Friday, April 25, 2014

Arlington Computer Products Simplifies and Speeds its Billing and Payments Using New AribaPay

Transcript of a BriefingsDirect podcast on how AribaPay is changing the face on online billing and payments, benefiting both buyers and sellers.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Dana Gardner: Hello, and welcome to a special BriefingsDirect podcast series coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas. We’re here the week of March 17 to explore the latest in collaborative commerce and to learn how innovative companies are tapping into the networked economy.

Gardner
I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions.

Our next innovator case study focuses on Arlington Computer Products and how they’ve been improving their financial processes and operations using the new AribaPay cloud-based B2B payment service. We’ll learn how an integrated and on-demand approach to ordering, billing, and settlement processes between buyers and sellers benefited Arlington Computer Products.

To learn more about how agile business services are entering into a new era, please join me in welcoming our guest, Arly Guenther, Chief Executive Officer at Arlington Computer Products in Buffalo Grove, Illinois. Welcome, Arly.

Guenther: Good morning, Dana.

Gardner: We’re also here with Drew Hofler, Manage Cash Solution Marketing Director at Ariba, an SAP company. Welcome, Drew.

Drew Hofler: Thank you, Dana. I’m glad to be here.

Gardner: Why are companies seeking to do things differently when it comes to paying and getting more digital and electronic in how they’re settling out their accounts?

Hofler: Dana, fundamentally, B2B payment is broken, in the sense that it’s very different from consumer payments. With consumer payments, you have the item that is being bought, and the information around the payment happens at the same time, at the point of payment, with the settlement of funds.

Hofler
With a B2B payment, however, the goods that are delivered or the service that is performed is done so 45, 60, or 90 days ahead of when the payment is settled. This disconnect in time between the information around the payment and the actual settlement of the payment causes companies to have a very difficult time reconciling payments that they receive. There’s a lack of remittance information around the payment, particularly when there are multiple invoices involved to settle that payment.

You have organizations that would like to pay with electronic payment because it’s more secure, cheaper, and faster. But the people being paid, suppliers, are struggling with that, because it often doesn't contain the information that they need to settle those funds.

So suppliers would like to get paid faster and electronically, but they need that information along with it. There has never been a payment in the B2B world that tied together net-term payment with all of the information that's necessary to manage and reconcile that payment. That’s where AribaPay comes in to try to solve that problem.

Gardner: Just for our audience, AribaPay was unveiled last year at Ariba LIVE and it’s a partnership with Discover, the financial services organization. Tell us about the general availability rollout. What’s going on here this week at LIVE, and why is this is a big bash, a big coming out for AribaPay?

First live transactions

Hofler: Last year, we announced our partnership with Discover and began our development process and design phase of building out the product. This year, we’re happy to announce that we've had our first live transactions between Discover and Arlington Computer Products.

Guenther
So, the first live payments have gone through the system, and the product is ready to bring out and it will be fully available to the general public in the second quarter of this year.

Gardner: Let’s go to Arly. Tell us a bit about Arlington Computer Products, about what you do, the size of your organization, and why AribaPay was interesting to you.

Guenther: Arlington Computer Products has been in business for 30 years. We’re an IT solution provider, servicing a broad spectrum of large enterprise customers. Last year, we did about $130 million in revenue, and we’re providing best-in-class IT solutions for our customers. So when we see a best-in-class solution like AribaPay, we really want to embrace it and use it ourselves.

We’re always looking at our business trying to get more efficient and drive cost out of our model. Customer satisfaction is our top priority, but at the same time, we need to be price competitive. So we’re always looking for innovative solutions, trying to get more efficient and more productive as an organization.

The space that we've been in historically has been very manual for us, very high touch. With AribaPay, we’ve been able to re-architect our accounting system to use a cloud solution, as opposed to a manual process.
We’re always looking at our business trying to get more efficient and drive cost out of our model.

As far as Discover, we've done business with Discover for more than a decade. They’re an outstanding organization, using best-in-class technology to drive their business. If you combine that with Ariba, which is a top-notch software firm, you’re really combining two great organizations. So we were really comfortable going forward with the pilot.

Gardner: As Drew pointed out, there are numerous benefits that come with  moving to an electronic-settlement process and using an integrated approach across the partnership or ecosystem like Discover and Ariba. For you, Arly, what were the top problems or top issues that you wanted to resolve by going into this new model?

Guenther: It has been really a very manual process for us. We would generate an invoice. We had to put it in an envelope. We had postage expense and envelope expense. We’d mail the invoice out, sit and wait for a payment, a check, to come into a lock box. We’d wait for the check to clear so the funds are available.

If we followed up after 45 to 50 days, we occasionally might find that the customer didn't even receive the invoice. So we’d have to resend an invoice. It was a high-touch, manual process. Now it’s an automated process. So there are some big productivity savings for us.

Ancillary benefits

Gardner: Arly, while expanding this across more of your accounts, do you see any ancillary benefits in terms of process refinement, analysis, or productivity  insights? Is there going to be perhaps an additional payback when you scale this up?

Guenther: Absolutely. We were in the pilot. As I mentioned, we’ve done business with Discover for over a decade. They’re a fabulous customer of ours. We’ve used Ariba with Discover for a number of years, just not AribaPay. Now, we really want to take it and use it across the board in our accounting system for our customer base.

Gardner: Drew, tell us a bit more about AribaPay for those who are intrigued and want to learn more. What does it actually do? What are some of the details, and how would you go about bringing this into your organization?

Hofler: As I said, the fundamental problem with B2B payment is that disconnect between the information and settlement of funds. That’s what AribaPay corrects and bridges that gap. On the Ariba Network, our core strength is everything from sourcing all the way through to the invoice being approved and ready to pay. That’s all of the information that goes along with the payment. The invoice, the line items, the purchase order (PO) behind it, even the contract behind is all there and backing up that payment.

AribaPay then takes it the final step and, in that settlement process, connects a unique payment identifier with that and connects with the Discover network to leverage their core strength, which is secure trusted settlement of funds and the infrastructure to do that.
With AribaPay, the supplier can see where the actual payment is every step along the process

Then, Discover settles the fund in electronic manner, but that settlement of funds is now tied together with the information that came behind that payment. So a supplier receiving a payment through AribaPay can get an automatic feed into their back-end system or they can come on to the Ariba Network and see every line item that in the invoice that came behind that payment.

Hofler: More importantly, it will highlight if there’s a discrepancy between what they invoiced and what they were paid. Say they invoiced $100 and they were paid $90 because the buyer disputed an item or they thought the price should be lower, AribaPay will highlight that with the I-card and tell you exactly where that discrepancy is, so that suppliers no longer have to search through and find where the issue is.

Finally, AribaPay has a very cool feature, we call it track-and-trace for payment. It’s very much like when you order something online and you get a packaged shipped to you. You get a tracking number and you can see where that package is geographically as it comes to your house.

With AribaPay, the supplier can see where the actual payment is every step along the process, from the time the payment is approved, to the time that it gives its execution and the file is sent, to when Discover debits the buyers bank account, to when they credit the supplier’s bank account. All the way along the line, they can see every step.

That’s what it does. It bridges that gap of information, which gives suppliers the ability now to embrace electronic payments, get paid faster, and have visibility into it, because they now have all that information that they need.

Dynamic Discounting

Gardner: We’re really creating these data rich transactions, where the data follows a transaction and it allows for a much greater transparency. How does that line up with other services? I'm thinking perhaps the Dynamic Discounting at Ariba. Is there a synergy of any sort between some of these other services and what you can accomplish with AribaPay?

Hofler: There is a synergy. AribaPay is really that last step in the true P2P process. It is the second "P" in P2P, and it closes that loop and it does so in a way that gives the suppliers a certainty of payment.

With Dynamic Discounting, it's a great next step. Dynamic Discounting simply gives the supplier the ability to choose a different date for payment and offer a discount in order to accelerate that payment.

In a normal discounting platform, that choice of the supplier will be sent to the buyers back-end payment system, which will tell them that the supplier wants to be paid early. That’s the last visibility that the supplier sees and they just trust that the process will work and the buyer will then actually pay them at that time and for the amount that they are expecting.
It adds that extra layer of visibility and certainty to the choice that they have to get paid. That’s very synergistic with Dynamic Discounting.

With AribaPay, the discount choice can be tied directly to the execution of the payment. They can see with certainty that, yes, the buyer has accepted that; yes, the buyer has now executed on that. They can see when it's coming. It adds that extra layer of visibility and certainty to the choice that they have to get paid. That’s very synergistic with Dynamic Discounting.

Gardner: Arly, as you’re hearing Drew describe these services and capabilities, do you think it might alter the way that you relate to your accounts, to your customers? Is there a value-add with having this visibility, tracking, and data with the transactions that might allow you to increase your services? Is this something you can extend back into your market?

Guenther: Absolutely. From a process stand point, it's a game changer for us in terms of driving productivity and improving cash flow. Just like anything else, as you drive down your selling, general, and administrative expenses (SG and A) and your own expenses and you get more efficient, you pass those savings on to the customer. But we’re really a technology company, and so when we get a best-in-class solution like this, we really want to maximize the benefits.

Gardner: I know it's quite early in the game. We've just begun doing transactions but can you see any metrics of success, any measurement of how this would work? We are anticipating, as you mentioned, cost savings, but have we put any numbers to that yet, Arly, or is it too soon?

Guenther: We’re anticipating a six-figure savings just between handling expenses, postal expense, and supply expense, but the real wild card is cash flow. When you improve your cash flow, the opportunity cost on that cash can be pretty high. So from that standpoint alone, we know it's going to be in the six figures, but as we free up cash to do other things, that’s going to make a big difference for us.

Gardner: Drew, for those interested in learning more, how would they begin? What's a good way of starting a process where they could begin to understand and even execute on something like AribaPay?

Lots of information

Hofler: A great place to go to learn more about AribaPay is simply AribaPay.com. There is a lot of information out there, some data sheets and a form that they can fill out to learn more information and hear from us.

We have some value engineering models that can help customers, both buyers and suppliers, understand how AribaPay can help their business. That would be great for a start. One other point I neglected to make about AribaPay is that we've talked a lot about the benefits of suppliers, which is great.

It's a wonderful benefit for suppliers, but we shouldn’t understate the benefit there is to buyers of not having to manage bank-account information any more. One of the benefits of AribaPay in leveraging Discover is Discover’s infrastructure and network of merchant acquirers and the process of bringing suppliers on. They’re capturing our bank information managing it, bumping it up against all the asset control checks, all of the know your customer (KYC), and things that have to happen to verify that bank information and then keeping that bank information up to date.

No longer do buying organizations, as they do today, have to hold on to supplier bank account information, if they are going to pay electronically. That is a very big benefit, particularly in light of what we’ve see in the news lately about certain companies having had their data briefs and payment information, bank information stolen. So this eliminates that risk by offloading the management of that bank information into a trusted third-party like Discover whose business is managing that information.
We have some value engineering models that can help customers, both buyers and suppliers, understand how AribaPay can help their business.

Gardner: Drew, looking to the future of maybe 12 months from now, the next Ariba LIVE or conference of note, what can we expect? Are there some added services or more analysis and analytical benefits that you can draw? Where do you expect this to go next?

Hofler: Right now, AribaPay is going to be launched in the second quarter of this year to general availability. It’s just the beginning. It’s first being launched to the U.S. alone. The very next thing for us is expanding that into other jurisdictions. So I would look for that, first and foremost in the next year.

Gardner: Well, great. I'm afraid we’ll have to leave it there. We've been talking about how Arlington Computer Products has improved their financial processes and operations using the new AribaPay cloud service. By examining an early users experience like an ACP, we've seen how an integrated and on-demand approach to ordering, billing, and settlement processes benefits both the buyers and the sellers.

A big thank you then to our guest, Arly Guenther, Chief Executive Officer at Arlington Computer Products. Thank you so much, Arly.

Guenther: Thanks, Dana. Thanks, Drew.

Gardner: And we've also been joined by Drew Hofler, Manage Cash Solution Marketing Director at Ariba, an SAP company. Thank you, Drew.

Hofler: Thank you, Dana. It's my pleasure.

Gardner: And also, a thanks to our audience for joining this special Podcast coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions. Thanks again, for listening and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Transcript of a BriefingsDirect podcast on how AribaPay is changing the face on online billing and payments, benefiting both buyers and sellers. Copyright Interarbor Solutions, LLC, 2005-2014. All rights reserved.

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Monday, April 21, 2014

The Future of Business Success Hinges on How Well Innovation Drives Supply Chain and Procurement Advantages

Transcript of a BriefingDirect podcast on how the face of business processes is changing, becoming more of an integrated and strategic function built on shared data.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Dana Gardner: Hello, and welcome to a special BriefingsDirect podcast series coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas. We’re here the week of March 17 to explore the latest in collaborative commerce, and to learn how innovative companies are tapping into the networked economy.

Gardner
I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions.

Our next thought leadership interview focuses on the future of business and how companies can benefit from the new insight and analysis that transparent business networks and processes allow.

The power of data-driven business networks and the analytics derived from them are increasing, but how do enterprises best leverage that intelligence as they seek new services, products and efficiency? How do automation and intelligence enter the picture for better matching buyers and sellers?

To learn more about how business -- led by procurement -- is changing and evolving, and how to best exploit this new wave of innovation, please join me now in welcoming our guests, Rachel Spasser, Senior Vice President and Chief Marketing Officer at Ariba, an SAP company. Welcome, Rachel.

Rachel Spasser: Thank you very much, Dana.

Gardner: We’re also here with Andrew Bartolini, Chief Research Officer at Ardent Partners in Boston. Welcome, Andrew.

Andrew Bartolini: Hi, Dana. Hello, everybody.

Gardner: Rachel, I’m getting this impression that procurement is really expanding, that it's growing up in a sense, not just a static business transaction, but something that is dynamic, living, and growing. Am I off-base, or is there more to it?

Spasser: You’re right on target, Dana. If you think about the history of procurement, it really was a back-office function that was primarily focused on cost savings in a very tactical way for most companies. As we’ve seen that function evolve over the past 10 years, it has become much more strategic in nature, and it has an impact on much more than just cost savings for an enterprise.

Spasser
As you can imagine, over the course of the past 10 years, there have been a lot of technological advances that have given the procurement professionals the ability to move from manual processes and manual tasks to automating those and therefore focusing on higher-order opportunities to deliver value to the company.

Gardner: Of course, we’ve also seen more e–invoicing, more of a digital trail, more data and information associated with procurement, and the size of the network, more people on it, the more information, and so we have a virtuous adoption benefit.

Are more and more people getting involved with some of these newer technologies?

More getting involved

Spasser: More people are getting involved. For the first couple of years, there were a lot of people sitting on the sidelines, watching what was happening and trying to understand how that could impact their businesses.

Today, people are embracing networks and embracing the opportunities that networks bring, such as e-invoicing. Today, something like 70 percent of companies are using e-invoicing in some capacity. That's a huge improvement and growth over even just a few years ago.

Gardner: Andrew, how are you viewing the maturation of procurement, and how do you see it expanding in terms of its implications for a business?

Bartolini: I echo Rachel’s sentiments. Over the past 15 years, we really have experienced a procurement revolution, although at times it feels a little bit more evolutionary in nature.

In 2006, the average procurement organization, from our research, managed about 30 percent of their total spend. A mere seven-and-a-half years later, that number has doubled. So the average procurement organization is now influencing a majority of their total enterprise spend. The best in class, the leaders in the field, are now managing between 85-95 percent of total spend.

Bartolini
So procurement has risen in stature. There is now a chief procurement officer (CPO) or a single point of contact within a procurement operation at about 85 percent of organizations.

Procurement has stepped out of the back office and into the front ranks, and continues to gain in stature. As it gains in influence, it continues to guide organizations in making smart decisions within the organization and identifying the right business partners outside the organization.

Gardner: We’ve seen the role and impact of social and community, of community vetting of processes, and people looking to their peers for trust and feedback. We know that’s impacted a lot of things. Is this playing a role in procurement as well? Is there a social factor here?

Spasser: There are plenty of opportunities in a couple of areas. First of all, from a risk-management perspective, having more information -- information that's both qualitative and quantitative -- is only going to help procurement organizations make better decisions.

When you look at the social and business networks, the community intelligence, and the data and the insights that live within that network, all of a sudden you’re providing infinitely more information and making the procurement executives smarter, enabling them to make better business decisions, and changing the nature of their game.

Instead of having to respond reactively to changes within the macro environment or within their supply chain, you now have the ability to arm them with information that can make them proactive in their decision making, and proactive in their approach to finding new suppliers, managing existing suppliers, and that really does change the game.

Fertile time

Gardner: It strikes me that the transparency and the ability to qualify and quantify have given us some really new and interesting services such as Dynamic Discounting, like the ability to create AribaPay, and also learn about innovation in the field. We have heard about MSC, where they’re pushing their ability to deliver inventory right into their customer's environment. So, it’s a very fertile time for business procurement processes.

Any thoughts about where the next level of analysis or insight will come?

Spasser: Absolutely. Just going back to your comments on Dynamic Discounting and AribaPay, when you look at procurement, both Andrew and I have talked about it becoming a more strategic function.

When procurement starts impacting the cash flow and the working-capital management of companies through opportunities like Dynamic Discounting or AribaPay, all of a sudden, it enters a completely different realm in terms of its importance and in terms of the amount of respect and inclusion that it gets sitting at the executive table within companies.
If you arm people with information, they have the ability to make better business decisions.

When you talk about what’s next, there are lots of different directions in which procurement can go with the information that they’re given. We talked about risk management, but as companies are coming up with corporate-responsibility mandates, whether that’s sustainability or green or fair labor practices, they can be negatively impacted if they don't truly understand every tier within their supply chain.

And we see this with companies like the Gap or Lululemon in the consumer packaged goods (CPG) and retail space, where these companies have really suffered severe brand damage as a result of having issues within tiers 2, 3, 4 and beyond in their supply chain. That’s one example, but it's a powerful example of how, if you arm people with information, they have the ability to make better business decisions.

Whether that’s a business decision related to offering a discount or whether that’s a business decision about choosing to do business with a supplier or not, based on what you know about them or their second and third tier suppliers, all of this is really important and it's changing the nature of procurement.

Gardner: You brought up governance, risk, and compliance (GRC). I had a very interesting discussion here at Ariba LIVE about InfoNet, using that in association with the data from Ariba Network, and reducing that risk by being able to predict using advanced algorithms and very complex and powerful analytics platforms to see into the future and predict when risks are unacceptable.

Let’s go to Andrew now. You have had some recent findings. You’re saying that procurement taps this intelligence, and things like InfoNet have predictive abilities. What is the market telling you, and how far are we into this? Have we just scratched the surface of analytics or are we into the third inning?

Early in the game

Bartolini: With the maturation of the procurement function, we’re still in the early part of the ballgame. If you look at the leading procurement organizations today, the characteristics of these best-in-class organizations are process, discipline, an ability to execute, and driving efficiencies and effectiveness.

What's now prized within the larger enterprise and within procurement itself is the ability to be agile and to drive innovation. This has effectively pulled procurement further into the spotlight, as it really does serve as a process hub within the organization and it really does serve as the prime relationship point for third-party suppliers.

The good news in all of this is that the technology that was introduced also around the time that we started thinking about the procurement revolution has finally started to catch up to the actual user needs, from a usability standpoint, from an integration standpoint, from a time-to-value standpoint.

We’re seeing organizations now move from the initial adoption, where they are just trying to get activity through their systems, to becoming more effective in their usage of these systems and technology.
The skills that reside within the average procurement organization are not where they need to be to be thought of as world class or operational excellence.

When you look at the challenges that a CPO faces, a lot of that is driven by the talent that resides within the organization. Sometimes that's doing more with less. It’s very hard for CPOs to get a new job requisition, even in very large companies, it's a challenge to get that investment in procurement.

Also, the skills that reside within the average procurement organization are not where they need to be to be thought of as world class or operational excellence.

Enter technology and automation. When you look at the reams of data that sourcing and procurement activity generate, the skills of the average procurement organization to go in and analyze and find the right trends, whether that’s pricing trends or identifying key risks, is still not where it needs to be. So, it’s early stages there.

But with things like InfoNet and business networks you’re starting to see the co-location of transactional information, communication that supports those transactions, and then an ability to analyze and make decisions based upon that, all within one central location. That's a very powerful asset for procurement.

Gardner: And not only in one location, but in a cloud environment, where information from an entire industry can be brought together with the proper anonymization, security, and privacy in place -- but then the insights can be global or scaled down to individual organizations.

Opening up

Bartolini: This is an area where enterprises are finally opening up. I worked in this industry 15 years ago, and everything was very proprietary -- our requirements on certain products or items or how much we were spending.

The Internet has really opened it up. Information is at everyone's fingertips. Organizations are starting to understand that there is value that can be created by sharing information in an industry, and particularly with trading partners.

From our research, we’re seeing that organizations can invest in a business network today and get a payback within a year, just based simply on transactional efficiencies.

Where this gets more interesting is when you start to introduce other social aspects. When you start to introduce third-party specialists, who can offer services that add value to all of the participants in a network, it becomes a very interesting place to be. That’s why there's such interest and excitement around business networks.
Leveraging specific skills will be more important, whether that's through contingent workforce or through hiring to very specific skills.

Gardner: It strikes me too that procurement is expanding its importance to companies. When we think about some of the labor issues that many are forecasting with the workforce of the future, it’s going to be difficult to get a highly skilled full-time employee. Or you might want to have them for a shorter period of time. So procurement becomes a facet of hiring. It becomes a labor-acquisition process as well, and then, of course, it goes to more services than just products or merchandise alone.

Rachel, the question is how strategic do companies view this? Andrew says that we need to get more competency and sophistication in procurement. Do companies appreciate that this is really more and more a part of their core assets strategy and a core competency?

Spasser: Definitely. Even this morning, I was speaking with a number of CPOs who talked about human resources as a key factor in whether they’re going to be able to get to the next business level.

I would agree wholeheartedly with Andrew that the skill set is going to be different than it has been in the past. Leveraging specific skills will be more important, whether that's through contingent workforce or through hiring to very specific skill sets.

One of the interesting things that we’re seeing is that, in a lot of companies, the procurement function becomes a rotation within the executive ranks, as they’re bringing people up and training them to be in higher levels of management. We see many of our customers taking people who really don't have a traditional procurement background and cycling them through the procurement function.

In fact, SAP is doing that itself. Marcell Vollmer, who has been a great advocate of Ariba, is not a procurement guy by trade, but has really made a huge impact on SAP procurement because he brings a different skill set. He brings that analytic background, and he brings that general business and relationship management savvy.

Complex services

When you look at the types of spend that companies are trying to attack today, you’re looking at complex services and you’re looking at a contingent workforce. Those take on a life of their own, because they are very, very different than buying a physical good.

We live in a service economy, and as that continues to evolve, it’s going to become more and more important to procurement and to companies as a whole.

Gardner: Andrew, thinking a little bit toward the future, we’ve talked about procurement now having a heightened role and a larger profile because of the analytics that are being brought to bear: The wider purview across services, and the impact with human resources, rather than just goods and materials and facilities.

As we get to more of a digital economy, a networked economy, like we’ve seen in consumer behavior, what do you see for companies when it comes to this notion of a shared supply chain -- that we’re all interdependent parts of a supply chain, and that we need to be thinking about it differently? Where is the shift in thinking that needs to come, and where does your crystal ball show you we’ll be in five years?
The consumer today really expects better, newer, and more innovative products in a rapid fashion and at a cheaper cost.

Bartolini: The consumer today really expects better, newer, and more innovative products in a rapid fashion and at cheaper cost. That's the world of procurement.

If you’re a procurement professional and your supply base looks much like it did 10 years ago, there are problems on the horizon. If your supply chain and your supply base looks like it does today come 10 years from now, there’s going to be questions as to the viability of your company.

The speed of business is most visible in areas like consumer electronics. You see the leaders in smartphones in one cycle are out of business five years later. This is happening in other supply markets. It’s not as visible, and maybe it's not as fast, but it is happening!

Organizations understand that the window of opportunity to generate a premium on their products and services has collapsed, and they’re increasingly relying on their supply chains to support capitalizing on those opportunities. That really creates a shift from net-sum negotiations to win-win negotiations. That creates a shift from managing contracts and service-level agreements (SLAs), to managing business outcomes. That really changes the view of a supplier from an order taker to one that’s a key collaborator.

Gardner: Rachel, thinking about organizations wanting to do this better, maybe they listen to this podcast or read this and they think, “I see procurement as more of a core competency, having a greater impact on our company. If we need to move at the speed of business going forward, we need to get better at this.” How do you start? Any ideas about resources, methodologies, and workshops? How do you get a new procurement competency process going in your organization?

Spasser: One of the greatest ways to learn is to learn from your peers. Conferences like Ariba LIVE really provide that opportunity, because you get the best of the best, and they’re sharing their true stories. And it's not just success. They’re sharing their pitfalls too, and they are sharing how they navigated through those to achieve the business outcomes that they sought.

Talk to peers

There are lots of books to read and experts to talk to, but I think that the best way to learn is to talk to peers who have been through the same process and who have candid feedback and candid advice to share.

Gardner: Perhaps identifying leaders and influencers in your field and following them on blogs or Twitter or other community-based and social-based interactions?

Spasser: Absolutely. There are plenty of communities, whether they’re on LinkedIn or whether they’re proprietary, like Ariba Exchange, and these discussions are happening everyday. I would encourage people to seek those out, participate in them, go to events, and really learn from those who are leading the way, because if they are not going to be on the train quickly, they are going to find themselves left way behind at the station.
The best way to learn is to talk to peers who have been through the same process and who have candid feedback and candid advice to share.

Gardner: Very good. We’ll have to leave it there. We’ve been exploring the future of procurement and how this age-old business function benefits from new insight and analysis that transparent business networks now allow.

And we have seen the data-driven business networks, and the analytics derived from them, are increasingly important to businesses, and that procurement is growing in its role and impact for companies worldwide.

So a big thanks to our guests, Rachel Spasser, Senior Vice President and Chief Marketing Officer at Ariba, an SAP company. Thank you, Rachel.

Spasser: Thanks so much, Dana.

Gardner: And we have been joined also by Andrew Bartolini, the Chief Research Officer at Ardent Partners. Thank you, Andrew.

Bartolini: Thanks, Dana.

Gardner: And a big thank you to our audience for joining this special podcast, coming to you from the recent 2014 Ariba LIVE Conference in Las Vegas.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host throughout this series of Ariba-sponsored BriefingsDirect discussions. Thanks so much for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Ariba, an SAP company.

Transcript of a BriefingDirect podcast on how the face of business processes is changing, becoming more of an integrated and strategic function built on shared data. Copyright Interarbor Solutions, LLC, 2005-2014. All rights reserved.

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Tuesday, April 15, 2014

HP ART Documentation and Readiness Tools Bring Better User Experience to Nordic IT Solutions Provider EVRY

Transcript of a sponsored BriefingsDirect podcast on how one company is using HP tools to provide better documentation and user guides for employees and vendors.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP.

Dana Gardner: Hello, and welcome to the next edition of the HP Discover Podcast Series. I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator for this ongoing sponsored discussion on IT innovation and how it’s making an impact on people’s lives.

Gardner
Once again, we’re focusing on how companies are adapting to the new style of IT to improve IT performance and deliver better user experiences, and business results. This time, we’re coming to you directly from the recent HP Discover 2013 Conference in Barcelona.

We’re here to learn directly from IT and business leaders alike how big data, mobile, and cloud, along with converged infrastructure are all supporting their goals in new and interesting ways.

Our next innovation case study interview highlights how EVRY, based in Oslo, uses HP's Adoption Readiness Tool (ART) to help its employees work better with tools and processes. To learn how they gain new advantages in the adoption and understanding of new technology, we are joined by Sigve Sandvik, Solution Adviser at EVRY.  Welcome. [Learn more about HP ART.]

Sigve Sandvik: Thank you.

Gardner: Tell us first a little about EVRY, what your organization is, how big they are, and what you do.

Sandvik: EVRY is Norway’s biggest IT solution provider. We’re the result of a merger between two of the former biggest companies in Norway. We’re approximately 10,000 employees, based in 50 locations, mostly in the Nordic region and the Baltic, and we also have some colleagues in India. 

Sandvik
Gardner: So you are both a big user of IT, as well as helping your customers  improve their businesses through better IT practices?

Sandvik: That’s true. My team, called the ITSM Tools Department, delivers tools to our employees globally, and also directly to our customers. But most of my customers are also my colleagues.

Gardner: What are some of the problems that you have had has as you have tried to get the most out of HP Service Manager?

Global tool

Sandvik: HP Service Manager is used widely in EVRY. It’s a global tool, and all employees can access the system. Since it is a global tool, there are lots of people out there who need to know how it works.

For example, if they are entitled to just to call the internal help desk, they can do that. But some may not be allowed to call the help desk. They need to register a ticket themselves. They need to have a place to find information. That’s the main issue when it comes to HP Service Manager, and what we need in terms of documentation and user guides.

Gardner: Tell us about your journey. What did you do and how did you discover HP's Adoption Readiness Tool, or ART? How did it work for you?

Sandvik: Actually, it was a coincidence that we discovered ART. My former manager was attending a conference, I am not sure which one, but it was an HP Conference. He discovered that there is a product out there that could actually help us make our documentation and user guides better.

Before, when we signed up with an external vendor, they helped us with recording the process, for example, and on making a new interaction. They helped us with that, and they also made the voice-over and printouts or the text from the voice. So it was basically a video you can play back.

The problem with that, of course, is that when we got the video, it was already out of date because we had already moved on with the next release of our system. So the product wasn’t optimal anymore. Besides, we had to pay the vendor a certain amount of money, and then if we wanted to change it, they billed us extra for it.

Gardner: Explain how you were able to make the time-to-value compressed. How you were able to create these documents, this training, these assets, but in a way that they weren’t obsolete by the time you were able to use them?

Sandvik: With the external vendor we had used before, the product was already made. We weren’t able to change it, but with HP ART we were in a position where we could, within an hour, make a small simulation and present it in a portable format -- for example as a PDF or Word document. We could also  present it on-screen, with voice, and in multiple languages as well. But the most important thing is that we were able to maintain the user guides and the documentation as we go. So we could just add new parts and edit parts of the documentation we already had.

Gardner: And have you been able to expand the products and services that you have been developing these assets for? How widely are you using ART? 

Available resources

Sandvik: Today we are using ART not as much as I would like to. In a perfect situation, I think EVRY would really benefit if we made even more user guides with HP ART.

We have made a lot of user documentation, which we send to our customers, vendors and external subcontractors. The responses we get from these are really good. Also, the response we get internally in our organization -- when they see that we have these products and these user guides -- is that they want more. We would really benefit if we could only find time to make more documentation.

Gardner:  For others who may have not been using this real-time and adaptive training capability yet, now that you have been doing it for a while, do you have any tips or suggestions for them? Do you have any words of wisdom for others who are considering this?

Sandvik: There are three things needed to make good simulations. You should concentrate on making small bits. Do not make the recordings too large. You should also think about how you want to present your documentation. Concentrate on one bit at a time, and then put that all together. For example, in an online course, with HP ART, you’re able to assemble several simulations together.
We have made a lot of user documentation that we send to our customers and also to our vendors and external subcontractors. The responses we get from these are really good.

In our online course, where you have the embedded menu, you can run the whole course, or the users can click on a specific item of interest. They don’t have to run through the entire course. They can just click on the specific item they want to learn a little bit more. So I would start by making small recordings first.

I also recommend spending time on fixing the template. When you buy the product, you will have the HP fonts and logo. We’ve spent some time adapting the tool so it has the EVRY logo, colors, and fonts in the template. It looks nice and is familiar to our employees.

Gardner:  Have you been able to measure how the users of the product or products gain from the use of ART? Is there a soft or hard metric?

Sandvik: No, we haven’t. Perhaps we should measure how we’ve improved our learning or our own internal use of the user guides. That is perhaps something we will have a look at.

With HP ART, for example, you can also make assessments of where your users have viewed simulations, and then on the next page you will be tested. So we could easily track which employees have taken the given course. We haven’t yet asked our employees if they really use the documentation more.

Gardner: Very good. Well, we’ve been discussing how the HP Adoption Readiness Tool, or ART, has been helping EVRY, a large computer services company in Norway, to better inform and better train their employees -- particularly around the HP Service Manager product. [Learn more about HP ART.]

I’d like to thank our guest, Sigve Sandvik, Solution Adviser at EVRY in Oslo.

Sandvik: Thank you.

Gardner: And also, thank you to our audience for joining us for this special new style of IT discussion coming to you directly from the recent HP Discover 2013 Conference in Barcelona.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, your host for this ongoing series of HP Sponsored Discussions. Thanks again for listening, and come back next time.

Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: HP.

Transcript of a sponsored BriefingsDirect podcast on how one company is using HP tools to provide better documentation and user guides for employees and vendors. Copyright Interarbor Solutions, LLC, 2005-2014. All rights reserved.

You may also be interested in: