As you explore whether e-procurement will help your business, the first step is to create a business case to ensure success in your selection of a technology partner. Join Ingersol Rand as they share their story and expertise on how they began the journey. Learn more about Ariba LIVE at http://spr.ly/LIVE2014LV-d

1. E-Procurement – Creating a Compelling
Business Case for Growth
Alex Mesanza, Director, Global Indirect Procurement, Ingersoll Rand
@alexmesanza
#AribaLIVE
@ariba
© 2014 Ariba – an SAP company. All rights reserved.

2. Do Your Homework…
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Meet with Procurement and Payables…and LISTEN!
Create a current state map identifying
PEOPLE, PROCESSES, and TECHNOLOGY
Identify key pain points within each area
If you are new to Procure-to-Pay cycle and the associated
financial implications (Tax, GL, etc.)…GET HELP!
Are there any major IT initiatives that conflict with or
complement this?
Is there anyone else doing this in the company?
Has it been attempted before?
© 2014 Ariba – an SAP company. All rights reserved.

3. Assess Timing/Maturity/Readiness
Consider…
• Executive sponsorship/Champion (with clout, preferably!)
• Desired timeline…vs. Reality
• Resource availability and experience (specifically around systems implementation)
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– identify top talent from the “geek squad” (and I mean that in a very
affectionate way!)
Policies and procedures – get ready to make it official and enforceable
Change management appetite – early start + constant reminders = better chances
(not great…just better!)
IT support/collaboration track record with other organizations – does
everyone play nice in the school yard?
© 2014 Ariba – an SAP company. All rights reserved.

4. Gather Facts…
• Spend analysis with multiple views (by supplier, by region, by
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commodity, etc.)
Invoice processing analysis, that ties to average payment terms
Volume of paper invoices
Evidence of rogue spend (with cost variance impact – hard to get, but
powerful information)
Invoice hold resolution cycle time
Volume of manual POs being generated
Industry benchmarks and results from other companies
© 2014 Ariba – an SAP company. All rights reserved.

5. Build the Pitch…
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Define current state
Define future state (best practice, best-in-class, what
“good” looks like, etc.)
Formal RFP process definition
Business resource requirements
Specify IT support needed and duration (you will get a bill
at the end!)
Clear accountability and governance
Monitoring cadence (KPIs, leadership review)
Communication/Change Management Plan
Contingency Plan
© 2014 Ariba – an SAP company. All rights reserved.

6. Ready…Set…Go!
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Successful Kick-Off is absolutely essential – do it face-to-face (put it in your budget!)
Come prepared! Gather key questions and distribute list to Ariba team
If offshoring technical work…have resources on standby to answer questions
“Parking Lot” is Ok…as long as most (preferably all) issues are addressed
Build a list of high-level critical path items and get resolution quick!
Define roles and responsibilities, identify coverage gaps, and build a plan to close them!
While implementation is top priority, don’t lose focus of enablement plan discussions – this
will require a completely different set of characters!
Share business case and spend time brainstorming on how to tie benefits to the business
case (specific data points, baselining, etc.)
"Expect the best, plan for the worst, and prepare to be surprised." - Denis Waitley
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© 2014 Ariba – an SAP company. All rights reserved.

7. Implementation Challenges at Ingersoll Rand
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IT did not agree with the design of Oracle adapter provided by Ariba – we had to build our
own from the ground up
Tight timeline driven by a larger Oracle R12 roll-out in Feb 2014.
Ariba: “It takes 16 weeks with OUR adapter…what are you smoking?!”;
IR: “Ok, but we have to do it in 13 [puff…puff]”;
Ariba: [Gasp] [Grrr][Ugh]…No problem [Gasp][Grrr][Ugh]
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Unable to lock-in dedicated resources – had to beg, borrow, steal
Made concessions and decided to go live with only one supplier initially – Staples
(learned a lot, minimal risk, high adoption)
As IT got closer to Oracle R12 go-live, we knew focus would drop sharply
Late start on change management and training plan due to heavy focus on
adapter development, testing, etc…
© 2014 Ariba – an SAP company. All rights reserved.

8. Result
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Implemented solution in 12 weeks…with our
own Fusion middleware adapter, custom-fit for
IR’s architecture
Staples in place as a punch-out catalog, with
minor data transfer issues which were quickly
identified and fixed
Delivered targeted training to top requesters of
office supplies, within days of go-live (not the
best approach, but got the job done!)
Lessons Learned
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© 2014 Ariba – an SAP company. All rights reserved.
Don’t assume you know what stakeholders
want to see…ask them!
Allocate enough resources to develop
change management and training strategy –
it’s more than just pretty process diagrams
and screenshots!
Don’t underestimate IT’s influence in the
solution design
Don’t underestimate the challenges of bringing
two companies to deliver a product – each
side needs to work through different
styles, approach, communication, etc…
Think about “The Day After”. Transition from
implementation to ongoing support is more
complex than expected