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Smarter Supplier Management – Improving Supplier Performance Through Better Collaboration and Monitoring
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Smarter Supplier Management – Improving Supplier Performance Through Better Collaboration and Monitoring

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In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session......

In this panel discussion, you will learn how Best-in-class companies leverage collaborative Supplier Management to mitigate supply chain risk and improve overall supplier performance. The session will examine proven techniques to become "Customer of Choice" even in the tightest of supply markets by building supplier management initiatives that provides transparency, fosters collaboration, and shared risks and incentives with key suppliers.

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  • In the next three years, SRM is predicted to overtake sourcing in overall value contribution (savings from the program as a % of spend).For every $1B in annual spend, top-performing organizations can expect to reduce costs by 2.48% or $24.8M through SRM investments. On average, this adds up to $1.1M in savings per strategic supplier. Top performers are turning to strategic suppliers to bring continuous improvement ideas to the table, leveraging lessons learned from pockets of excellence in areas like IT vendor management.
  • Group Procurement has responsibility for Indirect Procurement operations in all markets.Supported by a global Procurement policy.Supply chain Procurement operates inter –market, main GI spend is in UK. Supply chain - 192 contracts + motor networkKey message: commonality of procurement processes and policy across all markets. Differing levels of maturity but progressing towards consistent adoption.
  • Without Executive focus achieving group wide supplier management would not happen.AVIVA “did Supplier management” pre 2011 however, this was not consistent. Pockets of good, bad and no practice existed.Key challenge is around identifying who owns the supplier and making them accountable.In shared areas challenge around who should own and sometimes more prevalent, who does not!In Aviva, the UK is the most mature market in terms of Procurement. Other markets starting out not just in SPM but in Procurement in general.
  • Generic segmentation model however important to focus resource on the correct areas.Arcs used to eliminate borderline cases.
  • Slide is somewhat repetition, show for context and how segmentation leads to task frequency and move on.
  • discuss recurrences, start dates, due dates, statusesExplain how we report off of the due date and owner fields
  • Support needed from Ariba reporting improvements, roadmap delivery etc…..

Transcript

  • 1. “Smarter Supplier Management” –Improving Supplier Performance throughBetter Collaboration and Monitoring© 2013 Ariba, Inc. All rights reserved.Speakers:Neil Campbell – AvivaGilles Poirier - SolvayModerator:Sundar Kamakshisundaram – Ariba, anSAP Company
  • 2. #AribaLIVEAgenda• Introduction• Panel Discussion• Key Takeaways• Q & A© 2013 Ariba, Inc. All rights reserved.2
  • 3. #AribaLIVEDefining Supplier Management…© 2013 Ariba, Inc. All rights reserved.3SupplierPortalsVendor MasterManagementRiskManagementDiversity/Green/CorporateResponsibilityRegistration &On-boardingProcessPerformanceManagementSupplierManagementor SRMSupplierDiscovery“Supplier Management” is multi- faceted andtouches many aspects of Business Commerce• Supplier Information Management that unifiesplatform, process and supplier profiles across thecompany and keeps it current, complete and correct.• Highly usable web-based portal for suppliers to registerand manage information collaboratively with customers• Supplier Performance Management capabilitiesincluding Process Workflow and approvals, Surveysand scorecards, flexible role based dashboards andcustomizable reports• A Robust technology platform that seamlesslyintegrates in-context Supplier info such as Parentage,Financials, Diversity and Sustainability to manage andmitigate Supply Risk• A unified Supplier Record merging data and processflows to third party systems and data sources
  • 4. #AribaLIVESupplier Management Processes fromHackett’s Perspective…Supplier Stratification GovernanceSupplier PerformanceManagementSupplier Developmentand CollaborationHow should supplierrelationships be stratifiedbased on strategicimportance to prioritizeresources and tailormanagement processes?How should supplier-facingstaff be organized andinternal collaboration andsupplier interactions beconducted?How should supplierperformance be managedacross different suppliertypes and strata tomaximize performance?How should capabilities ofexisting suppliers bedeveloped to delivercontinuous improvementand ongoing costreduction?• Supplier StratificationDefinition• Supplier StratificationCriteria• Supplier StratificationProcess• Team Structure andRoles• Ongoing Governance• SRM CompetencyManagement• Function KPIDevelopment• Supplier PerformanceTarget, KPI andScorecard Definition• Ongoing SupplierMeasurement. IncludesCost, Quality, Risk, etc.• Supplier DevelopmentNeeds Definition• Supplier DevelopmentProgram Definition• Ongoing SupplierDevelopment“Key processes, definitions, tools, and roles to drivecoordinated proactive management of suppliers across the business”Transactional SuppliersStrategicEnterprisePartnersStrategic SuppliersCore SuppliersTransactional SuppliersStrategicEnterprisePartnersStrategic SuppliersCore SuppliersTransactional SuppliersStrategicEnterprisePartnersStrategic SuppliersCore SuppliersTransactional SuppliersStrategicEnterprisePartnersStrategic SuppliersCore SuppliersStrategicSuppliersBasic SuppliersCoreSuppliersBasicSuppliersNon-Preferred80%FinancialValue20%FinancialValueStrategicCompany-Wide PartnersStrategicCompany-Wide PartnersOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementSupplier Team MemberOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementInitiativeManagementRolesOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementCompany SupplierCompany SupplierCompany CompanySupplierCompanySupplierCompanySupplierInitiativeManagementCompanySupplierCompanySupplierCompanySupplierCompanySupplierCompanySupplierCompanySupplierSupplierOperations Management Team RolesExecutiveManagementTeam RolesBusiness Office RolesRelationshipLeads RolesFinancialPerformanceManagementContractManagementCommunicationsManagementLegal & AuditSupportRelationshipManagement LeadExecutiveSponsorExecutiveSponsorRelationshipManagement LeadRiskManagementPerformanceManagementCustomerSatisfactionManagementEscalationManagementOperationsManagementCompany SupplierCompany SupplierCompany CompanySupplierCompanySupplierCompanySupplierInitiativeManagementCompanySupplierCompanySupplierCompanySupplierCompanySupplierCompanySupplierCompanySupplierSupplierCompany Team MemberSupplier 1Supplier 3Supplier 2JointJointcapabilitycapabilityinvestmentinvestmentIntellectualIntellectualcapitalcapitalsharingsharing JointJointprocessprocessimprovementimprovementSystems &Systems &processprocessintegrationintegrationMultiMulti--suppliersuppliercollaborationcollaborationCapabilityCapabilityacquisitionacquisitionby supplierby supplier ValueValuecreationcreationopportunityopportunityJointJointcapabilitycapabilityinvestmentinvestmentIntellectualIntellectualcapitalcapitalsharingsharing JointJointprocessprocessimprovementimprovementSystems &Systems &processprocessintegrationintegrationMultiMulti--suppliersuppliercollaborationcollaborationCapabilityCapabilityacquisitionacquisitionby supplierby supplier ValueValuecreationcreationopportunityopportunitySupplier ScorecardFunctional Area / Category:Site:Scorecard Date:Status Definition Supplier Representatives:Good Meets or exceeds performance targetFair Does not meet performance target; acceptable variance; improvement needed Company Representatives:Poor Unacceptable variance from performance targets; action requiredInvalid Invalid percentage data has been entered into the cellKPIKPI Wt. MetricMetricWt.MetricTotalDataSourceScoreRangeAccept-able RangeLastYrLastQtrLastMoTodayOne QtrTrendMetricScoreKPIScoreOn time delivery percentage 50% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 90 80 85 90 h 9.0Delivery conformance 50% 100% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 80 78 85 95 h 9.5 9.3Additional available capacity 56% tbd 0 - 100 ≤ 80 80 - 89 ≥ 90 50 75 80 90 h 9.0Financial stress 33% tbd 0 - 60 ≤ 48 49 - 53 ≥ 54 40 54 58 50 i 8.3Credit score 11% 100% tbd 0 - 20 ≤ 16 17 ≥ 18 15 16 17 18 h 9.0 8.8Rejection rate 26% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 70 75 80 90 h 9.0Weighted non-comformance rate/ CAR26% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 80 83 85 91 h 9.1Process chage 16% tbd 0 - 60 ≤ 48 49 - 53 ≥ 54 40 45 50 60 h 10.0Audit rating 16% tbd 0 - 60 ≤ 48 49 - 53 ≥ 54 30 35 40 42 h 7.0Auidt response time 16% 100% tbd 0 - 60 ≤ 48 49 - 53 ≥ 54 40 43 45 56 h 9.3 8.9Response to standard request 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 60 70 80 91 h 9.1Response to emergency request 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 90 80 70 60 i 6.0Communication about potentialproblems9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 70 75 76 78 h 7.8Flexibility to change 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 80 85 85 91 h 9.1Customer services 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 70 75 80 85 h 8.5Efficiency in providing information 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 90 80 70 60 i 6.0Local support efficiency 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 75 80 85 91 h 9.1Production lead-times 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 90 80 70 60 i 6.0Competitiveness of Productionlead-times9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 75 80 85 90 h 9.0Stability of lead-times 9% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 75 80 80 80 g 8.0Compliance with quoted lead-times9% 100% tbd 0 - 100 ≤ 80 81 - 89 ≥ 90 75 80 85 90 h 9.0 8.0Performance TargetsUnaccept-able RangeTargetKPIs MetricsAssuranceofSupply-DeliveryAssuranceofSupply-Environment/Business15%15%Quality25%Services15%CommentsPerformance TrendSupplier Score(Scale of 1-10)Supplier NameSRM Lead:Account Manager:Supplier Contact:
  • 5. #AribaLIVEPractical Success Factors of SRMAdoptersOrganization Process Metrics• Strong governance structure withchampions for the program in eacharea; engagement with internal auditfor program adherence and support.• Understanding the SRM process,having a framework; a culture ofcollaboration in the organization.• Active support from uppermanagement, internally and externally.• Regular steering committee reviews.• A mandatory external accreditationprogram aimed at upskillingcapabilities.• Vendor risk management profiles forkey supplier relationships.• Consistency of SRM approach, withstrategic relationships effectivelymanaged via use of best- practicetools.• Supplier recognition program,including supplier awards.• Joint strategic supplier technologyroadmapping.• Use of a scorecards asmeasurement and feedbackmechanisms.• Measuring cost-avoidance.• One-page scorecards.• Clear metrics that are activelymanaged with the contracts.• Supplier scorecards trackperformance and progress ofinitiatives.Source: Hackett Research: 2012 SRM Study
  • 6. #AribaLIVEThe Value Contribution from SupplierManagement Is Clear…Source: Hackett Research: 2012 SRM Study
  • 7. #AribaLIVEUltimately, Top Performers Are BetterCustomers to Their Key Suppliers4%38%46%12%0%20%30%50%1=We are definitely NOT acustomer of choice2=Were a good customer in a fewareas3=Were a good customeroverall, but still have a fewopportunities4=Were a very goodcustomer, especially with criticalsuppliersPeer GroupTop PerformerRelative to your competitors, to what extent do you feel that you are a"customer of choice" for suppliers in critical spend categories?Source: Hackett Research: 2012 SRM Study
  • 8. #AribaLIVEAgenda• Introduction• Panel Discussion• Key Takeaways• Q & A© 2013 Ariba, Inc. All rights reserved.8
  • 9. #AribaLIVEThe Panel TeamSpeakers: Neil Campbell, AvivaGilles Poirier , Solvay© 2013 Ariba, Inc. All rights reserved.9Moderator : Sundar Kamakshisundaram,Sr. Director – Solutions Marketing, Ariba, Inc
  • 10. Presentation title here 00.00.00 page 10Smarter Supplier ManagementImproving Supplier Performance through Better Collaboration and MonitoringNeil CampbellAVIVA Procurement
  • 11. Aviva• Largest insurer in the UK*.• Strong businesses in selected international markets.• Life, general and health insurance. Provider of asset management services.• Circa 30,000 employees.• 34 million customers globally.• £23bn gross written premiums.• £29bn paid out in claims and benefits due in 2012.• £311bn total funds under management.• 300 years of heritage• * Based on aggregate 2011 UK life and pensions sales (PVNBP) and general insurance gross written premiums
  • 12. Aviva Procurement• Group ProcurementIndirect 3rd party expenditureMain categories of spend include - I.T hw/sw, Marketing, ConsultancyGlobal annual expenditure £2.2bn. (60% UK).• Supply Chain ProcurementDirect expenditure to service insurance claimsWhite goods, motor repair network, trade and legal services,£1.1 bn annual expenditureDiverse Supply Chains and market conditions.Common Procurement processes employed across teams.
  • 13. Supplier Management in Aviva• Supplier Management programme initiated in UK, January 2011. (Other markets now following).• Programme objectives– Manage our most important suppliers with the appropriate level of rigour.– Deliver a consistent and auditable approach to supplier and contract management.– Establish clear accountability and ownership of suppliers.– Improve Supplier Management capability.– Utilise technology to drive adoption, collaboration and quality data metrics.Programme supported at Executive Level.Group Procurement Policy governs Business Unit responsibility.
  • 14. Manage our most important suppliers• Suppliers categorised based on riskmetrics and annual expenditure.• Midpoint (£) set to ensure top 80% ofspend covered PLUS all high risk andBusiness Critical arrangements.• Minimum level of rigour based onSupplier Classification (A, B, C).• Classification dictates task frequencyand mandatory nature.• Any supplier classified as A or B formspart of our managed supply.• Same exercise carried out at a contractlevel. Interlinked activity.Supplier segmentationContract
  • 15. Consistent and Auditable approach (1)SPM project structureManaged SupplierContractManagement 1ContractManagement 2ContractManagement 3Performance ManagementACWSPMProjects
  • 16. Consistent and auditable approach (2)• Process framework embedded across all Supply and Contract Classifications.• Rigour and frequency determined by A, B or C rating.• Process driven through Ariba SPM to ensure compliance and collaboration.• Consistent internal approach and Supplier experience on contract management tasks.
  • 17. Clear accountability and ownershipContract/Supplier OwnersDaily engagement► Identify and own Supplier Risks. 250 Suppliers in scope.► Day to day management of suppliers► Ensure mandatory tasks are completed and compliance to standardUK Business Areas► Business Area Co-ordination of Policy Compliance► Validation & QA (Evidence/challenge)► Business Area Risk ownershipBusiness UnitsBU Procurement PolicyOwner► Chair of BU Supplier Management Forum (quarterly)► Oversight and challenge of aggregated supplier risk across the Business Unit► Provide assurance on the Policy implementation and compliance across the Business UnitUK RegionUK ProcurementPolicy Owner► Chair of UK Supplier Management Forum (quarterly)► Oversight and challenge of aggregated supplier risk across the UK► Overview of capability across the UKGroup ► Group Procurement Policy Owner
  • 18. Improve Supplier Management capabilitySkills, awareness and development• Process familiarisation and Ariba system training• Formalisation of Supplier Management as a career family• Shared capability framework for supply management disciplines• Increased access to shared L&D resources• Change ForumSupporting Resources• Ariba Knowledge Projects and local Intranet sites host supporting tools• User and Process support - proactive guidance to contract and supplier managers• Shared Learning groupsUpwards of 350 people involved in Supplier Management Activities.Collaboration and access to common tools and resources is essential.
  • 19. Utilise technology to drive adoption
  • 20. Utilise technology to drive adoption (1)Ariba SPM - Conditions, Ownership and TemplatesContract Classificationentered at set-up stage.Additional conditionsbased on other fields.Individual templates for Supplier andContract management activitySupplier Ownersclearly defined
  • 21. Utilise technology to drive adoption (2)Recurring phases, Tasks, owners, dates, surveys
  • 22. Utilise technology to drive adoption (3)Task reporting and compliance• Compliance reports delivered directly to dashboards and inbox• Hierarchical reporting employed so we can see task completeness at anOrganisational, functional, category and individual level• Quarterly compliance activity in place
  • 23. Utilisation of Ariba SPM (4)SPM Surveys• 4 surveys within the Supplier and Contract Management processSupplier VulnerabilityCustomer Perception of Supplier ServiceContract VulnerabilitySupplier 360• Stakeholders and suppliers complete Surveys in line with classification frequency• Action plans formulated based on results• Aggregation is possible at Supplier, Business Unit, Commodity, Team level• Performance over time can be tracked
  • 24. Example Survey output 1:Supplier Risk over time
  • 25. Example Survey Output 2:Supplier grading per risk activity
  • 26. Summary / Lessons learned• On-going programme. v3 of our framework and templateso Increase in consistency, capability, documentation and approach.o Steady increase in compliance to task and activities.o General trend shows reduction in supplier / contract risk.o Continue to refine and embed in UK and other markets.• Lessons learnedo Senior sponsorship and mandate is vital.o Supply arrangements must be classified correctly or resource challenges arise.o Collaboration brings challenge around resource, accountability and capability.o Ownership of tasks and projects needs to be clear.o Learning curve on Ariba software, be prepared to support users.o Process must be agile. Ensure appropriate change mechanisms in place.
  • 27. “Smarter Supplier Management” –Improving Supplier Performancethrough Better Collaboration andMonitoringGilles Poiriere-Sourcing ManagerProcurement & Supply Chain Excellence Function© 2013 Ariba, Inc. All rights reserved.
  • 28. #AribaLIVETopics• Introduction• Supplier Management at SolvaySolvay Purchasing ProcessManaging Supplier PerformanceSRM core valuesSRM, what is coming next?• Where are the best in class?© 2013 Ariba, Inc. All rights reserved.29
  • 29. #AribaLIVESolvay Company OverviewA 150-year old companyConsumer chemicalsAdvanced materialsPerformance chemicalsFunctional polymersCorporate & businessservices2012 Net sales• 12.4 billions EUR• 111 sites in 55 countries• 29100 collaborators
  • 30. #AribaLIVESolvay Purchasing Process1. Define Customer needs & Analyse market2. Define purchasing strategy & source3. Negotiate & Contract4. Manage supplier performance5. Manage System Performance
  • 31. #AribaLIVEManage Supplier Performance (SRM)Continuously improve the supplier performance to create value for theSolvay Group1. Manage supplier nonconformanceBuyer:Drive & follow-up supplier nonconformance & assessmentsIf relevant manage the nonconformance corrective actionInternal customer:Identify & communicate nonconformancePerformance & Quality:Provide guidance on the nonconformance managementprocessConsolidate reports (templatesand process)2. Manage the improvement of supplierperformance (KPIs)Buyer:Lead supplier evaluation, construct &monitor supplier action plansInternal customer:Provide feed back on supplierperformancePerformance & quality:Provide guidance on the supplierperformance management processConsolidate report
  • 32. #AribaLIVESupplier Performance• Provide innovative products and services• Contribute to reduce time to market• Use IT tools (Ariba modules…)• Purchasing contributes to innovation, growth ofbusiness and margin
  • 33. #AribaLIVESolvay Ariba Key Figuresafter 4 years - - - -Ariba sourcing• 270 full projectsm850 EUR, savings about 6%• RFP• RFI• Auctions - 71 (in Bulgaria)• 50 buyers currently using the tool(15%)• Last 12 months (311 events)RFI - 31RFP - 226Auctions - 54Contract management• More than 1000 contracts• Purchasing familiesEnergyRaw MaterialsTG / TSFacility ManagementGeneral ExpensesIntellectual servicesLogistics, packaging• Future 2013/2014140/200/300 licencesAdoption growth (WW) expected fulldeployment within 2-yearUse of SIPM moduleISO 9000 certification (end 2013)
  • 34. #AribaLIVESRM• Cost reduction, Risk management, Value creation• Promote binomial buyer/prescriber• Develop the suppliers’ capacity• Sharing risks and profits with suppliers
  • 35. #AribaLIVEInnovation and Collaboration inPurchasing• Purchasing function is open on the outside• The collaboration is a main change in purchasing• Purchases electronisation• The purchasing function is a complex set ofbusiness, relationships and tools• Earn more by spending more (purchasing performance)• The majority of professional buyers do not see thepotential of new information systems
  • 36. #AribaLIVEBuyers’ Skills• Functions buyer project, transverse buyeror purchase coordinator will greatly expandwhen product buyers or buyers per countrywill decrease• New Buyers skills: creativity, relationalquality, capacity to collaborate• Buyers should consider collaboration internallyand externally as a major strategic issue
  • 37. #AribaLIVESRM Core Values• Core valuesTrustCompetitivenessGrowth• Supplier categoriesStandard, Preferred (strategic)• Innovation and collaboration are seen as keylevers for long-term growth
  • 38. #AribaLIVEOpen Innovation ChampionsThank you for your attention
  • 39. 40Summary and Key Takeaways40• Solidify sponsorship of internal champions and executives• Design a collaborative relationship methodology to improve suppliermanagement• Determine Supplier Segmentation Model (i.e.strategic, key, transactional)• Pilot specific categories and/or supplier tiers• Use technology as an enabler to understand supplier performanceand riskManage all aspects of supplier information and performance on a singleintegrated technology platformGain complete visibility into supplier information, performance, and riskProvide suppliers a single web-based portal to share information to manybuying organizations• Measure the success of the SRM methodology and plan forcontinuous improvement© 2013 Ariba, Inc. All rights reserved.
  • 40. Questions?Contact info:Sundar Kamakshisundaram: sundar@ariba.com© 2013 Ariba, Inc. All rights reserved.41
  • 41. #AribaLIVE© 2013 Ariba, Inc. All rights reserved.42Please Complete Session SurveyFind Sessionin ScheduleClickChoose oneRateSessionThank you for joining usClick Survey andSelect BreakoutSession Survey