1. B Five Rules for
Catalog and
Supplier
Enablement
Success
Under Armour
SunTrust Bank
© 2012 Ariba, Inc. All rights reserved.

2. Session Abstract
Good content is vital to Procure-to-Pay and Invoice Management
program success. More specifically, the effectiveness and adoption
of your procurement or invoicing program directly correlates to your
ability to get the right catalog content and the right suppliers enabled
around the right processes. In this session, leading enterprises will
share their field-tested best practices to catalogs and suppliers for
procure-to-pay collaboration across all spend categories.
2 © 2012 Ariba, Inc. All rights reserved.

3. Speaker - Under Armour
Mark Gillen, Director of Strategic Procurement, Under Armour
• Mark Gillen has served as Director of Strategic Procurement for Under Armour since
November 2009. In his current role, Mr. Gillen is responsible for the strategic sourcing of all
indirect (non-inventory) goods and services, and also leads the Financial Planning &
Analysis teams that support Supply Chain and Retail Marketing. Prior to joining Under
Armour, Mr. Gillen held increasing levels of financial management and procurement
responsibilities at Ann Taylor. Prior to joining Ann Taylor in February 2000, he held a
variety of financial management positions at Lord & Taylor Department Stores. Mr. Gillen
received his BS in Marketing and MBA from Villanova University.
3 © 2012 Ariba, Inc. All rights reserved.

4. Speaker - SunTrust Bank
Andy Woltman, Vice President, Strategic Supply Management Optimization, SunTrust
• Andy Woltman is a Vice President and Process Design Manager in the Strategic Supply
Management Optimization group of SunTrust Bank, and serves as the Supplier Enablement
Team manager overseeing the Ariba supplier on-boarding process.
4 © 2012 Ariba, Inc. All rights reserved.

5. B Five Rules for
Catalog and
Supplier
Enablement
Success
Mark Gillen
Director of Strategic Procurement
Under Armour
© 2012 Ariba, Inc. All rights reserved.

6. Overview of Under Armour, Inc.
• Founded in 1996 by former University of Maryland football player Kevin Plank, Under Armour is
the originator of performance apparel — gear engineered to keep athletes cool, dry and light
throughout the course of a game, practice or workout.
• Company Vision: TO EMPOWER ATHLETES EVERYWHERE
• Company Mission: TO MAKE ALL ATHLETES BETTER, THROUGH PASSION, DESIGN, AND
THE RELENTLESS PURSUIT OF INNOVATION
• Listed on NYSE: UA
• Achieved $1.47 billion in revenue in 2011
• Product offerings consist of apparel, footwear and accessories for men, women and youth
6 © 2012 Ariba, Inc. All rights reserved.

7. Overview of Under Armour, Inc.
(continued)
• Distribution channels include:
Wholesale accounts, in which our product is sold in over twenty five thousand retail stores worldwide
Direct to Consumer
– Under Armour Factory House and Specialty Stores (80 Factory House Stored and 5 Specialty Stores open as
of 12/31/11)
– Online at www.underarmour.com
• Over 5,000 employees worldwide (as of 12/31/11)
• Offices located in:
Baltimore, MD
Denver, CO
Amsterdam, Netherlands
Guangzhou, China
Hong Kong
Ontario, Canada
• Ariba Solutions Deployed by Under Armour
Ariba Procure-to-Pay Professional
Ariba Sourcing Professional
7 © 2012 Ariba, Inc. All rights reserved.

8. Under Armour’s Procure-to-Pay
Process Before Ariba
• Automated workflow for PO Requisition approvals was non-existent
• Catalogs were non-existent
• Flexible payment terms with suppliers were rarely proposed
• Creating month-end accrual entries was a tedious, inefficient process
• Requisitioners were unable to directly access historical spend
information, without assistance from the Purchasing Team
• The Purchasing Team was viewed as simply a data entry department
• Rogue spend was widespread and difficult to control
8 © 2012 Ariba, Inc. All rights reserved.

9. Under Armour’s Five Steps to Effective
Catalog and Supplier Enablement
1. Conservatively estimate
the appropriate amount
of internal and external
resources dedicated
to catalog and
supplier enablement
9 © 2012 Ariba, Inc. All rights reserved.

10. Under Armour’s Five Steps to Effective
Catalog and Supplier Enablement
2. Understand (and be
able to effectively
communicate) the
benefits that an
integrated, e-catalog
based P2P solution
will offer your buyers
and suppliers
10 © 2012 Ariba, Inc. All rights reserved.

11. Under Armour’s Five Steps to Effective
Catalog and Supplier Enablement
3. Proactively communicate
P2P expectations to all
prospective suppliers as
part of the strategic
sourcing process
11 © 2012 Ariba, Inc. All rights reserved.

12. Under Armour’s Five Steps to Effective
Catalog and Supplier Enablement
4. Don’t bite off more than
you can chew…take a
phased approach over a
finite period of time, with
key milestones of
achievement, in your
efforts to build the most
effective program
12 © 2012 Ariba, Inc. All rights reserved.

13. Under Armour’s Five Steps to Effective
Catalog and Supplier Enablement
5. Set measureable targets
and make internal
resources accountable
for achieving results
13 © 2012 Ariba, Inc. All rights reserved.

14. Results and Key Metrics
• Quick implementation – 18 weeks
• Since implementing Ariba P2P in January 2011, Under Armour’s procure-to-pay
process has been completely transformed
• The Purchasing Team is no longer viewed as a data entry function, but rather
a strategic partner to all business units with the ability to streamline their
non-inventory transactions
• Purchase Order adoption rates increased from 25% to 75%
• During our first year on P2P, over $80 million of indirect spend was processed
using Ariba P2P
• 14 catalogs (including three punch-out catalogs) were created, which drove 17%
of transactions / 9% of spend processed
• 34% of transactions were conducted over the Ariba Network
• Increased Purchasing Team’s productivity by approximately 25%, avoiding the
cost of adding two new FTEs
14 © 2012 Ariba, Inc. All rights reserved.

15. B Five Rules for
Catalog and
Supplier
Enablement
Success
Andy Woltman
Vice President,
Strategic Supply Management Optimization
SunTrust Bank
© 2012 Ariba, Inc. All rights reserved.

16. SunTrust at a Glance
• The most direct corporate ancestor, the Trust Company of Georgia, was founded
in 1891, and merged with SunBanks, Inc of Florida in 1985 to form SunTrust
Banks, Inc
• Having total assets of $172.6 billion it is one of the nation's largest and strongest
financial holding companies.
• Employs approximately 30,000 teammates
Diversified Business and Corporate & Wealth &
Product Mix Retail & Household
Investment Investment
Commercial Lending
Banking Management
• SunTrust • National • National • National
Footprint
• Full line of • Residential • Full array of private
• 1,658 Branches investment mortgages, com wealth management
banking mercial lending and institutional solutions
• 2,889 ATMs
products and including personal and
• Mortgage
• 800+ services institutional investment
servicing
Relationship management
portfolio of
Managers
$163B
16 © 2012 Ariba, Inc. All rights reserved.

17. Ariba Solutions Deployed
• Supplier Management • Procurement
 Performance Surveys  Catalog and Non-Catalog Purchase Orders: Punch-
 Scorecards out, supplier hosted, custom workflow, etc (approx.
200,000/yr. and 5,000 users/mo.
 Repository for all macro data on SRM managed suppliers
Functionality Not Used: For supplier ―collaboration‖ with
•

Sourcing specific modules for service categories (i.e. Temp
Project Management: Reporting, timeline, Save Labor, Print, etc)
Tracking, Project Artifact, etc.
Standardization in Process and Templates: Sourcing
• Accounts Payable
Invoice Processing: Invoices matched to PO and/or
Library
Contract
Performance of RFI, RFP, and Auctions
Invoice Workflow: Exception handling, approvals, receipt
Document Archival verification
Functionality Not Used: Tasks, Workflow Payment Terms: Prompt payment and Dynamic
• Contract Management Discounts
Contract Administration: Storage, Archival, and Retrieval • Ariba Network
Establishes linkage between Master & Sub-Agreements eBilling: 94% volume of invoices are eBilled and about
(approx. 11,000 agreements) 50% of spend is eBilled
Contract Compliance: Invoice to Contract Match Electronic issuance of POs, Contracts, etc
Reporting: Expiring Contracts, Contracts by Electronic Supplier Connectivity: EDI, cxml, csv uploads
Supplier, LOB, etc. Catalog Maintenance: Supplier managed
Functionality Not Used: Contract Templates, Clause
Library, Contract Authoring and Workflow through
Process, eSignature
17 © 2012 Ariba, Inc. All rights reserved.

18. The Pain around Catalog and
Supplier Enablement
• No integration between various systems containing supplier
and pricing information (Sourcing, Contracts, Purchase
Orders, Payables)
• Who is the ―right‖ supplier contact? Aligning
Customer/Procurement/AP and Supplier/Sales/AR
18 © 2012 Ariba, Inc. All rights reserved.

19. The Pain around Catalog and
Supplier Enablement (Cont.)
• Resources (Buyer and/or Supplier) to enter line-level detail
• Product/Service doesn’t fit into a ―widget‖
• POs: To Receive or Not to Receive?
• Enforcement of payment terms
• SMP Fees
19 © 2012 Ariba, Inc. All rights reserved.

20. Five Steps to Effective Catalog and
Supplier Enablement
1. Communication (internal and to suppliers)
2. Know how you plan to transact with supplier
(and customize standard communications accordingly)
3. Methodology/Tool to track progress
4. Have a mandate (internal and to suppliers)
5. Compliance follow-up and escalation
20 © 2012 Ariba, Inc. All rights reserved.

21. Five Steps to Effective Catalog and
Supplier Enablement
1. Sourcing must engage Procurement team early on
during contract negotiations to determine proper
transaction method
2. Is catalog/requisition the right ―fit‖?
3. If catalog, what type (Local, Punchout, Partial)?
4. Use Catalog Views to restrict visibility
5. Custom Approval Rules for Catalog Items
21 © 2012 Ariba, Inc. All rights reserved.

22. Supplier Enablement Process Flow
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23. Supplier Enablement Metrics
23 © 2012 Ariba, Inc. All rights reserved.

24. Catalog Metrics
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25. Invoicing Metrics
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26. Lessons Learned/Caveats
• You’ll never AN-enable 100% of suppliers.
• Must balance desire for visibility, compliance, and
electronic submission of invoices by supplier.
• Supplier Enablement must have a working knowledge of all
system aspects (or a ―go to team‖) for supplier questions.
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27. Q&A
Contact info:
John Lark: jlark@ariba.com
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