Learn about SAP Ariba solution implementation projects and best practices. Join this session to hear a panel of SAP Ariba solution customers share their implementation stories, and participate in an interactive Q&A later in the session. Hear directly from our customers about what solutions were implemented and about the implementation process, so you can make the best of your future implementation projects.

1. Month 00, 2017
SAP Ariba Solution Implementation
A Customer Panel

2. 2© 2017 SAP SE or an SAP affiliate company. All rights reserved.
Public
SunTrust Bank
 Ashley B. Miller, Group Vice President, Sourcing Business Information Office
ULTA
 Lockie Antonopoulos, IT Director – Merchandise Planning Systems
Mastercard
 Richard Herman – Finance Lead – Global Shared Services
Q&A
Agenda

3. SunTrust Bank presentation

4. © 2016 SunTrust Banks, Inc. SunTrust is a federally registered trademark of SunTrust Banks, Inc.
SAP ARIBA SOLUTION
IMPLEMENTATION
Ashley B. Miller, Group Vice President
Sourcing Business Information Office
SunTrust Bank

5. AGENDA
• SunTrust Bank At a Glance
• Spend Profile for a Financial Services Organization
• Current State Before a Spend Management Strategy
• Goals of a Successful Spend Management Program
• Importance of Driving Usage of the Ariba Network
• Request to Payment Process
• SunTrust Performance Scorecard
• Best Practices and Key Learnings
5

6. SUNTRUST BANK AT A GLANCE
6
• SunTrust Banks, Inc. is a purpose-driven company dedicated to
Lighting the Way to Financial Well-Being for the people, businesses,
and communities it serves.
• Headquartered in Atlanta, the Company has three business segments:
Consumer Banking and Private Wealth Management, Wholesale
Banking, and Mortgage Banking.
• Its flagship subsidiary, SunTrust Bank, operates an extensive branch
and ATM network throughout the high-growth Southeast and Mid-
Atlantic states, along with 24-hour digital access. Certain business
lines serve consumer, commercial, corporate, and institutional clients
nationally.
• As of December 31, 2016, SunTrust had total assets of $205 billion and
total deposits of $160 billion. The Company provides deposit, credit,
trust, investment, mortgage, asset management, securities brokerage,
and capital market services.
• SunTrust leads onUp, a national movement inspiring Americans to
build financial confidence. Join the movement at onUp.com

7. SPEND PROFILE FOR A FINANCIAL SERVICES ORGANIZATION
7
• Financial Services
Organizations have a
completely different spend
profile from a Retail
Organization for example
• Around 80% of our spend is a
simple or complex service
• 20% of our spend is a
traditional purchase order
transaction

8. CURRENT STATE BEFORE A SPEND MANAGEMENT STRATEGY
Lack of Robust Spend Visibility
• Limited Product / Line Item Visibility
• Imperfect Visibility into What Was Being Purchased and at What Price
No Formal Means for Spend / Contract Compliance
• Contracts were Negotiated, but Limited Ability to Match Invoices to Contract Terms
• No Automation to Match Compliance
No Centralized Contract Repository
• Contracts were all Over the Bank and There was No Visibility into How many There
were and What they were
No Location to Store Sourcing Project Documents and Deliverables
• Documents were not retained – Contract, Supplier and Commodity Strategies were
lost
8

9. GOALS OF A SUCCESSFUL SPEND MANAGEMENT PROGRAM
Contract Compliance
• Ensure financial stewardship & expense management
of Supplier Spend
• Invoices are matched to negotiated Contract Rates
with preferred suppliers
Spend Visibility
• Implement processes and reporting that ensures
detailed information on our Spend (What was
bought, How much was paid, How many received,
Who consumed, Supplier utilized)
Automation of Sourcing / Contracting / Procurement
Processes
• Create automated process managed by system
workflow
Create centralized location for all good / service
requests
Maintain centralized location for all sourcing
documentation and contracts
9
= Goods
= Services
The Path to Success
• Identify & Solution Commodities
• Enable Suppliers Electronically
• Transact Electronically
• Implement Continuous Improvements

10. ARIBA SOLUTIONS DEPLOYED AT SUNTRUST
10
Supplier Performance Management
Risk Questionnaires (Surveys) for New and Renewals
Sourcing
Service Request Form – Use Contract Request
(Procurement) and approval routing of requests
Project Management: Reporting, Project Cycle time,
Project Artifact storage, etc
Standardization in Process & Templates: Sourcing
Library
Performance of RFI, RFP, RFQ, & Auctions
Document Archival
Savings Tracking
Contract Management
Contract Administration: Storage, Archival, & Retrieval
Establishes linkage between Master & Sub-Agreements
(approx. 29,000 agreements)
Contract Compliance: Invoice to Contract Match,
Contract Release
Approvals for contracts electronically routed (PCAR)
Contract Authoring and Clause Library
Procurement
Catalog & Non-Catalog Purchase Orders: Punch-out,
supplier hosted, custom workflow, etc.
Services Procurement in use for Consulting, Print,
Recruiting, Training
Accounts Payable
Invoice Processing: Invoices matched to PO and/or
Contract
Invoice Workflow: Exception handling, approvals,
receipt verification
Payment Terms: Prompt Payment Discounts
Ariba Network
eBilling: 98% volume of invoices are eBilled & about
80% of spend is eBilled
Electronic issuance of POs, Contracts, etc
Electronic Supplier Connectivity: EDI, cxml, csv uploads
Catalog Maintenance: Supplier / Internally managed

11. KEY LEARNINGS AND BEST PRACTICES
• Have Senior Leadership involved and supportive of a spend management strategy
• Create a No PO or C, No Pay policy to let suppliers know you will not pay them
without a PO# or C# in advance
• Create a Category Onboarding plan
• Cease accepting paper invoices for suppliers where you have an Ariba relationship
• Understand what commodities work best with each Procurement solution (Catalog,
Non-Catalog, Contract Compliance – Release and No Release, Services Procurement)
• Important to create a strong connection/line of communication between Sourcing,
Procurement, Legal and AP
• Realize P2P strategies for services likely requires a phased approach with a solution
that matures in cycles of process improvement
• Create a Strong Ariba Administration Team (Knows Process and Tool Functionality)
• Realize…THE VIEW IS WORTH THE CLIMB!
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12. NEXT STEPS
• Continue to strive to achieve more spend under management
• We are currently at 97.2% spend under management but we want
more
• Continuous Improvement, Continuous Improvement, Continuous
Improvement
• Work on continuing to tweak Ariba to make it work better for us so
that we can be more efficient and effective
• Never be satisfied
12

13. ULTA presentation

14. CONFIDENTIAL & PROPRIETARY 2016
Lockie Antonopoulos
IT Director – Merchandise Planning and Operations
SAP Ariba Solution Implementation:
A Customer Panel

15. 15
Who we are

16. 16
Who is Ulta Beauty
• America’s largest beauty retail and the only national beauty retailer of prestige,
mass and salon products and services under one roof
• 975+ convenient locations in 48 states as of Feb 2016
and growing rapidly (approx. 100 new stores / year)
• ~10,000 sq. ft. stores carry 20,000 SKUs, 500 brands
• Compelling loyalty program with
over 25 million active members
• All fueling rapid growth (2016 Earnings)
• 24.6% Net Sales Growth
• 16.6% Comp Store Growth
• 63.4% eCommerce Growth

17. 17
Our Ariba
Implementation

18. 18
Project Benefits
Ariba modules in use
• Ariba Network
• Ariba Invoice Professional
• Ariba Connect
• Ariba Integration Toolkit
• Ariba Contracts
Business use and benefits
• All direct spend vendors now utilize
the network
• Improved PO and Invoice Flow
• ASN Visibility
• AP Team now only manages by
exception, reducing workload for
invoice processing

19. 19
Implementation
Timings and team
• Technical team consisted of
ULTA IT, Ariba and SI Partner
• Configuration and testing
completed in nine months
• Vendor rollout completed in
2.5 years
What would we do next time?
• Start the implementation now
• Utilize some additional Ariba
consulting to aid in mapping
• Better estimate the IT workload
for onboarding vendors and
putting a well defined process in
place

20. Mastercard presentation

21. Richard Herman
Finance Lead (Ariba)
Global Shared Services
Financial Systems
richard.herman@mastercard.com
Presenter

22. Richard Herman – Mastercard - Finance Lead (Ariba)
Background 20 years of IT, Procurement and Financial Systems and experience with major Chicago and St. Louis
corporations.
Hometown: St. Louis, MO
Work Summary
8+ years as a provider of Spend Analysis and Procurement application support including Global Training
and Application configuration and support for Ariba upstream applications (Sourcing, Contracts, Supplier
Management).
Specific Activities
• Procurement Champion for major Spend Analysis initiatives*
• Led implementation of Ariba Sourcing and provided related Global Training and helpdesk support*
• Expert in Ariba Contract Management, Sourcing Events, System Configuration, Data Import/Export,
Workflows, Supplier Management, more.
• Current Ariba Systems Lead at Mastercard
*prior company activities

23. ©2016Mastercard.ProprietaryandConfidential.
Mastercard Today
23
Mastercard is a technology company in the global payments industry.
Innovation is at the heart of MasterCard’s nearly 50-year history. We take an
innovative, value-driven approach to the solutions we create and services we
offer, making transactions faster, easier, and more convenient and secure.
MasterCard is a multi-billion dollar company and one of the world’s most trusted
brands, ranking among the top 100 most valuable brands in the world.
210+
Countries and
Territories
50 Billion
Processed
transactions
Billions
Branded cards
issued

24. ©2016Mastercard.ProprietaryandConfidential.
24
Ariba Journey at Mastercard
2012
Spend
Visibility
Supplier
Lifecycle
Mgmt
2013 2014 2015 2016 2017 2018 20192011
Contracts
(Proc)
Contracts
(Sales) w/
SFDC
Integration
Global Mandate to use Ariba as
repository for all Contracts.
GBSC (Financial Systems) takes
over support of Ariba Contracts.
Oracle and
Workday
Integrations,
Process
Improvements
AribaModulesandfunctionality
P2P Process
Streamlining,
Evaluate Cloud-
Based
eProcurement,
Centralized Support
Teams,
Contract (Sales)
realignment
Recent Activities under Financial
Systems
Future Plans / Evaluations
Initial Implementations
(led by Business side)

25. ©2016Mastercard.ProprietaryandConfidential.
25
Mastercard’s Ariba
Modules and Technology
Oracle ERP – PR/PO/INV/PAY
Modules (utilization)
1. Contracts
2. Supplier Management
3. Sourcing
4. Spend Visibility
Technology
• ITK
• Web Services

26. ©2016Mastercard.ProprietaryandConfidential.
26
Pain Points Lessons Learned
Goals
o Repository for all Contracts
o Workflow supports policy
o Improve Supplier Risk and
Performance management
o Automate to reduce costs
o Improve Ariba user Experience
o Improved Metrics and Contracts
and Savings Reporting
o Improve Spend Management by
Categories
o System Integration across buying
process
o Decentralized Business
processes
o Difficulty of Global Adoption
o Facilitating Global Training
o Minimal User Expertise
o Limited Support Resources
o Difficulty Managing Supplier
Risk by engagement
o High Helpdesk Volume
o Data alignment between
systems is critical for
Integration
o Strive for consistent
Global processes
o Resource realignment
needed to support
process changes
o Centralize specialized
processing when possible
o Solve for immediate
problems with Big Picture
as guide

27. ©2016Mastercard.ProprietaryandConfidential.
27
Important Points in Implementation Approach
o Know what you want your future state to be.
o Implement with that BIG PICTURE in mind, even if rolling out in phases.
o Clean up data in all related systems. Consider it a catalyst for the opportunity not a chore.
o “It’s not about the technology, it’s about the people” so solve for what you people do as a
process, modifying as needed.
o Hire/Utilize the necessary RESOURCES to get the work done in the needed time.
o Open and clear supplier communication about upcoming changes is critical. Provide Suppliers
with clear registration guidance and what is required of them.
o It is optimal when users engage with Ariba early and run the full Supplier to RFI/RFP to Contract
upstream process (then to downstream and ERP).

28. Questions & Answers

29. Thank you.
Contact information:
Jason Didday
Director, Cloud Services GTM
Denver, CO
+1.720.532.4528