Ariba Knowledge Nuggets

 

Life is full of lists:  lists for shopping/buying, planning lists, and lists for organization; the idea being, when you write something down you are more likely to get it done and checked off your list.

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Your goals for your Ariba modules can be handled the same way.....MAKE A LIST (Success Plan) and work with your Customer Success Manager to accomplish and check off your tasks/goals.

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How can your Customer Success Manager help?              
41.  Establish and manage jointly developed success plans
42.  Work to understand your business goals and proactively measure success against said goals
43.  Serve as single point of contact for the solutions you have subscribed to within Ariba
44.  Provide knowledge content, leading practices and info to aid you in your spend management journey
45.  Manage the Ariba internal organization for you -responsible for getting you connected to the right resources

       

What goes in to a Success Plan?


      • Define “success” as it relates to the deployment of your Ariba solution(s)

         

               Examples:  

                  eSourcing xx % of total  spend

                  Running xxxx # of events in Ariba

                  Reduce time in contract (re)negotiation                                                                                           

         

        • Identify the drivers that will help you achieve “success”

         

        Examples:

            Effective User Adoption

            Organizational Change

            Process Alignment

         

        • Lay out your goals, objectives and timelines
          • Translate these into action items
          • Define KPI’s that will help monitor progress against the plan (examples below)
          •         Monitor progress (actual results vs plan)

                    Identify and resolve issues

                    Report progress to senior management



      Key Performance Indicators (KPI) -- What are they and how do I use them?

      Here are a couple examples of how your Customer Success Manager can work with you to measure metrics against your corporate goals to help ensure you stay on track.


      Percent Manual vs. Automated  POs:
      What it means: This measure reports the various activities within the purchasing department that are automated.
      Desirability: The more activities that are automated, the more effectively and productively the purchasing department operates. Therefore  measures greater than the median are more desirable.
      Why track this measure: Companies that automate data communication of purchasing information reduce processing time and improve accuracy.
      Percentage of Suppliers Measured Against a  Scorecard / Survey Process:
      What it means: This measure identifies then number of suppliers that undergo a Supplier Performance Review process within benchmark  companies.
      Desirability: In general measures larger than the median are preferred.
      Why track this measure: This measure enables organizations to determine the way in which other organizations actively manage their  suppliers.  It also provides insight into the approximate percentage of suppliers that are being reviewed.
      Percentage Spend Managed by Procurement:
      What It means:  Measures the amount of dollars that are monitored and managed by the procurement organization.
      Desirability:  In general, measures larger than the median are more desirable than smaller measures.
      Why track this measure: Identifies opportunity for improvement.  In the event a company is seeking to manage spend through a central procurement organization, this measure will assist in identifying how well the organization is performing
      Percentage of Invoices Processed Electronically:
      What It means: Number of Electronic Invoices / Total number of Invoices. 
      Desirability: In general, measures larger than the median are more desirable than smaller measures.
      Why track this measure: The number of electronic Invoices vs.total Invoices will give a good indicator of how well  the company is utilizing eprocurement to drive transaction volume. The invoice and reconciliation process within an Accounts Payable department is the most  laborious, time-consuming, and error-prone step of the procurement cycle.  Employing e-procurement for Invoicing can produce significant process  savings.