Using Supply Chain Collaboration to Drive
Visibility into Supply
Public
Kristen Throw, Supply Collaboration Manager, ULTA Beauty
Tim Quesenberry, Digital Integration Director, VWR International
Bill McBeath, Chief Research Officer, Chainlink Research / March 15, 2016

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 11Public
Today’s panelists
Kristen Throw
Supplier Collaboration Manager
Tim Quesenberry
Digital Integration Director
Bill McBeath
Chief Research Officer

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Presenter
Kristen Throw
Supplier Collaboration Manager
Professional experience includes +20 years in Retail Buying,
Forecasting, Planning, and Inventory Management. Prior to ULTA
Beauty, OfficeMax provided the perfect foundation for Supplier
Development and Vendor Compliance.
Passionate about delivering new systems and processes to drive
supply chain efficiencies, ROI and ultimately delight our guests.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 13Public
About ULTA Beauty
ULTA Beauty (NASDAQ: ULTA) is the largest beauty retailer in the United
States and the premier beauty destination for cosmetics, fragrance, skin,
hair care products and salon services.
As of February 2016, ULTA Beauty
operates 878 retail stores across
48 states and also distributes its
products through its website:
www.ulta.com.
Goal: 1,200 stores by 2019

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More about us…
We’re on a quest to bring the fun of beauty to all –
constantly delighting our guests with all things beauty
all in one place while offering rewarding careers for
our passionate, beauty-loving associates.
MISSION
VISION
To be the most loved beauty destination of our
guests and the most admired retailer by our
associates, communities, partners and investors.

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Business case
The Ariba Network was selected to support our
exciting store growth plan and DC expansion plan.
2013-2014
700
stores

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Growth plan
2015
& beyond
1,200
stores
IL
AZ
PA
IN
TX

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Wins – Finance/Accounts Payable
REDUCED
DOCUMENT
COUNT
• Electronic 3-way match
• Paperless Invoices
FEWER
MANUAL
PROCESSES
• Maintained head count
• More efficient processing
INCREASED
VISIBILITY
• Ability to track and report discrepancies
• Faster resolution process

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Wins – Distribution & Logistics
ABILITY TO
IMPROVE
PLANNING
• Future inbound consolidation
• Ability to plan labor resources
• IMPROVED
RECEIVING
PROCESS
• Utilization of ASNs
• Visibility to inbound volume

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 19Public
Wins – Merchandising & Inventory
• Defined Purchase Order expectations
• Improve on-time performance
Inventory
Align
expectations
• Lead-Time Reduction
• UOM Optimization

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Challenges
1
SUPPLIER
MEMBERSHIP
FEES
2
NON-
STANDARD
EDI SPECS
3
POS 852
REPORT

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Future roadmap
1
SUPPLIER
PORTAL
• Product Info Mgt
2
REPORTING
• Forecasts
• Vendor Scorecard
3
Non-Merch PO
to Order

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 22Public
Today’s panelists
Kristen Throw
Supplier Collaboration Manager
Tim Quesenberry
Digital Integration Director
Bill McBeath
Chief Research Officer

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 23Public
VWR International: enabling science since 1852
• Acquired by Madison Dearborn Partners in 2007
• Completed Initial Public Offering in 2014
• 8,800 associates supporting diversified industries
• Worldwide sales in excess of $4.3B USD
From a Gold Mining start…to a Global Leader in Lab Supply Distribution

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Supply chain collaboration is critical…
HEALTHCARE
MEDICAL RESEARCHPHARMACEUTICAL
BIOTECHNOLOGY
SCIENCE
EDUCATION
INDUSTRIAL
PRODUCTION
TECHNOLOGY

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 25Public
How well do you collaborate?
What do your customers need / value?
What do you need from your suppliers?
Supplier benefits?
Your benefits?
Expectations clear?
Talking the same language?
Need Win-Win Keys to answer WIIFM’s

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 26Public
Strategic Requirements – Information Flow
Product Flow
Supplier /
Manufacturer
(VWR)
Distributor
End
Customer
Supply chain value analysis

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A
• Product Content
B
• Inventory Availability
C
• Logistics Visibility
Collaborate to drive supply chain visibility

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Content alignment is foundational
• Hosted / Static Catalog files (CIF)
• Spreadsheets
• PunchOut (Standard / Level 2) (cXML)
• EDI 832 Transaction (ANSI)
• Webservice (xml)
• Federated / Background Search (XML, html)
• GS1 Data Pool / GDSN (Hub)
* Speaking the same language is key
A
• Product
Content

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Enriched data drives differentiation
Collaborate for Data:
• Product Attributes
• Certiticates
• Lot / Batch Info
• MSDS
• Specifications
A
• Product
Content

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Measure compliance and success
• Data Enrichment is fundamental
to commercialization
• 1.5M+ product pages viewed per
month by 225,000 US visitors
• Average 27%+ increase in sales
post-enrichment
A
• Product
Content

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 31Public
Which one would you buy?
Will Ship Direct from Manufacturer
Please call for Availability: 800-666-1234
• Beautiful wooden sled is handmade
• Curly maple deck and willow handrails have 3
coats of marine-grade polyurethane
• Custom-molded plastic skids on the bottom
• Pivot-front design allows slalom
• 48"L x 24"W x 4"H, 16 lbs.
$139.99
In stock
Will Ship within 3-4 weeks.
Ships from Sledwarehouse (Chicago, IL)
• Tough wooden/steel sled for serious sledders
• Made of birch wood, with powder-coated steel runners
• Flexible steering bar for control down the hill
• 2 sets of knees for support; built for ages 5 and older
• Dimensions: 7" x 24" x 48"
48" Flexible Flyer
by Flexible Flyer
MountainBoy Elegant Flyer
by MountainBoy-Sledworks
(53) In stock
Will Ship TODAY
Ships from Gatzies. (Warehouse: Newport, MN)
• Highest Quality Wood Deck
• Kiln Dried Northern Hardwood
• Floating Steering
• Dimensions: 7" x 24" x 48"
Paricon Flexible Wood Sled
by Paricon
$189.99$159.99
B
• Inventory
Availability

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Collaborate for value-add data
Virtual Inventory Availability…
• provides product differentiation
• influences buying decisions
• improves user experience
• is expected via a B2C retail experience
• should be measured for accuracy & success
VWR supports 3 flavors globally
• cXML Availability Webservice (real-time)
• EDI 846 (batch)
• XML flat file (batch)
B
• Inventory
Availability

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Collaborate for logistics
Logistics Visibility Needs…
• Est. Ship Dates
• Proactive Updates
• Shipment Tracking
• Serial / Lot / Batch Info
• Certificates of Analysis
• Proof of Delivery
Technical Solutions via…
• EcXML Availability Webservice (real-time)
C
• Logistics
Visibility

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Measure compliance & success
0
55
110
165
220
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Supplier Integration – POA/ASN Performance 2015
POA
ASN
Go Live
C
• Logistics
Visibility

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Collaborate for logistics C
• Logistics
Visibility

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Collaborate for supply chain value D
• Supply Chain
Value Add

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 37Public
Today’s panelists
Kristen Throw
Supplier Collaboration Manager
Tim Quesenberry
Digital Integration Director
Bill McBeath
Chief Research Officer

Dramatically improving supply chain performance through real-world research
Collaboration in Direct Materials Procure-to-Pay
Bill McBeath, Chief Research Officer, ChainLink Research
March 15th, 2016

© ChainLink Research 2016; All Rights Reserved Slide 39
Agenda
• Collaboration and the Role of P2P
• Relationship-Intensity vs. Automation-Intensity
Across the Stages of Direct Materials P2P
• Survey Results
• Getting Started

© ChainLink Research 2016; All Rights Reserved Slide 40
Tug-of-War vs. Collaboration

© ChainLink Research 2016; All Rights Reserved Slide 41
Dimensions of Collaboration
P2P
• Design Collaboration
– Inter-enterprise CAD/PLM
– Outcome-based sourcing
• Planning and Forecasting
– CPFR
– Forecast/commit
– Category management
• Execution
– Automation: Manage-by-Exception
– Collaborative dialogs: order, schedule,
shipment, quality, payment
– Inventory mgmt./replenishment, VMI
– Promotions
• Inter-enterprise Processes and Systems
– Role of the Networked Platform
• Culture/Relationships
– Outcome-based
– Vested Outsourcing
– Open-book relationships

© ChainLink Research 2016; All Rights Reserved Slide 42
RFX Execution
Corrective
Action
Supplier
Performance
Management
Reconciliation,
Settlement
P.O.
Contract
Supplier Discovery
Selection,
Negotiations
Contract
Compliance
Monitoring
Sourcing
Strategy
Order Fulfillment
P2P in the Sourcing and Procurement Cycle

© ChainLink Research 2016; All Rights Reserved Slide 43
RFX Execution
Corrective
Action
Supplier
Performance
Management
Reconciliation,
Settlement
P.O.
Contract
Supplier Discovery
Selection,
Negotiations
Contract
Compliance
Monitoring
Sourcing
Strategy
Order Fulfillment
P2P in the Sourcing and Procurement Cycle

© ChainLink Research 2016; All Rights Reserved Slide 44
Direct vs. Indirect Spend
Direct
Indirect

© ChainLink Research 2016; All Rights Reserved Slide 45
Direct vs. Indirect Spend
Direct
Indirect
•Driven by production planning.
•Driven by requisitions.
•Performed across many
enterprise systems (planning,
quality, transportation, etc.)
•Time critical. Production
depends on shipments.
•Enormous variations between
different industries.
•Largely similar across industries
•Often not as time-critical.
Production continues even if
indirect shipments late.
•Performed largely within
dedicated P2P system

© ChainLink Research 2016; All Rights Reserved Slide 46
Agenda
• Collaboration and the role of P2P
• Relationship-Intensity vs. Automation-Intensity
Across the Stages of Direct Materials P2P
• Survey Results
• Getting Started

© ChainLink Research 2016; All Rights Reserved Slide 47
Four Stages of Direct Materials P2P
• Demand-to-Confirm
– MRP-driven
– Confirmation process / negotiation
• Build-Change-Deliver
– Change management
– Logistics
• Receive-Inspect-Accept
– Who inspects?
– Root cause analysis / Corrective action
• Invoice-Reconcile-Pay
– Straight through processing goal
– Evaluated receipts settlement

© ChainLink Research 2016; All Rights Reserved Slide 48
Relationship Intensity vs.
Automation Intensity
Demand-to-
Confirm
Build-Change-
Deliver
Invoice-
Reconcile-Pay
Receive-Inspect-
Accept
Long lead times
Constrained
Capacity
Complex Projects
Big Complex
Machines
Construction
Highly regulated,
engineered, high
precision
New product,
process, supplier
Manual, paper-
based processes
Lack of automation,
integration
Short lead times
Vendor Managed
Inventory
(VMI)
Standardized
parts, materials
Supplier hub co-
located with buyer
plant
Time-tested
processes, suppliers
Reliable supplier
QA/inspection
Supplier-side,
buyer-side
automation
Error-
prevention at
each point-of-action
Automation-
Intensity
Relationship-
Intensity
Straight-through
processing (errorless,
untouched by humans) Source: ChainLink Research
Lengthy dialogs,
message exchanges,
negotiations

© ChainLink Research 2016; All Rights Reserved Slide 49
Agenda
• Collaboration and the role of P2P
• Relationship-Intensity vs. Automation-Intensity
Across the Stages of Direct Materials P2P
• Survey Results
• Getting Started

© ChainLink Research 2016; All Rights Reserved Slide 50
9.1%
10.9%
35.5%
24.5%
10.9%
9.1%
Source: ChainLink Research
How Much Automation Today?
N=120

© ChainLink Research 2016; All Rights Reserved Slide 51
Source: ChainLink Research
70.0%
69.1%
46.4%
44.5%
41.8%
P2P Systems Used

© ChainLink Research 2016; All Rights Reserved Slide 52
Source: ChainLink Research
% Spend Under Management/ Processed Through System
First Pass Accuracy and Throughput
(PO and GRN match to invoice)
Internal Business Customer Satisfaction
Invoice Automation/Auto Reconciliation
(‘no exception or manual handling’ processing rate)
P2P Cycle Times
(RFQ-to-order, order-to-receipt, invoice-to-payment)
Procurement Operational Costs & Productivity (transaction cost
per invoice, spend managed per FTE)
Spend Reduction (year-over-year)
Supplier Performance
(OTD, materials quality, order accuracy)
KPIs for Direct Materials P2P
KPIs – Measuring Success
Most Important KPI 2nd-most Important KPI 3rd-most Important KPI

© ChainLink Research 2016; All Rights Reserved Slide 53
Agenda
• Collaboration and the role of P2P
• Relationship-Intensity vs. Automation-Intensity
Across the Stages of Direct Materials P2P
• Survey Results
• Getting Started

© ChainLink Research 2016; All Rights Reserved Slide 54
Getting Started

© ChainLink Research 2016; All Rights Reserved Slide 55
Supplier
Buyer
Bank
Financial
Services
Other 3rd Party
Services
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Buyer
Buyer
Buyer
Buyer
Buyer
Buyer
Buyer3PL /
Carrier
Insurance
Customs
Inspection
Services
3PL /
Carrier
3PL /
Carrier
3PL /
Carrier
3PL /
Carrier
Bank
Bank
Bank
Financial
Services
Financial
Services
Insurance
Buyer
Buyer
Supplier
Supplier
Supplier
Source: ChainLink Research
Supply Chain
Network Platform/
Community

© ChainLink Research 2016; All Rights Reserved Slide 56

© ChainLink Research 2016; All Rights Reserved Slide 57
Questions?
Bill McBeath
bill.mcbeath@clresearch.com
617-762-4040 x414

Thank you

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