Amidst the recently announced merger and acquisition activity in the procurement applications space, "the show must go on" for those in strategic sourcing roles: sourcing plans must be executed, supplier bids collected, and decisions made to determine who is best suited to be awarded the business. Supply chains simply can’t wait for the dust to settle – and even more, the pressure keeps growing to find new areas of savings and innovation. Yet despite investments already made in sourcing products from SAP, Ariba, Oracle, and others, procurement organizations largely report that only one-third of total spend is put through those e-sourcing tools. This reveals an opportunity for a better e-sourcing solution to help you get better results. In this webcast, learn how advanced sourcing technology is used to create new value, quickly, and in the presence of existing investments. You'll hear: What defines "advanced sourcing" and "sourcing optimization" -- and when these solutions should be added to or replace existing tools. From Aberdeen Group, highlights from their annual strategic sourcing benchmark report, published June 2012, regarding advanced sourcing and optimization practices. How Aberdeen's Best-in-Class compare to Industry Average and Laggards. Real-world examples of how CombineNet's cloud-based advanced sourcing product is used in the presence of SAP, Ariba, Oracle, and sourcing suites.

1. Adding Advanced Sourcing to
SAP, Ariba and Oracle Environments
Copyright © 2012. CombineNet, Inc.

2. Speakers & Agenda
Moderator: Greg Holt, Director of Product Marketing,
CombineNet
Constantine Limberakis, Senior Analyst, Supply
Management, Aberdeen Group
– 2012 Strategic Sourcing Benchmark Research Findings:
Advanced Sourcing
Jennifer Sikora, VP of Marketing, CombineNet
– Company solutions for Advanced Sourcing in SAP, Ariba, and
Oracle Environments
– Customer Case Studies
Q&A
Copyright © 2012. CombineNet, Inc.

3. Market Developments
SAP announced acquisition of Ariba
SAP, Oracle, and Ariba combine for nearly 50% of
procurement software revenue (Source: Gartner, April
2011)
Solution gaps remain in Sourcing:
“Other vendors remain in a league of their own and we encourage Ariba and
SAP customers and prospects to explore whether or not advanced
sourcing/optimization capability is important based on their internal skill
sets, spend profile and willingness to embrace alternative sourcing and
negotiation approaches; if so, alternatives should be given top priority until
SAP and Ariba catch up in advanced sourcing areas.” – Spend Matters, May
30, 2012
Copyright © 2012. CombineNet, Inc.

4. The Market Continues to Use Excel
Polled 100 commercial organizations
Conducted April-May 2011
Not currently CombineNet customers
Procurement, sourcing, and supply chain roles
Solutions Used to Support Sourcing
(select all that apply)
70%
60%
50%
40%
30%
20%
10%
0%
Microsoft Excel eSourcing & Microsoft Word Home-Grown Solutions
Procurement Suites
Source: CombineNet Market Survey, May 2011
Copyright © 2012. CombineNet, Inc.

5. The Market Continues to Use Excel
Polled 100 commercial organizations
Conducted April-May 2011
Not currently CombineNet customers
Procurement, sourcing, and supply chain roles
Solutions Used to Support Sourcing
(select all that apply)
70%
60%
50% Still regularly use Excel for creating
40% RFPs and collecting bids:
30%
20%
ERP/Procurement Suite users = 74%
10%
0%
Microsoft Excel eSourcing & Microsoft Word Home-Grown Solutions
Procurement Suites
Source: CombineNet Market Survey, May 2011
Copyright © 2012. CombineNet, Inc.

6. The Market Continues to Use Excel
Polled 100 commercial organizations
Conducted April-May 2011
Not currently CombineNet customers
Procurement, sourcing, and supply chain roles
Solutions Used to Support Sourcing
(select all that apply)
70%
60%
50% Still regularly use Excel for analyzing
40% bids:
30%
20%
ERP/Procurement Suite users = 85%
10%
0%
Microsoft Excel eSourcing & Microsoft Word Home-Grown Solutions
Procurement Suites
Source: CombineNet Market Survey, May 2011
Copyright © 2012. CombineNet, Inc.

7. Excel Use Driven by ERP/Suite Limitations
General sourcing tools designed for less strategic spends, smaller
scale, and low business impact.
Limited data collection from suppliers
– Non-price components of bids are poorly supported
– Lacks robust Cost Model components
– Supplier Capacity not considered
 Result: Price-focused RFPs that Leave Supplier Value and Innovation on the Table
Limited support for size and scale
– Smaller # of items/locations/suppliers (example: 1,000 bid elements = 200 items x
5 bid elements/item)
 Result: Forces Lotting/Bundling Strategies and Reduced-Scope Events that Fail to
Leverage Spend Volumes and Supplier Capabilities
Very basic analytical capabilities
– Lowest price/unit is often the deciding factor
– Little ability to conduct “What if?” analysis
 Result: Awards that Don’t Meet Real-World Requirements; Missed Opportunities
for Savings and Innovation
Copyright © 2012. CombineNet, Inc.

8. Understanding “Advanced Sourcing”
First-generation sourcing approaches only capturing up to
30% of spend under management
– Focus mainly on lowest-cost results
– Simple RFPs
– Traditional E-auctions
– Complexities handled via workarounds
Next-generation sourcing means:
– Advanced sourcing processes that involve total cost analysis, risk
management, optimization, and innovation
– Improved e-sourcing technology to remove current limitations on
categories supported and event size, scale and flexibility
– Stronger influence and business results
Copyright © 2012. CombineNet, Inc.

9. AberdeenGroup’s Latest Benchmark:
Advanced Sourcing--Maximizing Savings
Identification
Constantine Limberakis
Please note: All data findings included in this
presentation are early representations of the
Strategic Sourcing 2012 data pool.
Copyright © 2012. CombineNet, Inc.

10. Aberdeen Thoughts on SAP & ARIBA
 News provides an opportunity for organizations to
reassess their current strategies
 Creates a new alignment of competitive marketplace
 Glaring redundancy and duplications of sourcing and
contract management platforms for both on-Demand
and on-premise components
 Hesitation on further deployment of existing sourcing
platform
 Competitors reacting by providing discount to programs
for signing up
10

11. Aberdeen’s Research Methodology
 Web-based / online benchmark survey (35 to 40
questions)
 Analysis of data aggregate
 Dissection into Maturity Framework (Best-in-
Class, Industry Average, and Laggard)
 Benchmark research reports
 5-to-7 page research derivatives (Analyst
Insights, Sector Insights, etc.)
 Follow-up discussions with select end-users for quotes
and case studies
 Webinars, assessment tools, social media, etc.
11

12. Latest Benchmark - Advanced Sourcing:
Maximizing Savings Identification
 Job title: The research sample included respondents
with the following job titles: Manager (40%); Director
(28%); VP / EVP / SVP (4%); C-level / executive office
(3%), Consultants (8%), and Others (7%).
 Industry: The research sample included respondents
from the following industries: health/medical/dental
(11%); industrial equipment/products (10%); financial
services (8%); education (6%); consumer packaged
goods (5%); and 28 others.
 Geography: The majority of respondents (55%) were
from North America. Remaining respondents were from
the following regions; Europe (25%); Asia / Pacific
(10%); Middle East and Africa (3%); and South / Central
America (3%).
 Company size: 25% of respondents were from very
large enterprises (annual revenues above US $5 billion);
27% were from large enterprises (annual revenues
between $1billion and $5 billion); 22% were from
midsize-large enterprises (annual revenues between
$50 million and $1billion); and 17% of respondents were
from small businesses (annual revenues of $50 million
or less).
12

13. Importance of Strategic Sourcing in your
organization
Neutral role No role
4% 3%
Moderately
significant Critical role
role 34%
25%
Prominent
role
34%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
13

14. Formal Strategic Sourcing program
40% 37%
35%
30% 29%
25%
20%
15%
15%
10% 9%
5% 3% 3% 3%
0%
More than 5 3 to 5 years 1 to 2 years Less than one None yet, but None yet, but None planned
years year budgeted to under
start within 12 consideration
months
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
14

15. Top Benefits recognized with Strategic Sourcing
Increased level of cost savings 72%
Better alignment of sourcing and business
54%
objectives
More robust management of key spend
49%
categories
0% 10% 20% 30% 40% 50% 60% 70% 80%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
15

16. Question: How do you improve this process?
1 2 3 4 5 6 7
16

17. Problem of eSourcing with just Traditional Means
 Evolution of Strategic Sourcing from being a
savings concept to strategic importance
 Selection of suppliers beyond just cost criteria;
need to adapt to complex, multi-variant scenarios
 Sourcing has been pulled into understanding the
wider-organizational challenges
 Globalization creating inherent risks for managing
supply chain
 Sustainability & CSR becoming more important
factors in the context of strategic sourcing
17

18. Pressures related to Strategic Sourcing
Corporate mandate to reduce cost / increase
69%
savings
Need for more effective category management
36%
strategies / knowledge
Need to improve sourcing performance 21%
Need to mitigate supplier risks due to supply
18%
disruptions
Stakeholder pressure for measuring against
14%
sustainable sourcing initiatives
0% 10% 20% 30% 40% 50% 60% 70% 80%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
18

19. Key Capability Gaps in Strategic Sourcing
Proactive data analytics for future 27%
sourcing projects 50%
29%
Optimization of ideal suppliers Currently Implemented
50%
Plan to Implement
33%
Supply risk assessment
43%
0% 10% 20% 30% 40% 50% 60%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
19

20. The Best-in-Class Maturity Framework
T able 1: Top Performers Earn Best-in-Class Status
Definition of
Mean Class Performance
Maturity Class
 76% - percent of total spending sourced using
Best-in-Class: a formal strategic sourcing process
T op 20%  32% - percent total spending sourced based
of aggregate on sustainable strategic sourcing approaches
performance scorers  16% - average yearly savings identified by
sourcing team
 54% - percent of total spending sourced using
Industry Average: a formal strategic sourcing process
Middle 50%  21% - percent total spending sourced based
of aggregate on sustainable strategic sourcing approaches
performance scorers  8% - average yearly savings identified by
sourcing team
 29% - percent of total spending sourced using
Laggard: a formal strategic sourcing process
Bottom 30%  11% - percent total spending sourced based
of aggregate on sustainable strategic sourcing approaches
performance scorers  4% - average yearly savings identified by
sourcing team
Source: Aberdeen Group, May
Source: AberdeenGroup, May 2012
20

21. Organizational structure to address strategic
sourcing
Centralized sourcing team that manages all 46%
strategic sourcing projects 20%
Centralized or shared services sourcing team in 21%
conjunction with business unit or regional teams 17%
Formal company-wide sourcing or supply 21%
management group 16%
Centralized or shared services sourcing team 8% Best-in-Class
with power users dispersed across the enterprise 12%
All Others
Formal sourcing or supply management group 4%
resides within individual business units or regions 18%
No formal sourcing organization 0%
11%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Source: AberdeenGroup, May 2012
21

22. Groups collaborating with Sourcing Team
Finance (CFO) 92%
68%
Operations (COO) 79%
72%
Product development (VP PD) 67%
43%
IT (CIO) 63%
57%
Best-in-Class
Manufacturing (VP SCM) 63%
49% All Others
Executive office (CEO) 58%
42%
Sales / Marketing (CSO/ CMO) 58%
44%
Sustainability office (CSO) 33%
27%
0% 20% 40% 60% 80% 100%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
22

23. Capability Gaps with Best-in-Class
Cross-functional coordination with line of 88%
business and sourcing groups 67%
33%
Cross-functional coordination with 83%
63%
finance, product, and sourcing groups 30%
Ability to collect spend data from multiple 79% Best-in-Class
55%
sources 28% Industry Average
Laggards
67%
Ability to enrich spend and supplier data 37%
24%
Commodity councils actively engaged in 63%
33%
sourcing process 15%
0% 20% 40% 60% 80% 100%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
23

24. Top Six (6) Stated Sourcing Strategies
80% 75%
71%
70% 67% 67%
63% 63%
59% 58%
60%
54%
51%
50%
42%
40%
31% Best-in-Class
30% All Others
20%
10%
0%
Total Cost of Matrix or tiered Payment terms Optimization Multi-stage Total Landed
Ownership pricing sourcing Cost
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
24

25. Strategic Sourcing versus eSourcing
62%
IT hardware
27%
51%
Transportation / logistics services
23%
40%
Temporary labor
15%
Strategically-Source
21%
Legal services Using eSourcing
8%
0% 10% 20% 30% 40% 50% 60% 70%
Source: AberdeenGroup, April 2012
25

26. Percent of Spend through eSourcing
40%
35% Best-in-Class
35% 33%
29% Industry Average
30% 29% 28% 27% 28%
Laggards
25% 22%
20%
15% 12%
9% 9% 10%
10%
5%
0%
% of total spend % of direct materials % of total non- % of total services
spend production / indirect spend
materials spend
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
26

27. Automated Sourcing Attributes
33%
Event management 36%
9%
38%
Event templates 40%
13%
42%
Event creation 40%
9% Best-in-Class
46% Industry Average
Bidding collection / aggregation 37% Laggards
11%
46%
Event analysis / reporting
33%
11%
50%
Sourcing optimization / bid analysis
26%
7%
0% 10% 20% 30% 40% 50% 60%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
27

28. Preferred Deployment Approach for
eSourcing
Deployed on-demand, Software-as-a- 46%
Service (SaaS) 36%
29%
Installed on-premise
25%
Best-in-Class
13% All Others
Hosted by a 3rd party provider
13%
8%
No preference
17%
0% 10% 20% 30% 40% 50%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
28

29. Key Criteria for eSourcing Selection
42%
Ease of use (usability)
39%
Ease of integration with back-end 42%
systems (ERP, MRP, PLM) 23%
38%
Core functionality 37%
Ease of integration with upstream 29%
spend areas 21% Best-in-Class
25% Others
Advanced functionalities within the
eSourcing application 28%
Solution provider experience (i.e. 25%
industry) 16%
Complementary sourcing services 25%
available from solution provider 6%
0% 10% 20% 30% 40% 50%
(Percentage of survey respondents, n=146)
Source: AberdeenGroup, May 2012
29

30. Recommendations for Action
 Continue to invest in diverse skills and capabilities on the
strategic sourcing teams
 Improve supplier assessment capabilities for strategic
sourcing efforts
 Develop the ability to enrich spend and supplier data for
use in sourcing
 Improve the usage of optimization tools and techniques
 Increase the use automation in strategic sourcing tools
particularly for complex spend
 Implement sustainable/csr sourcing strategies across
more categories
30

31. CombineNet Advanced Sourcing
Solution & Customer Results
Copyright © 2012. CombineNet, Inc.

32. Strategic Sourcing Not Constrained by
Technology…
“What We Have is Working Good Enough.”
You can drive clear improvements where sourcing
involves any of the following:
– Business-critical spends/categories
– Larger-sized RFPs
– Non-price data that must be collected and analyzed
– Supplier collaboration
– Risk mitigation
– Multiple decision stakeholders before awarding
– Deeper analytics needed at faster speed
– Aggregation of regional or lotted spends
– Improved e-sourcing cycle times (speed, productivity)
Copyright © 2012. CombineNet, Inc.

33. CombineNet Company Overview
The Company The Technology Customer Value
Established in 2000. Best of Breed Solutions that Capture >2X spend under E-
improve Strategic Sourcing. Sourcing management
Global: Offices in 21 U.S. Patents.
Pittsburgh, PA; London, UK; Manage supply risk with
Hamburg, Germany. Software-as-a-Service (SaaS) Cost-Risk-Benefit analysis
Partners for Latin delivery model for ease of
America, Middle East, APAC adoption and scale Fast implementation and
broad adoption for any type
Customers: Global 2000 Easy integration into your of user
spanning CPG, Food & environment to complement
Bev, Retail, Manufacturing, existing applications Nearly 100% see full payback
Transportation, and more after 1st sourcing event
Copyright © 2012. CombineNet, Inc.

34. CombineNet ASAP® for Advanced Sourcing
Key Differentiators:
SaaS-based Best-of-Breed product used
Optimization Engine handles extensive
by sourcing teams and their suppliers.
data inputs; 21 patents.
Speeds, simplifies, and centralizes the
Scenario Builder enables rapid and
creation and management of sourcing advanced ‘what-if’ analysis.
events of any size, scale, or complexity.
Expressive Bidding® supports an
For any spend category (direct expressive, collaborative marketplace
materials, indirect between buyers and suppliers.
materials, transportation, services).
Fast Implementation – 1 ½ day
Complements and enhances existing training, quick-start wizards, template
solutions and processes. uploads, event editing, etc. enable
fast, smooth adoption, and immediate
ROI.
Copyright © 2012. CombineNet, Inc.

35. Our Advanced Sourcing Product: ASAP®
Create Bid Analyze & Award
RFxpress
Scenario BuilderSM
(RFI, RFP, E-
Auction) Expressive Bidding®
Optimization
Templates Expressive Feedback Reporting &
Dashboards
Event Quick-Start
CombineNet ASAP
Copyright © 2012. CombineNet, Inc.

36. Typical CombineNet Customer
70% of Customers Use CombineNet ASAP alongside ERP/Suites
Already have ERP/E-Sourcing Suite in place, but:
– Multiple categories unaddressed by E-Sourcing – need a more
flexible, robust technology solution to support.
– Reached a savings plateau in mature categories – need more
innovative E-Sourcing to drive savings.
– Struggle with bid analytics – need ability to identify best
sourcing decision based on “what if?” scenarios.
Selected or are in process of implementing
ERP/Suite, but:
– Significant sourcing events are on the horizon
– Need near-term value creation for supply chains
Copyright © 2012. CombineNet, Inc.

37. We Do this for Companies Just Like Yours
A Wide Variety of Customers across All Industries
Copyright © 2012. CombineNet, Inc.

38. Where Do Our Customers Use Us Today?
Across All Spend Categories:
Direct, Indirect, Transportation, Packaging, Services
- Spends Sourced (sampling) -
Chemicals Capital Expenses Air Freight Bottles/Vials Advertising
Commodities Construction Mat’s Drayage Cans Facility Services
Fats & Oils Displays Ocean Cartons Labor
Food Ingredients Fleet Vehicles LTL Corrugate Legal Services
Raw Materials Office Supplies Parcel Flexible Films Meetings
Resins Marketing/Media Truckload Printed Labels Printing
Steel Telecom Rail/Intermodal Secondary Pkg Treasury/Finance
From the Routine…
- 51% had <100 items
… To the Complex
 20% had >1,000 items
 20% had >50 suppliers
 18% had >10,000 bids
Based on FY2011 data
Copyright © 2012. CombineNet, Inc.

39. Large European Conglomerate
$ Billion in Spend Managed
Customer Profile: Annually
>1,000 e-sourcing events 8
annually 7
Ariba user since 2007 6
Adopted CombineNet in January 5
2011 4
More than 2X Increase in 3
Corporate Spend Managed via E- 2
Sourcing in year 2 with
1
CombineNet ASAP
0
2010 2011 2012
$7.5 Billion E-Sourced
in 2012
(projected)
Ariba CombineNet
Copyright © 2012. CombineNet, Inc.

40. Case Study – Foodservice Operator
Client Profile:
First Event:
CombineNet and Ariba User ROI: >100X
Payback : Immediate
CombineNet Details
– Implementation: < 1 wk
– Training: 1 day
Sample Categories in First 6
– In the first 6 months: Months Using CombineNet
 10 Events Opened Bags Bread
 9 Awarded Eggs Buns
Tortillas Bakery Needs
Chicken Distribution
Copyright © 2012. CombineNet, Inc.

41. Case Study – Foodservice Operator
(continued)
Opportunity:
2 RFPs run in existing
suite
– Analyzed for 2 weeks &
awarded manually
Loaded same data into
CombineNet
– Analyzed multiple possible
award options in a few
hours (all in the product)
Result:
2X in savings
2 weeks in time savings
Copyright © 2012. CombineNet, Inc.

42. Case Study – Major U.S. Retailer
Client Profile:
Customer using ERP procurement solution and CombineNet
CombineNet Details
Sample Categories in First 6
– Implementation: < 1 mo Months
– Training: 1 day Ocean Freight Air Freight
Recycled Trash Removal
– Ran >8 events in CombineNet Corrugate Network
in first 6 months Treasury Batteries
Services
Copyright © 2012. CombineNet, Inc.

43. Changing the Way You Think about e-Sourcing
Existing Tools Are Limiting Your
Sourcing Strategy
– Restrictions on size and scope
require lotting, or breaking
events into smaller pieces
– Rigid bidding mechanisms
deprive you of supplier Don’t let your
innovation and value creation
technology define
– Price-focused analysis reduces
options for real change your strategy!
Copyright © 2012. CombineNet, Inc.

44. Advanced Sourcing Helps Reduce Supply Risk
Cost-Risk-Benefit Decision Making
Identify and evaluate the risk factors of
your supply decisions, and understand
the cost impact of risk mitigation
strategies
Geographical Risk Mitigation Example
Limit Japanese supply volume to 25%
Limit S. Korea supply volume to 40% per
plant
At least 30% supply from China for each
item
There is a cost tradeoff for every
decision; Optimization helps you
quantify the cost-risk-benefit
Copyright © 2012. CombineNet, Inc.

45. Advanced Sourcing Drives Next-Generation
E-Sourcing Value
Conquer Complex Spend Categories
Proven results provide confidence in
conducting the largest and most complex
e-sourcing events
Improve Results in Mature Spend
Categories
Get beyond “savings plateaus” with
advanced capabilities to find new
supplier-driven savings and efficiencies
Speed Up the e-Sourcing Process
Quick on-boarding and faster time-to-
award improves sourcing team
productivity and Return on Procurement
Copyright © 2012. CombineNet, Inc.

46. CombineNet ASAP Provides a Clear Path to
Execute Your Sourcing Strategy
Execute Any Bidding Strategy with the Most
Flexible and Scalable RFX platform
– Unlimited event size and scope
– Robust options for RFI, RFP, E-Auction event types
– Expressive Bidding® for price and non-price bid
elements, supplier information, innovation, and
value-add
Explore All of Your Options with Industry-
Leading Bid Analysis
– Fast, easy “What If?” scenario optimization
– Combine RFI, RFP/Q, E-Auction
responses, business preferences and constraints
for a complete understanding of sourcing
decisions
– Uncover hidden savings opportunities and find
the best sourcing solution faster
Copyright © 2012. CombineNet, Inc.

47. Fast Value Creation – Speed to ROI
Nearly all customers get Rapid on-boarding and
100%+ payback after first implementation = online
CombineNet ASAP event bidding in days
Across ALL spends:
80% of our customers use
Average 10% savings
us to fill gaps in existing
against spend size
e-Sourcing/ERP suites
(ranges of 5-60%)
Copyright © 2012. CombineNet, Inc.

48. Strategic Sourcing Not Constrained by
Technology…
“What We Have is Working Good Enough.”
You can drive clear improvements where sourcing
involves any of the following:
– Business-critical spends/categories
– Larger-sized RFPs
– Non-price data that must be collected and analyzed
– Supplier collaboration
– Risk mitigation
– Multiple decision stakeholders before awarding
– Deeper analytics needed at faster speed
– Aggregation of regional or lotted spends
– Improved e-sourcing cycle times (speed, productivity)
Copyright © 2012. CombineNet, Inc.

49. What Next?
Look for an email with:
– Copy of the Aberdeen 2012 Sourcing Benchmark
Report
– Link to CombineNet ASAP® for Advanced Sourcing
White Paper
Contact Us to compare results for key spends:
– info@combinenet.com
– Jennifer.sikora@combinenet.com
– www.combinenet.com
Copyright © 2012. CombineNet, Inc.

50. Reach Out!
 Twitter: @ABG_SpendMngmt
 LinkedIn: http://www.linkedin.com/in/climberakis
 Aberdeen Group GSM Research Group
 Aberdeen Group GSM Research Advisory Council (RAC)
 Aberdeen Research Blog: blogs.aberdeen.com
50

51. Thank You.
Questions & Discussion
Jennifer Sikora Constantine Limberakis
Vice President of Marketing Senior Research Analyst
CombineNet, Inc. AberdeenGroup
www.combinenet.com www.aberdeen.com
constantine.limberakis@aberdeen.com
info@combinenet.com Twitter: @ABG_SpendMngmt
Phone: +1 877-293-5480 Phone: +1.312.470.6071
Copyright © 2012. CombineNet, Inc.