You've invested tremendous time and money into implementing one or more instances of SAP SRM, PM or MM. Why not the the most out of them? Capture more spend and more suppliers and eliminate your catalog management burden. Hear from companies that have successfully leveraged cloud-based solutions and business networks to extend the reach and ROI of their existing procurement software from SAP, providing an improved user experience, enabling all spend categories, reducing costs, and improving compliance.

1. Realizing the Full Potential of Your SAP
Procurement Systems
Peter Beyeler
Global eProcurement & Automation Manager
Clariant
© 2013 Ariba, Inc. All rights reserved.

2. #AribaLIVE
Delivering Measurable Benefits
Value to Companies of All Sizes, Industries, Regions
© 2013 Ariba, Inc. All rights reserved.2
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

3. #AribaLIVE
Ariba Collaborative Value Chain – Direct,
Indirect, Services
© 2013 Ariba, Inc. All rights reserved.3
• Spend Data
Enrichment
• Spend
Analysis
• Contract
Collabor
ation
• Authoring
• Repositor
y
• Requisitio
n
Ownershi
p
• Catalog
Complianc
e
• Contract
Complianc
e
• Approv
al
Workf
low
• PO
Collabor
ation
• PO
Transmiss
ion
• Goods &
Services
Receipt
• Invoice
Receipt
• Invoice
Complianc
e
• Invoice
Approval
• Exception
Workflo
w
•
Awarenes
s
Marketing
• Lead
Collabor
ation
• Proposal
Collabor
ation
• Bidding
Opportuni
ty
• Contract
Collabor
ation
• Contract
Repositor
y
• Catalog
Collabor
ation
• Catalog
Syndicatio
n
• Requisitio
n
Collabor
ation
• Specificati
on
Negotiatio
n
• Order
Collabora
tion
• Order
Status
• Invoice
Delivery
• Invoice
Collabor
ation
•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
Collabor
ation
•Discount
Collabor
ation
• Payment
Collabor
ation
• Payment
Visibility
• Working
Capital
Collabor
ation
• Category /
Project
Mgmt
• RFI / RFP /
Auction
Collabora
tion
• Savings
Tracking &
Pipeline

4. #AribaLIVE
Speaker Bio - Peter Beyeler
© 2013 Ariba, Inc. All rights reserved.4

5. Public
Peter Beyeler
Group Procurement Services
17.05.2013
Integrated procure to
pay process

6. #AribaLIVE
A World Leader in Specialty
Chemicals
Corporate Presentation, February 2013
Clariant focuses on creating value
by investing in future profitable and
sustainable growth.
KEY FACTS
Sales 2012 (CHF m)
6038
More than
100Group companies
worldwide
EBITDA 2012 (CHF m)
before exceptionals
802
End 2012
~21202employees
Represented in
76
countries worldwide
7
Business Units
(incl. discontinued operations)

7. #AribaLIVE
Our Vision. Our Mission
Our Vision
Where we want to go
We aim to be the global leading company for
specialty chemicals and to stand out by
above-average value creation for all of our
stakeholders.
Our Mission
How we aim to get there
We build leading positions in the businesses we are
active in.
We adopt functional excellence as part of our
culture.
We create value through appreciating the needs of
our customers, our employees,
our shareholders and our environment.

8. #AribaLIVE
Procurement Value Added for the
Adoption of Functional Excellence
 improve the procure to pay process
 transferring standard procedures into automated processes to reduce manual errors and gain process speed
 reduce requisition to order cycle times and lack of requisition to order efficiency
 facilitate strategic supplier relationships and increase the use of preferred vendors
 reduce supplier complexity
 reduce material and service costs (negotiation and contracts)
 enforces compliance to contract
 reduce material costs and increase spending controls
 streamline approval process
 e-procurement empowers requestors leaving the purchasing professionals to concentrate on more added
value activities than operational purchasing

9. #AribaLIVE
Procurement Evolution @ Clariant
9
Traditional “Purchasing Mindset”
 Service to the Company
 Fragmented supplier base
 Negotiate case by case
 Local view
 etc.
Supplier consolidation / Global lead buyer
concepts
 Reduce complexity (PRAGMATISM and
SIMPLICITY)
 Global view and global negotiation
 Supplier consolidation
 Tool Standardization
Procurement management for strategy
growth
 Source of innovation
 Faster introduction of new markets
 Manage Cash
 Exclusive knowledge capture and leverage
 Procurement is a strategic key activity
 Long term securing of price, volumes,
service
Scope
Operational Strategic
ImpacttoClariant
CostShareholderValue

10. #AribaLIVE
Continuous Improvement of
eProcurement
KEY FACTS
Enabled Countries
Worldwide
20
Until 2012
51%
Indirect automation
More than
203`049
Transactions

11. #AribaLIVE
Category Automation

12. #AribaLIVE
Common P2P Process
Enduser is creating his
Material request in SAP
To send it to the responsible
Procurement Person
Procurement issues the PO
According the first in first out
principle.
OCR
Scanning
VerifierInterpretTransferCockpitApproval
Manual Handling and plausibility checkPayables

13. #AribaLIVE
P2P Complexity Reduction
End-user accesses one of the
over 280 catalogs and selects
the needed Products and orders
immediately
eInvoice GR
CockpitApproval
Payables

14. #AribaLIVE
P2P System Integration @ Clariant
An SAP Company
MM
FI
SRM
eProcurement SRM POs
Call Off & Standard MM POs
Collaboration , Integration, Transparency, Network
EDI
HTML
cXML
CSV
Business Rule Check
entity
PO
Compli
ance
Invoice
#
Supplier

15. #AribaLIVE
P2P Enablement Targets
• Reduction of NWC
• Cash Flow Savings
• Reduction of Invoice ageing
• P2P Process Speed up
• Proc & AP Process Optimization
• Realizing more cash discount
• Process compliance
• Back Log reduction
• Process compliance and failure rate reduction

16. #AribaLIVE
Lessons Learned
Top Management Support!
Understand eProcurement as Key Element and Strategic Tool for
Operational Procurement Activities!
Agree on Personal Targets based on the eProcurement Rate!
Clear Organization & Responsibilities
Dedicated Support Functions from Network Provider Necessary

17. #AribaLIVE
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Disclaimer
This presentation contains certain statements that are
neither reported financial results nor other historical
information. This presentation also includes forward-
looking statements.
Because these forward-looking statements are subject
to risks and uncertainties, actual future results may differ
materially from those expressed in or implied by the
statements. Many of these risks and uncertainties relate
to factors that are beyond Clariant’s ability to control or
estimate precisely, such as future market
conditions, currency fluctuations, the behavior of other
market participants, the actions of governmental
regulators and other risk factors such as: the timing and
strength of new product offerings; pricing strategies of
competitors; the Company's ability to continue to receive
adequate products
from its vendors on acceptable terms, or at all, and to
continue to obtain sufficient financing to meet its liquidity
needs; and changes in the political, social and
regulatory framework in which the Company operates or
in economic or technological trends or conditions,
including currency fluctuations, inflation and consumer
confidence, on a global, regional or national basis.
Readers are cautioned not to place undue reliance on
these forward-looking statements, which speak only as
of the date of this document. Clariant does not
undertake any obligation to publicly release any
revisions to these forward-looking statements to reflect
events or circumstances after the date of these
materials.

19. Questions?

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