Contenu connexe Similaire à Increasing Customer Retention Through Automation: B2B Automation and How To Do It (20) Increasing Customer Retention Through Automation: B2B Automation and How To Do It3. #AribaLIVE
Many Different Interpretations
© 2013 Ariba, Inc. All rights reserved.3
0%
20%
40%
60%
80%
100%
Have
Automated
Believe They
Have
Automated*
* Are actually doing:
• Emailed POs
• Manual data entry
through the portal
4. #AribaLIVE
Why Automate?
© 2013 Ariba, Inc. All rights reserved.4
Buyers Sellers
• Increased order
accuracy
• Increased invoice
accuracy
• Faster cycle time
• Fewer disputes
• Increased customer
satisfaction
• Improved shopping
experience
• Greater order accuracy
• Higher on-time payment
rates
6. #AribaLIVE
What We’ll Cover
• Company Background
• What Is Automation?
• Our Approach to Automation
• Benefits to Buyers and Sellers
• Best Practices and Lessons Learned
© 2013 Ariba, Inc. All rights reserved.6
7. #AribaLIVE
About Merck Millipore
© 2013 Ariba, Inc. All rights reserved.7
*EMD Millipore
in the USA and
Canada
Merck Millipore*, a division of Merck KGaA, Darmstadt, Germany,
offers solutions that enable scientists
to conduct life science research
easily, efficiently, and economically.
8. #AribaLIVE
Merck Millipore Credentials
© 2013 Ariba, Inc. All rights reserved.8
Europe
38%
Asia, Africa,
Australasia
27%
Latin
America
8%
North
America
27%
2011 Sales by RegionIndustry
Sector
Number of
Employees
Revenues
2011
Manufacturing
Operations
Number of
Products
Number of
Customers
Life Science
Tools
~ 10,000
Employees
~ EUR
2.4 Billion
26 Sites
Worldwide
> 60,000
Products
~ 1 Million
Number of Countries
67 Countries
9. #AribaLIVE
What We’ll Cover
• Company Background
• What Is Automation?
• Our Approach to Automation
• Benefits to Buyers and Sellers
• Best Practices and Lessons Learned
© 2013 Ariba, Inc. All rights reserved.9
11. #AribaLIVE
Our eProcurement Vision
• To become the recognized partner and leader in
helping our customers:
• Manage spend
• Deliver significant transactional efficiency
• Through the rapid deployment of easy-to-use
electronic procurement solutions such as:
• eCatalogues
• Electronic Purchase Orders (ePO)
• Electronic Invoices (eINV)
© 2013 Ariba, Inc. All rights reserved.11
12. #AribaLIVE
eProcurement Value Pyramid
© 2013 Ariba, Inc. All rights reserved.12
Incremental Revenue Growth
Scientific Collaboration
(24/7 access to Merck Millipore content)
Transaction Efficiency
(Merck Millipore and Customer)
Customer Retention
13. #AribaLIVE
A History of eProcurement
© 2013 Ariba, Inc. All rights reserved.13
2010
2009
2008
2007
2006
2005
and before
2011
expected
0 605040302010
Massive decline in number of completed projects until 2008
Reactive
Technical
Approach
Proactive
Sales
Approach
14. #AribaLIVE
Enablement Transformation
Our Business Commerce
Management Evolution & Roadmap
© 2013 Ariba, Inc. All rights reserved.14
2003-2009:
• Randomly non -
dedicated approach
• First relationships
via Ariba
2009-2011:
• More strategic
proactive
approach with
dedicated ePro
team
• Prioritization of
projects
• Training of Sales
presenting
benefits
Since 2011
• Strategic and
focused
approach
including a fully
dedicated
support team
• Stronger focus
on eInvoicing
• Combined MM
eProcurement
• Applying lessons
learned
Phases of Merck Millipore Evolution
Reactive
Proactive
Innovative
CollaborativeCommerce
BusinessValue
15. #AribaLIVE
What We’ll Cover
• Company Background
• What Is Automation?
• Our Approach to Automation
• Benefits to Buyers and Sellers
• Best Practices and Lessons Learned
© 2013 Ariba, Inc. All rights reserved.15
16. #AribaLIVE
Solution Portfolio for Our
End Customer
© 2013 Ariba, Inc. All rights reserved.16
Customer Merck Millipore
eCatalogue
Static/hosted
PunchOut
Awareness Less calls requesting
portfolio information
Full transparency
to portfolio
Correct item
number/price
Correct information
in order
Accurate
product data
19. #AribaLIVE
What We’ll Cover
• Company Background
• What Is Automation?
• Our Approach to Automation
• Benefits to Buyers and Sellers
• Best Practices and Lessons Learned
© 2013 Ariba, Inc. All rights reserved.19
20. #AribaLIVE
Stay in Line: Be Most Efficient
• eProcurement components are often requested
separately, leading to:
Inconsistencies in the process
Delays through false data (content/price)
Inefficiencies while implementing
© 2013 Ariba, Inc. All rights reserved.20
ePOeCatalogue eInvoice
21. #AribaLIVE
Step 1: eProcurement Team
• Owner of global eProcurement channel and activities
within Merck Millipore
• Primary contact for eProcument-related questions
Customer
Sales
Third-party providers
Other internal customers
• Partners with the support team
© 2013 Ariba, Inc. All rights reserved.21
22. #AribaLIVE
eProcurement Team Since
Q4_2009
• Business Development Manager (BDM)
Front-office operations
“Work around the customer”
– Market analysis
– Prospecting
– Relationship Management (customer visits/sales trainings)
• Project Manager (PM) = Key contact
Back-office operations
“Coordinate projects”
– Driving projects to completion
– Relationship Management (third party)
– Process Optimization
© 2013 Ariba, Inc. All rights reserved.22
23. #AribaLIVE
Step 2: Support Team Since
Q2 2012
• Located in customer service organization
Optimal skill set
• Essential functions covered
Static/hosted catalogues
– Creation and maintenance
PunchOut
– Set up/testing
eConnection
– Set up/testing
Integrated IT support
– Ongoing development work
© 2013 Ariba, Inc. All rights reserved.23
24. #AribaLIVE
A Dedicated Approach
© 2013 Ariba, Inc. All rights reserved.24
eProcurement is
GLOBAL
and requires
100% DEDICATION
eProcurement
Team
Support Team
pergeography
distributedoverall
geographies
• Qualify
• Drive
• Complete
• Build
• Maintain
• Troubleshoot
25. #AribaLIVE
7 Key Points to Take Home
• eProcurement needs dedication and ownership
100% FTE in Sales and Support
• Project Managers are key
One single point of contact
• eProcurement is teamwork
Alignment of customer and supplier side
• Every customer is unique
Listen to determine best solution for both parties
• No bits and pieces!
Take a structured approach starting with the catalogue component
© 2013 Ariba, Inc. All rights reserved.25
26. #AribaLIVE
7 Key Points to Take Home (cont.)
• Align your activities with internal key directions
Get your internal stakeholders on board
• A strong partner like Ariba speeds up your
success
Standardize your approach
© 2013 Ariba, Inc. All rights reserved.26
27. #AribaLIVE
Results* (5-year period)
© 2013 Ariba, Inc. All rights reserved.27
• 49 active customers on Ariba today
Up from 39 in 2007
• 40% growth in accounts over 5 years
• 5 accounts > 60% in transaction value
• 84% cXML/punch-out adoption rate
• 286% growth in invoice volume representing a 168%
increase in invoice value
*Millipore only
Click to Tweet!
29. #AribaLIVE
50 – 99
<1000
Ariba Integration Options
© 2013 Ariba, Inc. All rights reserved.29
In-house Technical Capability
EDI CSV
>300
>100
1200
combined
transactions
monthly
or
transactions
annually invoices
monthly
or
invoices
annually documents
annually
• High volume of
transactions
• Existing EDI
infrastructure
• Invoice only
• High volume of
transactions
• Lack infrastructure for
cXML/EDI
• Requires manual effort to
upload to Ariba Network
• High volume of transactions
• On-demand based
Integration via ERP/Package
to Ariba Network
• No need for additional
infrastructure/software
• Dell Boomi-supported SaaS
and on-premise applications
Sage Peachtree
Intuit Quickbooks
Microsoft Dynamics
• Other ERP/packages
supported can be built from
scratch
Ariba
cXML
>100
1200
combined
transactions
monthly
or
transactions
annually
• High volume of
transactions
• Human readable data
structure
• Recommended if not
already integrated
• Existing integration
capability
30. #AribaLIVE
Why Does Automation Make Sense?
• Electronic communication makes full integration with
your Supply Chain possible
• Electronic communication is:
Operationally efficient
More accurate (45-60%)
More repeatable
Less expensive (60-75%)
Increased customer satisfaction
Secure
© 2013 Ariba, Inc. All rights reserved.30
32. #AribaLIVE
Ariba’s Offering to Platinum Sellers
© 2013 Ariba, Inc. All rights reserved.32
Key contact in UK (same time zone!) taking care of all issues, monthly
update calls
Experts of all kinds (technical, marketing, etc.) to support
Frequent meetings with other “Platinum Sellers” to exchange ideas
Account Managers
for Strategic Sellers
Services and
Training Resources
Seller Steering
Committee
24x7
Global Support
Global helpdesk to sort out basic issues for sellers and their customers
33. #AribaLIVE
Dell Boomi Integration Services
© 2013 Ariba, Inc. All rights reserved.33
PO/INV
Supplier
Supplier
Supplier
DB
HTTPS
cXML
DB /
HTTPS
Supplier
Boomi
Atom
Boomi
Atom
Supplier
FTP / HTTPS
Boomi
Atom
Supplier
Supplier
Supplier
Boomi
Atom
Buyer
Buyer
Buyer
PO/CO
Boomi
Atom
Supplier
Supplier
Boomi
AtomINV
DB
INV /
INV Status
35. © 2013 Ariba, Inc. All rights reserved.35
CloudappsOn-premise
128-bit encryption
(metadata only)
DataData
External firewall
Dell Boomi and Ariba Network
On-premise Deployment
36. © 2013 Ariba, Inc. All rights reserved.36
Dell Boomi and Ariba Network
Hybrid Deployment
CloudappsOn-premise
128-bit encryption
(metadata only)
Data
DataData
External firewall
Data
37. Dell Boomi and Ariba Network
Cloud-to-cloud Deployment
© 2013 Ariba, Inc. All rights reserved.37
Cloudapps
Data
Data
Atom Cloud
38. Please Complete Session Survey
© 2013 Ariba, Inc. All rights reserved.38
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 John D’AquilaSHI Applications Support Manager John D’Aquila leads a team of professionals who support SHI’s customer-facing and internal applications, e-commerce platforms and integration, and data quality. His group provides innovative technology solutions to help SHI’s customers drive down the cost of IT acquisition, lower processing costs and provide superior visibility into their IT spend. John joined SHI in 2001 as a Accounts Receivables Representative where he effectively managed aged receivables organizations in 10 states for 2 years before moving to the e-commerce realm. He graduated from Kean University with a Master’s in Management Information Systems and Bachelor’s in Management Science. For more information, visit www.shi.com. Data entry errors are reduced 45-60% when you move to cXML. You can gain 60-75% in productivity when you move to cXML. Distributed Architecture with Centralized Management & MonitoringThe Boomi Atom that I just described is really our secret sauce and it is patent pending technology. It is based on a distributed architecture. It provides you with the ability to have a centralized dashboard to control integrations throughout your enterprise. With Boomi, you can log-in to one account online and manage all of the integration processes you have running on Boomi Atoms across multiple locations anywhere in the world. It is extremely scalable and has no single point of failure.For example, larger companies typically have business applications running in different data centers. Rather than having to install separate instances of software or appliances, you can now install our lightweight, run time Atom in each location, but have a central view of all atoms running across your entire enterprise, regardless of where those Atoms are installed in the world.