The document discusses strategies for successfully implementing the Ariba Sourcing solution on a global scale. It provides examples from The Chamberlain Group, Sonoco, and Schneider Electric. Key challenges included differing processes/currencies, remote locations, language/cultural barriers. Successful strategies involved identifying regional needs, customized training/support, establishing champions, and metrics to track adoption. Ongoing strategies focused on further training, support from superusers, and committing to sourcing projects.

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@ariba
Implementing Ariba Sourcing in a
Global Environment
Brian Barnhart, Indirect Sourcing, The Chamberlain Group
Jennifer Roberts, Supply Systems and Process, Sonoco
Ariana Hernandez, Center of Excellence, Schneider Electric
Tina Parry, Best Practice Center, Ariba
April 8, 2015, 3:00pm
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Agenda
• Best Practice Center Introduction
• Challenges in Global Implementations
• Expanding Sourcing to Asia: The Chamberlain Group
• European Expansion challenges: Sonoco
• Worldwide Expansion: Schneider Electric
• Best Practices: Strategies for Success
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Challenges in Global Implementations
• Differing Processes and Currencies
 E.g. European Regulations on Auctions
 Keeping Exchange Rates current
• Culture/Language and Content
 Making translations available
• Creating enthusiasm and incentives remotely
 Why would I do what Corporate wants?
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The Chamberlain Group –
Company Overview
• Leading manufacturer of garage door openers and
access solutions
 Liftmaster and Chamberlain brands
• Global operations
 Manufacturing in Nogales, MX
 Sourcing offices in Elmhurst, IL, Mexico, and HK/China
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The Chamberlain Group –
The Challenge
• Cultural
 Sourcing staff in China unfamiliar with e-sourcing
 Staff is more risk averse
• Support
 Super User is in IL, 14-hour time difference
 Internal training documents in English, complex
 Staff is focused on tactical sourcing
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The Chamberlain Group –
Our Solution
• Change Management
 Identify and develop a Champion
 Simplify, fit process to regional needs
– Strategic to tactical sourcing
 Generate list of events/commodities before training
– Create and use content specific training guides
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The Chamberlain Group –
Our Solution
• Support
 Utilize test events
 Create dummy suppliers
– Staff can see full process
 Acknowledge risk aversion
– Stress not every event will succeed
 Establish contact with local Ariba support
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The Chamberlain Group –
Our Current Status
• Sustaining progress
 Continuing support from US
 Developing custom templates based on feedback
• Ongoing use
 Events run out of China office
 Insight from Chinese colleagues
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Sonoco–
Company Overview
• Global Packaging Solutions Company
 Founded in 1899
 $5 Billion in Sales
 330 operations in 34 countries
 $2.5 Billion in spend across 325 spend pools
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Sonoco –
The Challenge
• Challenges in Global Implementations
 Differing Processes and Currencies
 Differing Country and Business Unit Priorities
 Culture/Language and Content
 Remote Training and Support
 Time and Resources
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Sonoco –
Our Solution
• On-Site Training and Alignment
 Bring everyone together and get to know each other
 Make it fun and timely
 Follow-up meetings and report outs
• Power User Approach
 “Local” Point of Contact
 Experienced and has completed successful events
• Embedded Goals
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Sonoco –
Our Current Status
• Successes
 Successful with center-led initiatives
 Direct Materials
 Expanding to larger facilities
 Acquisitions are very interested
• Opportunities
 Small plants
 Indirect materials
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Schneider Electric–
Company Overview
• We are a large global company, with a balanced geographical
footprint and a commitment to sustainability
 24 billion € revenue (FY 2013)
 43% of revenue in new economies (FY 2013)
 150 000+ employees in 100+ countries
• A look inside Purchasing
 1,700+ purchasing community members WW
 1,500+ active Ariba accounts
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Schneider Electric –
The Challenge
• Do best-in-class purchasing
 Standardize the tendering process
 Execute effective sourcing in all negotiations
 Global visibility of business transactions
 Data extraction for strategic decisions
• Considerations:
 Change the way of working of 1,700+ buyers
 Over 230 locations in 45 different countries
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Schneider Electric –
Our Solution
• Implement Ariba Sourcing WW
 Training Campaign remote sessions and Promotion webinars
 Centralized team providing guidance/support aside Ariba Help
 Quarterly track the tool’s adoption since implementation date
• Key Metrics
 Events published (#)
 Awarded Spend ($)
 Savings (%)
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Schneider Electric –
Our Current Status
• 2012-2014 – achievements
 88% of Purchasing Community has an active Ariba account
 52% of Purchasing Community have created events in Ariba
 1.5% of events published last year were e-RAs
 e-RA average savings in 2014 was 14%
• 2015-2017 – objectives
 Saving, Transparency & Digitization - Business Penetration
 eRx ECO-System
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Strategies for Success
• Involve all teams in planning the roll out, get buy in
from all regions
• Realize there will be differences in processes,
accommodate them with specific task, event templates
or Sourcing Library Content
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Further Strategies
• Training to kick-start the roll out
• Ongoing support with the technology
• Get commitment to which Sourcing projects will be
run in Ariba in first 6 months
• Designate a Superuser to be available to assist
• (Optionally enlist the BPC team for strategic project support)
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