The document outlines the integration methods and best practices for automating transactions on the Ariba network, focusing on the experiences of Wesfarmers Industrial & Safety. It emphasizes the importance of a structured integration approach, highlighting challenges, lessons learned, and the significance of reusability and testing in project management. Additionally, it introduces the 'connect once' vision, aimed at simplifying supplier integration and improving efficiency across trading partnerships.

1. Automating Your Transactions
on Ariba Network

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What is Automation?
machine-to-machine
PunchOut
cXML
EDI
server-to-server
B2B
integration
back-end
integration
xCBL

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Today’s Speakers
Phillip Nguyen
eCommerce/eBusiness Integration Specialist,
Wesfarmers Industrial
Petr Havelka
Business Network Integration APJ

4. © 2015 Ariba – an SAP company. All rights reserved. 4Public
Presentation Overview
• Wesfarmers Industrial & Safety Overview
• Wesfarmers Approach to Ariba
• Integration Best Practices & Lessons Learned
• Case Study

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Wesfarmers Industrial & Safety Overview
Brief Overview
Wesfarmers Industrial and Safety (WIS) is the leading provider of industrial and safety products and
services in Australia and New Zealand. It also has a presence in Indonesia, export activities across the
region and sourcing and logistics operations in China. Customers across mining, oil and gas, retail,
construction and infrastructure, manufacturing, health and government rely on its generalist and
specialist businesses.
Wesfarmers Industrial and Safety consists of leading brands in Australia and New Zealand including:
• Australia: Blackwoods, Protector Alsafe, Greencap, Coregas, Bullivants, Work Wear Group and
National Safety of Australia
• New Zealand: NZ Safety, Safety Source, Packaging House

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Wesfarmers Approach to Ariba
Our Ariba Evolution
 WIS recognizes the importance of integrations, in order to become and remain competitive.
 Ariba (Quadrem) has always been a great channel to maintain our presence and competitiveness.
 Whilst integration with our customers is one of our top priorities, it can pose many challenges:
o Responding to customer demands (reactive) rather than driven by WIS (proactive).
o Increases complexity by complying to our customer demands.
o Pre-sales support for Catalogue Data Alignment (PunchOut and manual) is labor intensive.
o The knowledge gap with customers and our WIS businesses.

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Integration Best Practices & Lessons Learned
Best Practices
• Treat every customer integration as a project with a
business sponsor, stakeholder engagement, clear
scope definition and a clear entry and exit point.
• Early “Readiness Assessment”: Scope, Size,
Complexity Level for suitable start and end time.
Build a Business Case
• All projects should start with a question to the
business: What’s in it for you?
Integration Framework
• Keep reusability in mind: not only IT infrastructure,
expand to include business processes, exceptions
management and the support framework.
• Start with your own specification including standard
documents (Order, Response, Invoice, etc.)
Lessons Learned
• Reusability means one change (even minor)
applies to all customers and will impact all
customers!!!
• Clearly define the framework and separate issues
related to business data from system defects;
hence ownership.
• Don’t think that we ever test enough (when there
is a change: major and minor)! TEST, TEST &
MORE TESTING then TEST AGAIN!
• UAT (User Acceptance Testing) must be owned
by the business and not IT.

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Results
Key Performance Indicators
From an IT perspective: we measure resource usage: start – end and transitioning to production.
Measurements include for each phase of a project: BRS, DEV, TEST (+UAT) and PROD Transition
Reusability = Shortened development life-cycle in all phases within a project
Example case study:
• A major global mining company added a new asset to existing procurement framework
• Majority of the work is within business both from customer and WIS (contracts, logistics, stock level and accounting, etc.)
 Major work in customer’s procurement system and change management.
 Less WIS business resource and time with checklist and on-boarding process in place.
• WIS IT requires only to add configurable parameter to an existing framework
 Less than one day of business analysis
 Less than one hour of technical systems configuration
 Less than two days of testing
BRS: 16 days Development 14 clients 37 documents: 51 days User Acceptance Test: 37 days PROD Transition: 25 days

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Today’s Speakers
Phillip Nguyen
eCommerce/eBusiness Integration Specialist,
Wesfarmers Industrial
Petr Havelka
Business Network Integration APJ

10. © 2015 Ariba – an SAP company. All rights reserved. 10Public

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Seller Enablement
• Grow Community
• New Transacting Sellers
• Seller Yield Rate
• Days To Transacting
Network Integration
• Connect Buyers
• Automate Sellers
• Enable catalogues
• Reduce Complexity
Seller Account
Management
• Strategic sellers
• Seller Reference
• Seller Co-Innovation
Seller Management Organization (SMO) – Functions & Goals

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Buyer Integration
• Average project 20 weeks
• Buyers integration via various
connectors
• Team works mostly via telco
• Globally proven standardized
methodology
Seller Integration
• Average 37 – 50+ days per
relationship
• Integrates Top tier of suppliers
• Team works via telco
• Globally proven standardized
methodology
Catalogue enablement
• CIF, Punch-out
• Average CIF 2-4 weeks, Punch-
out 3-5 weeks
• Team works via telco
• Globally proven standard
methodology
Network Integration – How do we support you?
* Based on seller maturity

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Integration for Suppliers with Ariba

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What Are Your Integration Options?
cXML
EDI
(ANSI and EDIFACT) Dell Boomi
• All transaction types
supported
• Flexible technology
• Can be extended to
additional customers
• All transaction
types supported
• Flexible technology
• Cloud-based
approach simplifies
integration
infrastructure
• Most transaction
types supported
• VAN and AS2
transport protocols
supported
• Adapts to existing
integration
infrastructure
SAP BusinessOne
Adapter
SAP SD Add-On
Adapter
• Many transaction
types supported
• Native integration
to your back-end
system
• Many transaction
types supported
• Native integration
to your back-end
system

15. © 2015 SAP AG. All rights reserved. 15
Connect Once
Network Integration 2020 Vision & Strategy
B
B
B
S
S
S
Suppliers need to Connect Once to the
Network and integrate with any Buyer once
they are connected

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Connect Once Vision
What is it?
Trading Partners integrate once to the NetworkWhat is Connect Once
• Technical integration to trading partner systems is done one time – to the network, not to a Buyer
• Relationships are integrated within the network.
• After the initial integration, the only incremental IT work for the supplier is to add functionality
People, Product, and ProcessWhat are the Ingredients
• There must be a robust integration platform with native industry standards and a scalable middleware platform
• Suppliers must be integrated in a standard way, free of individual buyer specifics, mapping all of their supported documents to
an Ariba standard format
• Buyers must map to the standard way that Suppliers are integrated, not introducing new custom extrensics into the integration
Network Effect and ScaleWhy is it important
• Eliminate Point-to-Point Integration
• Eliminate linear resource scale
• Reduce new relationship connection to days
• 100% of a supplier’s relationships are integrated, once initially integrated
• Increase experience and satisfaction

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B E S T
PRACTICE
• Determine regions are feasible to be in scope
• Determine which corporate entities and divisions are
in scope
• Determine whether the electronic invoice becomes
the original
• Comply with archiving requirements
• Decide who generates the tax e-invoice
What is the Best Approach to Enable Automation? Questions to Ask
How many transactions
• Decide or clarify which business processes you will support
for automation
• Understand which process your customer is requesting
• Catalog, PO, Change Order, Schedule Agreement Release,
Service Entry Sheet, Advanced Ship Notice, Invoice are
typical transaction sets
• Ensure alignment early and often!
Which business processes
Tax eInvoice Regional Scope
• How many transactions lead to a positive
business case?
• Do you want a unified approach across all
customers?
If scope is misaligned between buyer and
seller, discuss them when initiating the project.
ASK ! Don’t Assume !

18. Thank you
Contact information:
Petr Havelka
Sr. Director, Network Integration EMEA & APJ
+420 731 624 080
Petr.Havelka@sap.com