This session will bring together several customer speakers who will provide a 10-minute overview of the solutions they deployed and the benefits gained using cloud-based SAP and SAP Ariba procurement solutions. Then we will open it up for a Q&A so that new customers can ask our experienced customers what they did right and how they run better in 2016 as a result of these projects.

1. 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

2. Ferrovial Services Spain
Carlos R. Canosa, Special Projects Manager, Procurement and Fleet

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. KAESER KOMPRESSOREN SE
Joerg Huelsmann

11. www.kaeser.com / Page 11
KAESER KOMPRESSOREN SE
Joerg Huelsmann
Implementation Experiences with
SAP Ariba Solutions –
Customer Panel

12. 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

13. 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

14. 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

15. 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).

16. www.kaeser.com / Page 16
Product portfolio
Your partner for efficient compressed air solutions
Our complete product range - Made in Germany

17. 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.

18. 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.

19. 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

20. 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

21. 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

22. 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?"

23. www.kaeser.com / Page 23
Thank You

24. Etihad Airways

25. Agenda
 Etihad introduction
 Procurement @ Etihad
 Etihad system landscape
 Project timeline
 Lesson Learned

28. 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

29. 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

30. 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

31. 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

32. 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

33. Thank you

34. © 2016 SAP SE or an SAP affiliate company. All rights reserved. 34Public
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