1. The document discusses planning and executing a spend management program to maximize value, including identifying value, developing a flight plan, and ensuring value realization over time. 2. It provides guidance on evaluating spend categories and rollout strategies, developing a category flight plan, and measuring key performance indicators to track savings and supplier performance. 3. The presenters describe their approach for continuously improving the program through activities like compliance reporting, user adoption, and deeper integration with finance systems.

1. Secrets to Accelerate and Maximize Value from Your Spend Management Program John Thompson, SVP Supply Chain Mgmt Ops, SunTrust Ben Redwine, Managing Director, Ariba Commerce Services © 2011 Ariba, Inc. All rights reserved.

2. Agenda Introductions and Overview Value Identification and Planning for Success Value Enablement Value Realization © 2011 Ariba, Inc. All rights reserved.

3. Corporate Overview SunTrust Banks, Inc., with total assets of $172.9 billion on December 31, 2010, is one of the nation’s largest financial services holding companies. SunTrust operates approximately 1,700 bank branches across Southern states & Mid-Atlantic. SunTrust began implementation of the Ariba Source-to-Pay Solution Winter 2009. © 2011 Ariba, Inc. All rights reserved.

4. Speaker Bios John Thompson John heads up the “Supply Chain, Procurement Operations” function at SunTrust with responsibility for Procurement, eProcurement/eSourcing Solutions, Policy, Process, Compliance, and Contract Administration Prior to joining SunTrust in 2008, he held various leadership roles at Beazer Homes, Home Depot, and Wachovia. Ben Redwine Ben leads Ariba’s Business Commerce Enablement Service Line focused on helping you quickly identify, enable, and realize value through a custom-tailored business commerce program Since joining Ariba in 2003, Ben has supported dozens of Ariba customers across multiple industries to identify and realize savings in their spend management programs Before Ariba, Ben worked for Andersen Business Consulting in their Supply Chain Practice © 2011 Ariba, Inc. All rights reserved.

5. Session Objectives Discuss the importance of an effective plan for a program Explain the concept of a flight plan and the key work streams that effectively enable spend in the solution Discuss the approach taken post go-live and post category enablement. This is the most critical “phase” of a program: the steady state operation © 2011 Ariba, Inc. All rights reserved.

6. Session Guidelines The content that will be reviewed today is representative of a Source-to-Pay program across Procurement and Finance. We will talk about a program from the point of planning it all the way through the realization of the business case. This is not meant to be the SunTrust story, but an opportunity to share knowledge from this program, along with others. © 2011 Ariba, Inc. All rights reserved.

7. Agenda Introductions and Overview Value Identification and Planning for Success Value Enablement Value Realization © 2011 Ariba, Inc. All rights reserved.

8. Value Identification Develop a Clear Understanding of Your Value Proposition © 2011 Ariba, Inc. All rights reserved. Value Lever Description Price Reduction Savings tied directly to better sourcing practices and competitive bid process. Translates directly into per-unit cost savings. Spend Compliance Savings associated with the elimination of “maverick” spend and directly tied to % spend under management (incentives, preferred pricing, etc.) Process Improvement Savings from removing process costs, including people, paper, time, 3 rd party fees, legacy technology or rebates, P-card optimization, redundant work, etc. Error Reduction Savings from error reduction, and error identification-to-resolution cycle time. Cash Management Capture funds through optimization of early payment discounts and DPO. Supplier Management & Leverage Savings achieved from incremental supplier leverage, reduction in complexity, and risk mitigation. Identifying Value Realizing Value

9. Value Identification Source-to-Pay Savings Calculation © 2011 Ariba, Inc. All rights reserved. Obtained annual spend detail by commodity, general ledger account and LOB Removed certain commodities from the analysis to be conservative Reviewed savings benchmarks provided by our vendors and system integrators Revised these benchmarks based on our knowledge of what we have already done through other initiatives Analyzed opportunities commodity by commodity by applying the revised benchmarks and developed savings estimates Applied factors to limit the savings opportunity only incremental benefits directly associated with the tools Methodology Collect Benchmarks and Update Model on an Ongoing Basis Define Scope (industry, software access type, FTEs, time horizon, recently sourced spend, commodities in scope, etc) Override Benchmarks with Company specifics (process automation, sourcing related, etc) Estimate Total Cost of Ownership based upon software access type, user base, etc) Estimate Savings and Costs over time

10. Value Identification Source-to-Pay Savings Calculation © 2011 Ariba, Inc. All rights reserved. Implementing a Sourcing-to-Pay Strategy will lead to an approximate savings of: Savings Categorization % Savings [of Total Spend] Savings Levers Supplier Contract Compliance 0.40% Match of Invoice directly to Negotiated Contract Tems & Rates ensures Control and Compliance in our Payment Process by matching all Invoices Expenses direct to negotiated Contract Terms Buyer / LOB Compliance 1.36% Automated requisitions and approvals enforce utilization of Preferred Suppliers provide and Demand Management policies before the purchase commitment Discounts and Rebates 0.37% Automate invoice processing allows (1) negotiate for early payment discounts , (2) capture these discounts through timely payments, Spend Visibility - Improved Sourcing 1.72% Significantly improved data leads to improved Sourcing Strategies, Pricing, Reduce in number of suppliers, and better supplier performance. Accelerated Sourcing 0.45% Through an integrated project management tool, contract creation tool, RFx tool, and Reverse Auctions; SCM will be able to manage larger projects and source more quickly Total S2P Savings: 4.31%

11. How to Decide Where to Start The first thing that needs to occur in planning a program is deciding what you are trying to solve for Then begin to understand your desired business outcome and the value associated to it Determine what it will take to make this happen Finally, prioritize and plan based on where the greatest ROI exists © 2011 Ariba, Inc. All rights reserved.

12. How to Decide Where to Start Evaluating Different Rollout Strategies (Source-to-Pay) © 2011 Ariba, Inc. All rights reserved. Pro’s Can target groups that are better candidates for change and therefore adoption An end user will be able to be fully transitioned at one point in time Con’s May be a complex rollout if department/BU spans multiple geographies and systems Initial blueprint for the program may not represent cross-BU requirements Can take into account region-specific requirements Project team and steady state function can be local to entire audience An end user will be able to be fully transitioned at one point in time May be a complex rollout if department/BU spans multiple systems Initial blueprint for the program may not represent cross-regional requirements Helps relieve administrative burden of maintaining redundant systems Processes that are currently automated through an existing system are easier to transition An end user may have to go to multiple systems to perform the same type of request May not address scope and requirements that exist outside of current system usage today BU / Dept / Office Geography Systems

13. How to Decide Where to Start Evaluating Different Rollout Strategies © 2011 Ariba, Inc. All rights reserved. Needed to: Understand the implementation effort Estimate the savings opportunity Understand the buying groups impacted and the suppliers that need to be enabled

14. How to Decide Where to Start The Category Flight Plan © 2011 Ariba, Inc. All rights reserved. The category flight plan will identify the spend categories to be included in each wave of the rollout Included in each spend category are the buying groups, suppliers and content and the process and system integration requirements Prioritization is done by penetration opportunity and complexity

15. Planning for Adoption and Success © 2011 Ariba, Inc. All rights reserved. Month 1 Wks 3 & 4 Month 4 Month 5 Month 6 Month 7 Month 9 Q1 Y2 Q3 Y2 Month 8 Q4 Y1 Q2 Y2 Month 1 Wks 1&2 Month 3 Month 2 Wks 5&6 Month 2 Wks 7&8 Change Management: Stakeholder Analysis, Change Planning, Ongoing Execution Develop reporting, compliance mechanism, & savings tracking Sourcing Capability & Performance Enablement: Strategy, Demand Mgmnt, RFx, Negotiation, Supplier Management Wave I Sourcing Execution Ongoing program oversight, resource coordination & effort prioritization Program & Change Mgmt Sourcing Execution Technology Deployment Category Assessment Program Charter & Plan Supplier Mgmt Spend Visibility Sourcing Procure-to-Pay Contracts Enablement: User Enablement, Supplier Enablement, Content Management, Platform Admin Wave I P2P Enablement Procurement Execution Develop Flight Plan Wave II Sourcing Execution Wave III Sourcing Execution Wave II P2P Enablement Wave III

16. Planning for Adoption and Success © 2011 Ariba, Inc. All rights reserved. PROCESS & POLICY TECHNOLOGY PEOPLE & ORGANIZATION PERFORMANCE MANAGEMENT Technology – Enablement of solutions that provide the set of features and functions that optimize business performance in a cost-effective manner Process & Policy – Assessment and determination of processes, policies and process controls at an enterprise, BU and local level People & Organization – Assessment of an organization’s internal design, capabilities and capacity. Determination of the structure, roles and responsibilities, staffing, and opportunities for skills development needed to drive success Performance Management – Creation of a balanced scorecard and incentives model that aligns the goals and objectives of the org from top-to-bottom and allows for the monitoring and measurement of success VALUE

17. Agenda Introductions and Overview Value Identification and Planning for Success Value Enablement Value Realization © 2011 Ariba, Inc. All rights reserved.

18. How to Execute Your Flight Plan © 2011 Ariba, Inc. All rights reserved. Plan & Recommend Activities Stakeholder communication Spend and supplier selection Current process analysis Description Identify stakeholders for the categories in scope and execute communication strategy to engage Meet with procurement lead and business stakeholders to validate spend data and agree on enablement strategy Review how you manage the purchasing, invoice, receiving and approval process for each category today to confirm best in class process maturity Architect Deploy

19. How to Execute Your Flight Plan © 2011 Ariba, Inc. All rights reserved. Plan & Recommend Architect Deploy Activities Define Business and Functional Requirements Develop Design Specifications Validate Concept Description Define to-be process and policies for in-scope spend, as well as the functional requirements for technology configuration Create one Enablement Design Document per category and include to be process, pricing term details, approval info, accounting info, invoice Method, format and creation Secure stakeholder buy-in through real-world business scenarios to ensure adoption and compliance will be achieved. This is needed for both internal stakeholders and the suppliers.

20. How to Execute Your Flight Plan © 2011 Ariba, Inc. All rights reserved. Plan & Recommend Architect Deploy Activities Configure Solution Enable Suppliers Enable Contracts/Catalogs Enable Invoicing Communication/Training and Launch Description Create approval groups, accounting codes, commodity codes and make business rule changes Conduct supplier outreach and enable supplier on the network and conduct testing Upload existing supplier contract along with pricing terms and discount structure. Upload catalogs, if applicable Complete AN or ICS set-up, change appropriate parameters and conduct testing Set up training session to show users how to use category in the solution

21. Demystifying the Program Explain Why Improve visibility to our $x.x Billion in Annual Expenses for improved decision making and sourcing strategies. Implement a Source to Pay Process that ensures Compliance to Contractual Agreements (evidenced by moving 80% to 100% of our spend through the Ariba Spend Management platform) Standardize Process in the procure-to-pay lifecycle © 2011 Ariba, Inc. All rights reserved.

22. Demystifying the Program How it Impacts the Line of Business © 2011 Ariba, Inc. All rights reserved. Contracts – commercial aspects of our Contracts are being setup in Ariba such that our Invoices can be matched to the Contract (either via Purchase Order or Master Services Agreements) Invoicing – many invoice streams through the company, with little standardization. Ariba will become the standard platform and process for Invoices via the “Ariba Network” (AN), which offers flexible integration options via the web, email, EDI, cXML Reporting and Spend Visibility – the Ariba strategy provides reporting capability which will aid STI in reporting on our spend down to the product/service level, unit cost, quantity, etc. Additionally, spend will be tracked to our Contracts.

23. Demystifying the Program The Solution is Applicable to Their Spend © 2011 Ariba, Inc. All rights reserved. Catalog Procurement – traditionally used for goods or services with fixed units (i.e. Hardware, Supply, Labor, Fixed Price Services) Non-Catalog Procurement – traditionally used for spot-buys or one-off SOWs Services Procurement – used where there is a need for “supplier collaboration” and development of specification through a bidding process. Typically used where there are multiple preferred suppliers, and pre-bids are required before an award is made. (i.e. Temp Labor, Direct Mail, Consulting Engagements) Contract Compliance – used for recurring fixed and variable expenses on a month over month basis; where there is no Work Order or Purchase Order Requirement. This enables invoices to match directly to the Contract (no Requisition or PO required, after contract and budget approval has been obtained) (i.e. Maintenance Agreements, Time & Material Service, Janitorial Services, Agency Agreements, etc.)

24. Agenda Introductions and Overview Value Identification and Planning for Success Value Enablement Value Realization © 2011 Ariba, Inc. All rights reserved.

25. The Journey Begins with Value Realization © 2011 Ariba, Inc. All rights reserved. Commodity Imp. Plan Backlog Completion Plan 80% User Adoption – Complete 10/2011 Milestones 6. Greater buy-in from the Business on Commodity Implementation Timelines. 7. Stronger “Compliance Reporting” & User/Supplier Adoption Processes 1. Catalog / PO Procurement Imp 2. Contract Compliance Implemented 4. System Barriers Eliminated 5. Deeper integration of Finance, shared Goals for Ariba Strategy 8. Procurement Staff augmented, Procurement Process Improved 9. Deeper awareness & campaigning of Ariba being the Financial System of record for spend management Actual Adoption Rate 11. AP Process Enhancement (Stop Oracle AP as option for Ariba Suppliers. 2009 2010 2011 10. Data Mart includes feeds from other Data Sources (Temp Labor, Legal, Telecom) 3. Deeper Integration of new Sourcing Projects into Procurement to ensure Ariba Setup for all new deals

26. Ensuring Value Realization Supply Chain Operations © 2011 Ariba, Inc. All rights reserved. Legacy Contract Load Clause Library Management Contract Template Administration System Management- Testing & Troubleshooting Master Data Mgmt/ Integration Configuration/ Service/ Enhancement Requests Dashboard Development Scheduled Reporting Supplier Enablement Catalog Set Up, Validation, Publication Contract Creation Certify Supplier Integration/Testing Supplier Training Balanced Scorecard KPI & Benefits Tracking Spend Analytics Opportunity Assessments Compliance Reporting eSourcing event support & strategy Category design for P2P enablement Policy & Procedure Development Coaching local enablement leads Communications & Training Leadership to define, build consensus, publish and communicate Communication Governance & Policies Management Survey Execution Scorecard Definition & Population Continuous Improvement Reviews with Strategic Suppliers Staging Tables Master Data Management PO & Receipt Import Testing & Troubleshooting

27. Ensuring Value Realization SC Ops alignment to Sourcing, Purchasing and Line of Business © 2011 Ariba, Inc. All rights reserved. CPO Category Mgr Marketing Category Mgr Human Resources Category Mgr Facilities Category Mgr Legal Category Mgr IT Category Mgr Professional Services Operations Director User Enablement Procurement User Enablement AP Platform Admin, Reporting & Analytics Supplier Enablement Procurement & AP Business Mgr Procurement & AP Business Mgr Procurement & AP Business Mgr Procurement Associate Procurement Associate Procurement Associate AP Associate AP Associate AP Associate Organize by Customer Organize by Category Organize by Expertise BU #1 BU #2 Functional

28. Ensuring Value Realization Reporting © 2011 Ariba, Inc. All rights reserved. Value Lever Reporting Metric Price Reduction Sourcing Project Savings % Spot Sourcing Savings % Rebate Dollars Spend Compliance % of POs on Catalog or Contract % of Invoices Reconciled to PO or Contract % of Addressable Spend with Preferred Suppliers Process Improvement % of POs on Catalog % of Invoices Electronic Invoice Cycle Time Cash Management Discount Income Generated Average Days Payable Outstanding Supplier Management & Leverage # of Suppliers That Make up 80% of Addressable Spend % of Spend With Suppliers in an SPM Program

29. Questions © 2011 Ariba, Inc. All rights reserved.

30. “Safe Harbor” and Confidential Information Statement This information reflects the status of Ariba solution planning as of January 2011. All such information is the Confidential Information of Ariba (per the contract between our companies), and must not be further disclosed, as stated in the confidentiality clause of that contract. This presentation contains only intended guidance and is not binding upon Ariba to any particular course of business, product strategy, and/or development. Its content is subject to change without notice. Ariba assumes no responsibility for errors or omissions in this document. Ariba shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. © 2011 Ariba, Inc. All rights reserved.

31. Secrets to Accelerate and Maximize Value from Your Spend Management Program John Thompson, SVP Supply Chain Mgmt Ops, SunTrust Ben Redwine, Managing Director, Ariba Commerce Services © 2011 Ariba, Inc. All rights reserved.