This document summarizes BP's implementation of the Ariba procurement software. It discusses: - BP's requirements for the software including security, availability, and restricting access. - The immediate transition from their old system to Ariba's cloud-based software. This provided automated updates with no additional costs. - The original $7.3 million budget, which was later reduced to $5.5 million spent after a faster deployment and less external support. - Metrics like cost savings, productivity increases, and processing time reductions that BP expects to see after full implementation. - Issues that arose during rollout like underestimating the number of users and scale of changes, resulting in a slower adoption rate across

1. Implementing Ashley Briggs.Dominic Franceschi Melissa Hart.Nestor Urita. Mark Walny ISTM 654.21 Spring 2011

2. Implementing/Aribacontent Background Issues and Requirements Transitioning Financial Budgeting Implementation Final Thoughts

4. British Petroleum's first software

5. Supply management software and consulting services

6. Purchased by Ariba in 2004

7. Ariba

8. Four years ago, Ariba switched to cloud system

9. eSourcing Software that delivers real time tracking, discovery, and improvement of the procurement process

10. Alternatives

11. SAP

12. Crictionless

13. Procureei

16. Physical Security

17. Data Security

18. Availability & Reliability

19. Security Certification

20. Ariba succeeded, where others fell short

21. Three months to integrate the data

22. Full access by Procurement and Supply Chain Management only

24. Immediate Cutover from CD to Ariba’s On Demand

25. Phased Rollout across the company

26. Results

27. IT experienced multi-tenant benefits with the switch

28. Automated Fixes and Updates-No Cost!

29. New service packs and automatic functionality

30. Quicker response time

32. Included software for 3 years

33. Switchover cost

34. Deployment

35. Change management

36. Heavy reliance on external IT consultants

37. Consultants have fee negotiation leverage

38. Training

39. 350 users

41. Implementing/Aribafinancial.metrics

43. Only expended $5.5M

44. Increased pace of deployment

45. Lower license fee

46. Less external support in implementation

47. BP Expectations

48. strategic sourcing cost to decrease by 3%-5%

49. e-sourcing cost to decrease by 1%-8%

51. Project is still at its roll-out stage

52. Currently no definite measure to assess effectiveness

53. Measurable criteria after implementation

54. RFI (Request for information on bids to vendors)

55. Spending reports

56. Measure effectiveness by comparing criteria with industry averages

57. RFI average for 2008 was 8.5 days

59. Selected to Outsource Rollout Process - Accenture Corporation

61. Underestimated Scale of Process

63. Underestimated total end users by 30%

64. Initial rollout plan did not take into account user resistance, training needs, or effects

65. A Second Implementation model was adopted later to with a greater focus on training objectives.

66. Management

67. Implementation, Benefit Analysis, and Feedback was not communicated by management effectively

68. Resulted in slow user adoption

69. Disruption of individual business processes

71. Successful as a benefiting software for BP

72. Satisfied requirements and goals that were set forth

73. Unsuccessful in including the adoption process across the variety of end users