existing customers as well as Ariba’s Best Practice Center team. This session is appropriate for customers using Ariba Sourcing Professional, Ariba Contract Management, and Ariba Supplier Information and Performance Management.

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Maximizing Template Use
John de Brun, eSourcing Manager, Topco Associates LLC
Pamela Gordon, Sr. Manager – Contracts Management, Sears Holdings Corporation
Jack Metcalf, VP, Procurement & Enterprise Performance, LPL Financial
April Miller, Sr. Consultant, Best Practice Center, SAP
April 2015
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Agenda
• Welcome
• Template Overview
• Customer Stories
 Topco Associates LLC
 Sears Holdings Corporation
 LPL Financial
• Best Practice Recommendations
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Templates
• Reusable structure from which projects are modeled
 Process Templates: Documents, Tasks, Team
 Event Templates: Rules, Content, Pricing Structure
• Benefits
 Re-usable, standardize generic and preferred content
 Enforce desired workflow with requires tasks/approvals
 Pre-populate team members for access controls
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Template Terms
• Template Creator/Templates Project
• Documents
• Tasks
• Team
• Conditions
• Team Member Rules
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Welcome – Topco Associates LLC
John de Brun, eSourcing Manager
John de Brun, eSourcing Manager in Topco’s Indirect Spend department, joined the company in 2004. He
has run hundreds of RFPs and auctions in Ariba, saving Topco members and customers more than $35
million in the past year alone. John is Topco’s Ariba system administrator and trains all new users.
A recognized expert on the technical and strategic aspects of auctions, RF(x)s, and contract management,
John advises sourcing leads on supplier negotiations. Currently, John also serves as Ariba subject matter
expert on Topco’s team implementing SAP and uniform sourcing processes throughout the company.
John holds a B.S. in Civil Engineering and a Certificate in Engineering Management Systems, both from
Princeton University. He is an ISM Certified Professional in Supply Management.
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Topco Overview
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Topco Indirect Spend is a wholly owned subsidiary of Topco Associates LLC and provides not-for-
resale (NFR) spend management. For 70 years, Topco has leveraged the scale with its members in
procurement to lower product costs.
 Frozen
 Dairy/Bakery
 Grocery
 HBC/GM
 Rx
 Fresh Meat
 Branded Meat
 Produce
 National Brands
For-Resale Programs Indirect Spend Programs
 Construction
 Equipment
 Hired Services
 IT Telecom
 Logistics & Distribution
 Marketing
 Office Products & Supplies
 Packaging & Supplies
 HR Benefits
 Fuel
 Utilities

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Topco Members/Customers
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Topco Indirect Sourcing Structure
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Spend
Management
eSourcing Center
of Excellence
• Retail and Distribution Strategic Sourcing Professionals
• Sourcing Leverage – over $15 Billion in potential indirect spend
• Proven sourcing process meshed with enabling technology (Spend
Analytics, eSourcing, and Contract Management)
Supplier
Management
• Dedicated eSourcing/Auctions team with wide ranging experience
• Mature process and capabilities
• Recently implemented Contracts Center of Excellence
• Mature and Strategic Supplier Scorecarding Process
• Financial Risk Assessment
• Price Change Management

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eSourcing Process
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Sourcing Auction
Contract
Management
Supplier
Management
• Standardize contract
creation
• Store all contract related
documents
• Generate notifications to
buyers and teams
• Provide robust search
and reporting
• Utilize Discovery
• Issue RFx and collect
responses
• Store profile information
• Create category-specific
templates
• Drive process adoption
• Negotiate price
• Maximize
competition
• Increase speed to
savings
• Consider alternative
price scenarios
• Measure supplier
performance
• Drive continuous
improvement
• Monitor supplier
financials
• Manage price
changes

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Maximizing Template Use: Overall
• Force users to follow best practices
 Forced structure versus user choice
 Reducing choices  reducing user error (processes and groups)
• Plan ahead
 When implementing have fully built templates at go-live
• Leverage Ariba resources
 BPC, Connect, and other resources
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Maximizing Template Use: Overall
• Automatically bring users onto teams/roles
 Category field  bring Category team group
 User change is drastically easier - manage at user group level
 Management visibility/observation
 Observer versus edit role
 Lock in super user group to have access to all projects
 Restrict template selection to certain user groups
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Maximizing Template Use: Sourcing
• Utilize conditions to match Project tasks and documents to
specific sourcing process
 Don’t create optional tasks that should be mandatory in certain
cases, and not used in others
 Control which documents and document types appear
• Document repository
 Easy to roll out new versions of documents
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Maximizing Template Use: Sourcing
• Naming convention best practices
 Include year (or appropriate sourcing iteration) in title
– i.e. Topco Salty Snacks 2015 Full Project
 Create new projects for new iterations - tasks
• Take advantage of reporting
 Create dashboard sourcing status reports based upon
task progress
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Maximizing Template Use: Contracts
• Utilize conditions to streamline process
 Select standard document templates/applicable tasks
 Reduce number of templates
 Ensure correct documents are available
• Take advantage of amendment best practices
 Multiple rounds of amendments possible
 Singular process for all amendments should be goal
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Final Thought
• Continuous Improvement is key
 Don’t be afraid of making changes, large and small, based upon
feedback, or changes in requirements
 Utilize template upgrade functionality to bring old templates up
to current status
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Welcome – Sears Holdings Corporation
Pamela Gordon, Sr. Manager
Pamela Gordon, Sr. Manager within the Procurement organization, currently leads the Contract Management
Module initiative for Sears Holdings Corporation.
Her expertise is in Business Management and the Legal environment, providing leadership in project and
contract management in three organizations in the past 15 years. She developed, implemented and
managed a global Contract Management System within Motorola, Inc. and Sears Holdings Corp, and
implemented a matter management system within the Law Department of Argonne National Labs. Pam has
successfully partnered with legal, procurement and business associates, driving all aspects of multiple large
and complex projects.
Pam earned her Bachelor’s degree in Business from Roosevelt University, Chicago, IL. and holds
graduate-level ABA certification in the Lawyer’s Assistance Program.
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Sears Holdings Corporation
• Who we are:
 An integrated retailer operating through its subsidiaries Sears Roebuck & Co. and Kmart with
approximately 1,320 full-line and specialty retail stores in the United States and Canada, providing
merchandise and related services along with the SHOP YOUR WAY social shopping experience
 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, Shop Your Way, with a broad
apparel offering, including such well-known labels as the Kardashian Kollection, Jaclyn Smith and
Joe Boxer, as well as The Country Living Home Collection, and Sofia by Sofia Vergara. The
nation’s largest provider of home services, with more than 14 million service and installation
calls made annually.
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Sears Holdings Corporation – Our Brands
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Maximizing Template Use: Business Case
• Develop a Strong Business Case
 ID and define the end state (best in class) and the benefits of being there
 ID and define where you are today (‘As-Is’)
 Quantify the gap and the financials associated with the gap
– Keep It Simple
– Use Concrete Examples
– Develop the Realistic ROI
– Include financial stakeholders to participate in the development of the business case
– Update, change and enhance the business case as you go based on what you learn
along the way-----you will need to defend it
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Maximizing Template Use: Plans
• Plan Ahead
 Development and management of multiple plans is essential based on where you currently are
relative to process maturity and tool set capabilities
– Strategic plan
– Master project plan
– Multiple detailed sub-project plans complete with task/resources/durations
– Continuous tracking and re-planning
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Maximizing Template Use: Issues/
Challenges (aka ‘opportunities’)
• Anticipate issues in:
 Business Process
– Standardization and re-engineering effort depends on maturity of your organization
 Policy
– Only develop enforceable policies – tool allows expansion of policies
 Technology
– Assess points of integration, technology resources and bandwidth
 People
– Assemble a team with a mix of Internal/External EXPERIENCE, dedicated and
part-time, subject matter experts from business as well as solution experts
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Maximizing Template Use: Solutions
• Understand that there are a number of variables which can be altered when
searching for solutions to challenges encountered along the way. These variables
can be classified into:
 Tools – operate within the limits of the tool
 People – be open minded and creative in developing alternatives
 Processes – willingness for continuous improvements
 Environment – push the envelope
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Maximizing Template Use: Change
Management
• Getting people to do what you want them to do – a psychological campaign
 Be a master at making change their idea whenever possible
 Teaching – Provide readily available help through teaching (not just training)
 Communication – Demonstrate value and elevate practices while bringing others with you
 Communication
 Communication
 Communication…
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Maximizing Template Use: Contracts
• Managed Template Setup
 Template Concepts
– Projects
– Contract Workspaces
– Questions/Answers
– Conditions
 Template Structure
– Documents/Tasks/Team/Conditions/Questions/Answers
 Best Practices
– Establish a naming convention (SOAR-Supplier Name-Agreement Type-Year)
– Determine workflow/team/approvals/execution/contract compliance
– Pay close attention to Access Controls (e.g. Private to Team Members)
– Manage Contract Repository with contract header data/terms/notifications
– Utilize reporting
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Maximizing Template Use: Contracts (Cont)
• Designing Templates – One or Many
 Follow the contract or follow the process
 Template Creation
– Create templates that model current business processes vs. model after specific
contract types
– Understand the structural flexibility of the template
– Make the template fit the process/contract you are trying to model
– Make a determination: One template heavily conditioned or several simpler templates
» Different people responsible for different projects – work on different templates
» One person or small team responsible for project – single template
» One region or global
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Maximizing Template Use: Keys to Success
• Right-size the team with resources who have a strong/experienced skill-set
• Proactively engage all cross-functional members before beginning (Procurement, Finance/AP,
Business, IT)
• Assess maturity level of the Buying/Sourcing organization
• Know the level of process standardization across the Procurement Categories/Organization
• Make the system easy to use
• Be Flexible
• Engage Ariba Help
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Welcome – LPL Financial
Jack Metcalf, VP Procurement & Enterprise Performance
Jack leads the Procurement Operations team and is accountable for end to end source to pay operations at
LPL Financial.
Jack is a MBA graduate that is Project Management Professional (PMP) and Six Sigma Black Belt Certified
with more than 15 years of experience in process design and improvement within the financial services
industry.
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LPL Financial
• Who we are:
 LPL is the leading financial services provider to independent advisors, RIAs, and
financial institutions
 #1 independent broker-dealer for 19 straight years *
 14,036 advisors
 $590 billion in assets**
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* Financial Planning magazine 1996-2014 based on total revenue
** Consists of $475 billion in retails assets and $115 billion in retirement plan assets

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Operational Maturity
• Three separate systems for end-to-end contract submission, review, and approval
• Manual coordination of information across three systems is required in order to
execute a contract
• Leveraged SAP’s best practice team to design and implement the Ariba Contract
module to consolidate and streamline the workflow
• The new contract submission module within Ariba will automate and systematically
control the contract review and approval workflow within one system of record
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One Submission and Next Steps Defined…
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Single submission form and defined process next steps will drive more transparency

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Streamlining with Workspace Tasks…
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End-to-end Workspace View…
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Best Practices – Plan Ahead
• Define Process(es)
• Gather documents
• Identify exceptions
• Discuss access controls
• Develop flexible and regional
approval flows
• When to consider multiple
templates
 Regional or department
variations
 Commodities
 Simple/Complex Process
 Bulk load (contracts)
 Pricing Structures (event)
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Best Practices – Use the Functionality
• Folders: Organize documents, associate with tasks
• Team and Team Member Rules: Maximize group usage,
standardize group names (mass edits), Access Control
• Conditions: Template Use, Documents, Tasks, Team – or use
multiple templates
• Event Content: Standardize, include instructions
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Closing Remarks
• Involve the appropriate stakeholders
• Standardize as much as possible
• Plan ahead for changes you do and don’t expect
• Be flexible
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Thank you for joining us today!
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