Selling E-Commerce to Your Leadership

Selling E-Commerce to Your Leadership
Insights into how to get to the future and create a change organization
Anatoly “Toly” Shilman, Global Enterprise E-Commerce Manager, Kimberly-Clark
Martin Rohde, Vice President eCommerce, Enterprise Group, Hewlett Packard Enterprise
Kory Manley, Director, Value Engineering, SAP Ariba / March 16, 2016
Public

© 2016 SAP SE or an SAP affiliate company. All rights reserved. 10Public
Presenters
Anatoly Shilman
Global Enterprise E-Commerce Manager
Kimberly-Clark
Martin Rohde
Vice President eCommerce, Enterprise Group
Hewlett Packard Enterprise
Kory Manley
Director, Value Engineering
SAP Ariba

Anatoly Shilman
Anatoly Shilman
Kimberly Clark
Responsible for
• Lead the development of strategy for e-commerce sales using the
eProcurement channel (SAP Ariba)
• Bring the outside in by expanding the KCP influence in startup and emerging
technology ecosystem
• Push entrepreneurship and breakthrough innovation into the culture of KCP

About me
© 2016 SAP SE or an SAP affiliate company. All rights reserved. 12

About Kimberly-Clark Professional

How the insiders understand e-commerce and how we
hope our leaders understand it

How our Leadership really understands it

Why am I here?
eCommerce
Business as Usual

To make eCommerce business as usual
“You cant’s stop the
waves, but you can
learn to surf.”
- Jon Kabat-Zinn

Thank you Contact information:
Anatoly Shilman, Global Enterprise
E-Commerce Strategy Manager
Kimberly-Clark Professional
Email: Anatoly.Shilman@kcc.com

Martin Rohde
Vice President eCommerce, Hewlett Packard Enterprise – EG Group
Responsible for
Martin is responsible for developing and executing Hewlett Packard
Enterprise (HPE) eCommerce strategy. He works to drive sales via custom
online portals for HPE’s direct customers as well as driving online traffic to
partners via the HPE Small Business Marketplace (marketplace.hpe.com).

Understand the landscape
Know the customer
Understand the funding process
Identify key stakeholders
Who is on the playing field with you
Know the company language
Be an eCommerce evangelist

Make your case, share your progress
LEVERAGE
LINK
BUILD
LEVERAGE
REPORT
Business case with Finance, stakeholder management
Frequently report on progress
Commonly used company metrics Customer pain points with key metrics
Consumerization of B2B world
CREATE
Sense of urgency, build a platform

Be opportunistic, leverage large corporate events
Separation of Hewlett Packard Company into
HP Inc. (PC & Print) and Hewlett Packard
Enterprise (Server, Storage, Networking,
Software, Services)
Hewlett Packard Enterprise always has been
and will be the channel-friendly company –
show what eCommerce can do to support
the channel.

Kory Manley
SAP Ariba
Responsible for
• Working with SAP Ariba customers to develop ROI model
• Developing a repository of base line and best practices KPI

SAP Ariba seller value levers
Process Efficiency
Receive POs electronically and
automatically flip to invoices – eliminating
errors and exceptions
Collaborate on demand forecasts from
customers and better collaborate with your
suppliers to meet changing demands
Lead Generation
Find new buyers already transacting on the
Ariba Network to grow your business
Grow your business sustainably by
transacting with new buyers that already
deliver the Cash Management and Process
Efficiency benefits of the Ariba Network
Cash Management
Improve DSO by ensuring invoices are paid
on or before negotiated terms
Know for what you’re being paid, when and
the status of your invoices: receipt,
approval, exceptions and payments
Better manage cash by accepting discounts
for early payment when needed
DSO Improvement PO Collaboration Savings
PO Processing
PO Error Reduction
Collaborative Supply Chain
Invoice Processing
Invoice Error Dispute
$10M in invoices | 20k PO’s | Maximum possible SMP fees
Business case
key assumptions:

SAP Ariba cash management savings levers
How to interpret waterfall
1. This
2. Times this
3. Equals that
100
75.0
37.550%
75%
DSO Improvement:
By passing invoices
to customers
electronically over the
Ariba network invoices
are approved
automatically and paid
in accordance with PO
and/or contract terms.
On-time payments result
in an average of 13-day
DSO improvement.

SAP Ariba process efficiency savings levers
PO Collaboration
Savings:
By understanding and
communicating item and
packing characteristics,
organizing and
prioritizing shipments for
consolidation and real-
time management of
requirements changes,
as well as significant
manual effort to
collaborate with buyers.
PO Processing:
Processing and
receiving POs
electronically saves
time in manual
processing and
migration to
internal systems.
1. This
2. Times this
3. Equals that
100
75.0
37.550%
75%

PO Error Reduction:
Reducing errors in PO
processing by doing so
electronically prevents
delivery of incorrect
goods/services and
associated costs and
improves customer
satisfaction.
Invoice Processing:
By electronically
processing and
transmitting invoices
against POs or contract
terms errors can be
eliminated by both buyer
and seller. Payment can
be easily tracked
1. This
2. Times this
3. Equals that
100
75.0
37.550%
75%

Invoice Error
Dispute:
When invoices are
generated directly
against PO line items or
contract terms a
significant reduction in
disputed invoices is
realized.
1. This
2. Times this
3. Equals that
100
75.0
37.550%
75%

Seller benefit summary
Value Driver Benefit
Cash Management $0.02 M
Days Sales Outstanding (DSO) Improvement $0.02 M
Process Efficiency $0.47 M
PO Collaboration $0.02 M
PO Processing $0.06 M
PO Error Reduction $0.29 M
Invoice Processing $0.03 M
Invoice Error Dispute $0.07 M
SMP Fees $(0.02) M
Maximum SMP Fees $(0.02) M
$10M in invoices | 20k POs | Maximum possible SMP fees
Business case
key assumptions:
Total Benefit: $0.47 M

Lead generation – get access to buyers ready to buy
• Showcase your profile to buyers free
• Maintain high visibility for decision makers ready to buy
• Access a cost-effective lead source
• Grow your business
• Collaborate easily with buyers
Over $1M
buyers and sellers
More than 20,000 product
and service categories
Over 190 countries
Benefits
for sellers
More than US$5B in
business posted per year
Nearly 50,000 green
and diverse sellers

Network value engineering helps clients make informed decisions
Data-driven, comparative and collaborative approach
Business case
foundation
Measure KPIs & best
practices maturity to
uncover value gaps
Value Realization
KPI and process
measurement before or
during a transformation
On-going Performance
Management
Comparison of current
performance to past
performance
Structure and
maximize
opportunity
Tie initiative to
business goals
People, process, policy and program
Team: Seasoned, ex-practioners bring insights, lessons learned and best practices
Benchmarks: Industry and Customer provided benchmarks to gauge opportunities
Process: Understand current state, business objectives, pain points and timeline
Tool: Prospect Survey and Discovery interviews, as needed
Outputs: Tailored success plan – value assessment, KPIs and peer metrics
Differentiators: Strategic Advisement
What we do

Questions
Anatoly Shilman
Global Enterprise E-Commerce Manager
Kimberly-Clark
Martin Rohde
Vice President eCommerce, Enterprise Group
Hewlett Packard Enterprise
Kory Manley
SAP Ariba

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