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Implementation Experiences with SAP Ariba Solutions – Customer Panel

The document presents the experiences of several companies, including Ferrovial Services Spain and Kaeser Kompressoren, in implementing SAP Ariba solutions for procurement and fleet management. It outlines project timelines, lessons learned, and results achieved, emphasizing the importance of effective supplier management and catalog integration. Challenges faced included customization needs and establishing sourcing strategies while ensuring stakeholder engagement throughout the implementation process.

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Carlos Canosa, Special Projects Manager, Procurement and Fleet, Ferrovial Services Spain Joerg Huelsmann, Head of Purchasing Department, Kaeser Kompressoren Germany Darshan Mohandas, Etihad Airways / June 14, 2016 SAP Ariba Implementation Experiences Customer Panel Public
Ferrovial Services Spain Carlos R. Canosa, Special Projects Manager, Procurement and Fleet
3Public Ferrovial Company Overview Ferrovial – One of the world's leading infrastructure operators and municipal services companies, committed to developing sustainable solutions 9,701 Revenue M euros 74,032 Employees 2015 1,027 EBITDA M euros 720 Net Income M euros Construction Infrastructures Services Toll roads Construction Airports
4Public Ferrovial Services – International leader in providing efficient solutions in urban and environmental services and in the maintenance of infrastructures and facilities. Headquarters: Madrid (Spain)  Primary Areas of Operation: United Kingdom and Spain  Other countries: Portugal, Chile, Poland and the Emirate of Qatar Ferrovial Services Business Line Overview 1,677 Revenue M euros (Spain) 35,000 Employees 2015 (Spain) +490 Spend M euros (Spain) +16,500 Suppliers 2015 (Spain) +120 Agreements 2015 (Spain) +220,000 PO 2015 (Spain) Main categories:  Fuel  Energy  Heavy/light-duty vehicles  Professional Services  Maintenance  Spare parts Ferrovial Services Spain Procurement and Fleet 39 FTE
5Public Facing the challenge: The merge of Ferroser and Cespa (2013–2015) Headquarters in Madrid Spend cycle under control by using a sourcing suite:  Supplier portal  Electronic sourcing and negotiation  Free creation of items (41,000 items)  Contract management  Supplier quality  Intensive use of catalog  Analytics dashboard  Traditional invoice accounting Headquarters in Barcelona Traditional view of procurement management using common tools:  Use of e-mail for purchase requisitions  Traditional negotiation based on Microsoft Excel files  Intensive use of materials management (MM) in SAP solutions for purchase order (PO) activity and procurement traceability  Centralization of new items (2,068 items)  Vendor invoice management (VIM) system
6Public SAP Ariba solution implementation. System map SAP Ariba sourcing solutions SAP Ariba solutions FI payment VIM Accountancy Paper/ Digital Invoice OCR Invoice scanning Homologation Process Purchase requisition Negotiation ContractPO Procurement & Fleet Dept. Business Unit/ Admin. Goods receipt Invoicing Payment MM PO Supplier MM Goods Receipt SAP Ariba solutions Sourcing Award Invoice approval SAP Ariba solutions Awarding WF Payment acceptance WF SAP Ariba solutions SAP solutions OTHERS MM Purchase Requisition PO authoriza- tion WF
7Public Project Timeline Start 26/06/14 July August September October November December January February March April ANALYSIS AND DESIGN PURCHASING PROCESS SAP ARIBA SOLUTIONS ANALYSIS AND DESIGN PURCHASING PROCESS SAP SOLUTIONS SAP ARIBA SOLUTION DEPLOYMENT: NETWORK + SOURCING + CONTRACT MANAGEMENT + SUPPLIER PERFORMANCE MGMT. SAP SOLUTION DEVELOPMENT – PURCHASING PROCESSES INTEGRATION PROMOTION TO PRODUCTION USER TESTING SUPPORT Demo available 30/06/14 Go Live – Catalogue 02/02/15 Go Live (Big bang) 23/03/15 PREVIOUS TRAINING KEY USERS TRAININGTESTING ADDITIONAL SUPPORT May June End 6/05/16 1 YEAR OF ADDITIONAL SUPPORT
8Public Results, lessons learned, and best practices Results Main figures:  1 year fully operating (Go live – March 2015)  20 buyers | >560 team members | >12,000 suppliers  Over €209 million negotiated in >1,321 negotiation events Lessons learned and best practices  Good idea! – cut off of previous sourcing suite from day zero  Despite being on-demand, considerable amount of customization required to meet the needs (still in progress)  Too large initial upload of pre-homologated suppliers  Time, time, and more time to prepare the awarding and approval structure for team members working with SAP and SAP Ariba solutions  Time, time, and more time to map the materials to design catalogs
9Public Thank you Contact information: Carlos R. Canosa Special Projects Manager Procurement and Fleet Quintanavides 21, Edif. 5 +34 915 862 648 crcanosa@ferrovial.com
KAESER KOMPRESSOREN SE Joerg Huelsmann
www.kaeser.com / Page 11 KAESER KOMPRESSOREN SE Joerg Huelsmann Implementation Experiences with SAP Ariba Solutions – Customer Panel
www.kaeser.com / Page 12 Agenda • KAESER KOMPRESSOREN – The Company • Initial Situation • Approach of the Project • Approach of the IT Project – Approach of the Subproject P2O – Procedure to Order • Lessons Learned
www.kaeser.com / Page 13 The Company A family company with tradition 1919 Carl Kaeser Sr. establishes an engineering shop in Coburg Products: replacement parts for machines and vehicles 1937 Carl Kaeser Jr. joins the company Products: first reciprocating compressors Development: SIGMA PROFILE 1979 Thomas Kaeser joins the company Products: MOBILAIR, rotary blowers, refrigeration dryers, SIGMA CONTROL, dry-running rotary screw compressors Since 2010 Board: Thomas Kaeser, Tina-Maria Vlantoussi-Kaeser
www.kaeser.com / Page 14 The Company Parent site in Coburg, Germany Rotary screw and reciprocating compressors, approx. 1,600 employees, 150,000 m² floor space
www.kaeser.com / Page 15 USA FredericksburgMexico Queretaro South America Santiago de Chile Middle East Dubai Japan Tokyo South East Asia Singapore Australia Melbourne Europe Coburg The Company Global presence Subsidiaries in more than 50 countries 1996 1.881 2015 More than 5.000 Approximately 1,900 of all employees work at KAESER Kompressoren SE in Germany (as of 2015).
www.kaeser.com / Page 16 Product portfolio Your partner for efficient compressed air solutions Our complete product range - Made in Germany
www.kaeser.com / Page 17 The "KAESER" brand Again a "Hidden Champion" in 2015 The "Hidden Champion" study has been published by "WirtschaftWoche" since 2011. The 2015 version is based on a survey of 285 industry experts from industry and trade associations, institutes, societies and specialist publications. The financial statements of the companies observed are also analysed. Brand performance and company performance can thus be determined. Source: WirtschaftsWoche, No. 34, of 22 August 2011, page 62 Source: Biesalski & Company – Die Marken der Hidden Champions 2015 Top 20 Hidden Champions 2015 In 2015, KAESER Kompressoren took the ninth place within the Top 50.
www.kaeser.com / Page 18 An exclusive 2015 study ordered by "WirtschaftsWoche" of 3,300 German companies examined by the Munich Strategy Group consultants, Kaeser achieved Place 2 of the most innovative mid-sized companies in Germany. 5. The "Kaeser" brand on Place 2 of the most innovative German companies in 2015 Source: WirtschaftsWoche No. 42 9 October 2015, "Von Bender bis Rational. Die 15 innovativsten deutschen Mittelständler“ article.
www.kaeser.com / Page 19 Approach of the Project 1. Definition of the strategy has been defined in collaboration and assistance of people from other divisions and departments 2. Refinement and precise description of the strategy definition 3. Analysis  Previous orders for indirect materials and services (type, quantity, supplier, requirements from FI…)  Necessary information and functionalities for supplier management  Dealing with contracts 4. GAP analysis
www.kaeser.com / Page 20 Approach of the IT Project 1. Establishment of a specification sheet (Content: refined strategy statements) 2. RFI / RFP process 3. Decision SAP Ariba solutions in the cloud – solution for P2O, CM and SIM 4. Implementation project:  Compilation of the implementation team  Discussion of the strategy definition with the consultants for SAP Ariba solutions (create awareness and understanding among all participants)  Handling of the task points (decision-making, team work with consultants for SAP Ariba solutions)  Test phase  Go Live
www.kaeser.com / Page 21 Approach of the Subproject P2O – Procedure to Order 1. Evaluation of all account assignment orders in the ERP system 2. First bundling of suppliers 3. Procurement strategy:  Special catalogs for specific products and services  Catalogs with a wide range of products with an average required quantity  Catalogs like MERCATEO for the Tail Spend  Using the functionality NOT CATALOGUE ARTICLES for unforeseen requirements  Go Live 4. Continuous analyses and price negotiations with suppliers TAIL SPEND NUMBER OF SUPPLIER ORDERVALUE
www.kaeser.com / Page 22 Lessons Learned 1. The test phase should be used intensively. Test teams should consist of company stakeholders, who understand system boundaries and limitations. 2. The project team should be installed depending on the strategy of the entire project. It is important that each team member shows commitment to the success of the project. 3. Implementation of catalogs takes time. 4. Make use of the expertise and know-how of SAP Ariba solution consultants. At the end, the customer pays for it. 5. One should ask oneself at each stage of the project: “Is my business output future minded? Do my ideas and the status of the project represent the best practice?"
www.kaeser.com / Page 23 Thank You
Etihad Airways
Agenda  Etihad introduction  Procurement @ Etihad  Etihad system landscape  Project timeline  Lesson Learned
28 Project Timelines Process System/ Module Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Sourcing Ariba Sourcing Supplier Information Management Ariba SIM Contracts Management Ariba Contract Mgmt Supplier Performance Management Ariba SPM Plan to Procure ECC/MM Procure to Invoice ECC/MM Fulfillment (Logistics + WM) ECC/MM& WM Plant Maintenance ECC/PM
Etihad Landscape Ariba Business CommerceSAP Ariba Business Commerce Best Practice Services Professional Services Helpdesk Ariba Network 1. Visibility on top spend categories and suppliers 2. Reporting by country/region 3. Saving Opportunities x 1. Online sourcing events / e-auctions 2. Online approvals 1. Contract lifecycle management 2. Clause libraries 3. Online Approvals 1. Catalogue management 2. PO automation 1. Supplier Self Service 2. Supplier self billing 3. Supplier performance management Supplier Management Spend Visibility Procure Invoice Pay Sourcing Contract Management
P&SM Team Warehouse Inform end user of correct way to buy Internal Catalogue Catalogue / Contract available Business Requester Existing supplier agreement? Demand Sourcing Quotation/RFQ / RFP P.O or Contract. Execute Sourcing Yes No Yes New Purchasing Request* (PR) Auto P.O. Punch Out Catalogue Contract Catalogue Auto P.O. No Apply Category Instructions Demand Inventory Planning MRP Run No Yes Active Contract available Auto P.O. Yes No Manual SAP Ariba Assign request based on rules Business capabilities – Plan to Procure
Supply Management - Inventory Planning & Distribution EAS Catering (Abu Dhabi) REGION 1 REGION 2 REGION 3 SUPPLY MANAGEMENT • OSS requirements fulfillment • Inventory Replenishment • Inventory Segmentation INTERNATIONAL SUPPLIERS LOCAL SUPPLIERS MONTHLY AND SCHEDULED/DILUTED MRP (Transfer Orders and Plans) PROCUREMENT Sourcing & Contracts POs and Order Plans PRs and Order Plans DAILY MRP MRP SAP MRP • MRP cycles for Planned Orders calculation • Planned Orders conversion to Purchase Requisition • MRP inputs: statistical forecast, OSS MRP, Safety Stock, Re-Order Point, EOQ-MOQ Supplier Portal Supplier Portal MRP MRP MRP (Monthly Diluted Plans) (Weekly Plans) BUSINESS Item Forecast S&OP OutstationOutstation OutstationOutstationOutstationOutstation OutstationOutstation OutstationOutstation OutstationOutstation
Lesson Learned Resource constraint - Plan in advance - Identify SME to be involved Change Management - Identify Change agents - Change impact analysis Stakeholder engagement - Ensure areas impacted (legal, finance) Process formalization - Scope locked down - Update the manual of authority Interfaces - Do not underestimate Alignment of Business sponsors - Continuous engagement and communication UAT - Critical to involve as many people as possible - Prepare appropriate test scripts Business Advisory - Review all processes and optimize/simplify
Thank you
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