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Leveraging Technology to Transform
a Purchasing Organization
Andrew Croston
Chief Procurement Officer
Fujitsu
© 2013 Ariba, Inc. All rights reserved.
Delivering Measurable Benefits
Value to Companies of All Sizes, Industries, Regions
Supplier ValueBuyer Value
Sourcing
Procurement
Process
AP Process
Compliance
WCM &
Discount
3-9%
Process
Savings
$3-20
Savings/
Document
1-8%
Spend
Savings
Total
Savings
Faster
Payment
AR Process
Processing
Orders
Sales &
Marketing
Increased
Revenue
15-75%
Time
Savings
15-75%
Process
Savings
5-32%
Revenue
Increase
Total
Savings
Source: Ariba customer surveys and interviews
2 © 2013 Ariba, Inc. All rights reserved.
Ariba Collaborative Value Chain – Direct, Indirect,
Services
3
•Spend Data
Enrichment
•Spend
Analysis
•Contract
Collaborat
ion
•Authoring
•Repository
•Requisition
Ownership
•Catalog
Compliance
•Contract
Compliance
•Approv
al
Workflo
w
•PO
Collaborat
ion
•PO
Transmissio
n
•Goods &
Services
Receipt
•Invoice
Receipt
•Invoice
Compliance
•Invoice
Approval
•Exception
Workflow
• Awareness
Marketing
•Lead
Collaborat
ion
•Proposal
Collaborat
ion
•Bidding
Opportunit
y
•Contract
Collaborat
ion
• Contract
Repository
•Catalog
Collaborat
ion
•Catalog
Syndication
•Requisition
Collaborat
ion
•Specificati
on
Negotiation
•Order
Collaborati
on
•Order
Status
•Invoice
Delivery
•Invoice
Collaborat
ion
•Supplier Info;
Performance Mgmt;
Supplier Research
•Company Profile Mgmt
•Customer Account Management
Buyer’s Processes: Analyze to Pay
Supplier’s Processes: Market to Cash
•Payment
Collaborat
ion
•Discount
Collaborat
ion
•Payment
Collaborat
ion
•Payment
Visibility
•Working
Capital
Collaborat
ion
•Category /
Project
Mgmt
•RFI / RFP /
Auction
Collaborati
on
•Savings
Tracking &
Pipeline
© 2013 Ariba, Inc. All rights reserved.
Speaker Bio - Andrew Croston
© 2013 Ariba, Inc. All rights reserved.4
• Andrew Croston is the Chief Procurement Officer at Fujitsu Services. Andrew
is currently moving the procurement organisation towards a new operating
model to drive consistency and efficiency across the UK and International
team. The initiative includes centralising 3rd party contracts, standardising
strategic sourcing methodologies as well as a wider Procure to Pay project.
Andrew’s background is in large public and private sector procurement
programmes for Her Majesties Revenue and Customs, the Ministry of Defence
and Corus Steel. He also set out ‘how to procure the London 2012 Olympic
Games’ working for the Olympic Delivery Authority (ODA). Andrew is a Fellow
of the Chartered Institute of Purchasing (CIPS) and Supply and also a
member of the CIPS Management Council.
5
In this Session
Fujitsu in Context
6 © 2013 Ariba, Inc. All rights reserved.
7
Long and Winding Road
Global Footprint
Global Footprint
Why Ariba?
Transformation Enabler
Managing Complexity
Procurement
as a Service
Procurement
Bid
ManagementStrategic + Complex
Challenges
In Summary
15
Please Complete Session Survey
© 2013 Ariba, Inc. All rights reserved.16
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Leveraging Technology to Transform a Purchasing Organization

  • 1. Leveraging Technology to Transform a Purchasing Organization Andrew Croston Chief Procurement Officer Fujitsu © 2013 Ariba, Inc. All rights reserved.
  • 2. Delivering Measurable Benefits Value to Companies of All Sizes, Industries, Regions Supplier ValueBuyer Value Sourcing Procurement Process AP Process Compliance WCM & Discount 3-9% Process Savings $3-20 Savings/ Document 1-8% Spend Savings Total Savings Faster Payment AR Process Processing Orders Sales & Marketing Increased Revenue 15-75% Time Savings 15-75% Process Savings 5-32% Revenue Increase Total Savings Source: Ariba customer surveys and interviews 2 © 2013 Ariba, Inc. All rights reserved.
  • 3. Ariba Collaborative Value Chain – Direct, Indirect, Services 3 •Spend Data Enrichment •Spend Analysis •Contract Collaborat ion •Authoring •Repository •Requisition Ownership •Catalog Compliance •Contract Compliance •Approv al Workflo w •PO Collaborat ion •PO Transmissio n •Goods & Services Receipt •Invoice Receipt •Invoice Compliance •Invoice Approval •Exception Workflow • Awareness Marketing •Lead Collaborat ion •Proposal Collaborat ion •Bidding Opportunit y •Contract Collaborat ion • Contract Repository •Catalog Collaborat ion •Catalog Syndication •Requisition Collaborat ion •Specificati on Negotiation •Order Collaborati on •Order Status •Invoice Delivery •Invoice Collaborat ion •Supplier Info; Performance Mgmt; Supplier Research •Company Profile Mgmt •Customer Account Management Buyer’s Processes: Analyze to Pay Supplier’s Processes: Market to Cash •Payment Collaborat ion •Discount Collaborat ion •Payment Collaborat ion •Payment Visibility •Working Capital Collaborat ion •Category / Project Mgmt •RFI / RFP / Auction Collaborati on •Savings Tracking & Pipeline © 2013 Ariba, Inc. All rights reserved.
  • 4. Speaker Bio - Andrew Croston © 2013 Ariba, Inc. All rights reserved.4 • Andrew Croston is the Chief Procurement Officer at Fujitsu Services. Andrew is currently moving the procurement organisation towards a new operating model to drive consistency and efficiency across the UK and International team. The initiative includes centralising 3rd party contracts, standardising strategic sourcing methodologies as well as a wider Procure to Pay project. Andrew’s background is in large public and private sector procurement programmes for Her Majesties Revenue and Customs, the Ministry of Defence and Corus Steel. He also set out ‘how to procure the London 2012 Olympic Games’ working for the Olympic Delivery Authority (ODA). Andrew is a Fellow of the Chartered Institute of Purchasing (CIPS) and Supply and also a member of the CIPS Management Council.
  • 6. Fujitsu in Context 6 © 2013 Ariba, Inc. All rights reserved.
  • 12. Managing Complexity Procurement as a Service Procurement Bid ManagementStrategic + Complex
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  • 16. Please Complete Session Survey © 2013 Ariba, Inc. All rights reserved.16 Find Session in Schedule Click Choose one Rate Session Thank you for joining us Click Survey and Select Breakout Session Survey

Notes de l'éditeur

  1. Ariba’s On Demand applications and the Network generate measurable value to organizationsBuyer’s experience significant savings that fall right to the bottom lineSome savings are obvious (see above) but others less so. For example, a large Oil company was able to significantly cut inventory of replacement parts in its refineries due to the visibility into order status the network provided. This visibility not only enabled the managers to focus on the operations instead of whether a critical shipment was going to come, but also enabled them to reduce the excess inventory they needed as safety stock to ensure the refinery didn’t go downSuppliers experience savings through the automation of non-value added activities (like AR clerks having to call their customers each month to see when payments will be made)Suppliers also see top line growth from participation on the network – including net new business and increased wallet share with existing customers