系統的なアプローチを取れば、連携取引プログラムは成功するはずです。 That means:

  • Making sure everyone in your organization understands how the company and its suppliers will benefit from the program

  • Identifying key individuals and teams who will help drive participation in the program

  • Helping those individuals and teams to understand their roles and responsibilities

You should also be sure to measure and communicate the program’s progress.

  • Lay the groundwork for success

    Supplier participation is essential to the success of your collaborative commerce program.

    Whether your suppliers participate in the program depends on the establishment and communication of your Collaborative Commerce Compliance Policy, and the extent to which people in your company are equipped to enforce it. Ensuring the latter requires attention to four things:

    1. Resources: Key roles and responsibilities

    2. 利害関係者

    3. Program cadence

    4. Communication

    1.  リソース:主要な役割と責任

    Identify the key individuals involved and define the portion of their time they should dedicate to the program. 以下の表はもっとも効果的であることが証明されている組織の構造を示したものです。





    The person who has budget responsibility for the program.






    The project manager who leads the cross-functional team. If the program grows to more than 500 sellers, add ½ FTE.


    Accounts payable (AP) resources

    An individual who manages the cleanup of the master vendor list and program execution.



    Someone who is responsible for system issues and integration testing.



    Someone who supports messaging to sellers and assists with catalogs and purchase orders.


    Download PDF
    for more detailed descriptions of these roles and their responsibilities.

    2. 利害関係者

    To help ensure stakeholders are engaged in the program, hold a meeting with them before you begin the process of onboarding suppliers to Ariba Network. The purpose of the meeting is twofold: to discuss the new collaborative commerce solution and its implementation program, and to confirm organization-wide understanding and consensus on:

    • プログラムの導入がどのように貴社の目的達成に役立つか

    • プログラムを導入する上での貴社の方針や、導入を見送った場合の影響

    • コンプライアンスの確保における各利害関係者の役割

    • The key performance indicators (KPIs) that will be used to measure progress

    貴社を担当するカスタマーエンゲージメントエグゼクティブやSAPアリバのその他の担当者が、貴社のミーティングの目的や議題に関するプランニングをサポートします。(議題の例については、こちらをクリックしてください) 。

    3.  プログラムのリズム

    Things change over time: your supply base, the scope of your projects, and a host of other internal and external factors and influences. That is one reason your collaborative commerce initiative is not a short-term project but an ongoing program.

    It's very important that we help you develop a sequence of events and a timeline to reach your goals and sustain your results. Here are some things to keep in mind:

    • After your initial launch, there should be a rolling go-live process to enable remaining suppliers in “waves.”

    • Waves should be scheduled weekly or bi-weekly to maintain momentum.

    • Complete each wave as soon as possible to avoid overlap of wave activities.


    4.  コミュニケーション

    Delivering conflicting messages is the easiest way to jeopardize supplier participation. For example, a supplier who receives a notice asking them to join Ariba Network may call your organization to inquire about it. If they reach someone who says they aren't familiar with the program or don't think it's anything to be concerned about, the supplier will probably not comply - now or in the future.

    To ensure program success, you must communicate with your leadership team, employees, peers, and any other internal teams affected by your collaborative commerce initiative.

    Communicate these three points:

    1. We are changing the way we do business.

    2. この変化はシミュレーションや短期的なプロジェクトではないこと。 The program is a fundamental change to our business.Ariba Networkを導入した後は、紙ベースのプロセスへ戻ることはありません。

    3. Every employee and supplier, regardless of their role, is expected to understand how they are affected by the program and do their part to ensure the program’s success.

    B&H Photo shares best practice tips for buyers and suppliers beginning their enablement process. 今すぐ視聴


    Internal Change Management

    Inform stakeholders about the launch of your collaborative commerce program and encourage their buy-in.

  • What’s in it for your company?

    People in your organization are more likely to use SAP Ariba solutions when they understand how they and the company can benefit from them. So, try encapsulating those benefits into something like an elevator pitch or mission statement. Use it whenever you talk or write about your SAP Ariba solutions and services.

    A good starting point is to think about why you first engaged SAP Ariba. You probably wanted to save time and money and learned that you could so through greater efficiency, stronger compliance, and better cash and working capital management.

    The table below outlines some of the most common ways that companies can achieve those benefits by using SAP Ariba to automate trading partner transactions and collaboration.

    You want ...

    Using SAP Ariba can help your company ...


    • Understand and manage more of your spending

    • Replace paper invoices with electronic invoices

    • Boost AP team member productivity

    • Minimize invoice errors and exceptions

    • Reduce days needed for invoice approval


    • Minimize unapproved or maverick spending

    • Increase the percent of spend under contract and monitored


    • Capture more early-payment discounts

    • Improve days payable outstanding (DPO)

    There may be other reasons you started working with SAP Ariba. Reach out to your customer engagement executive for help exploring and articulating those reasons. メリットを考えるディスカッションでは、主なご同僚や関係者、リーダーの方にもご相談ください。 Together, you can draft your statement of purpose and start incorporating it into your communications.


  • 成功の測定とコミュニケーション


    Measuring and communicating the progress and effectiveness of your collaborative commerce initiative are critical to the program's long-term success. Experience tells us that it's very important to adhere to a specific series of steps, at least initially, to define and implement your measurement program.

    These six steps are:

    1. Identifying the program’s leaders, users, and other stakeholders, including executive sponsors. If you’re not sure who the sponsors are, answer this question: Who “wrote the check” for the program?

    2. Making sure everyone clearly understands and aligns with the challenges, objectives, and goals that led to the initiative.

    3. Working together to establish KPIs in line with your objectives and goals. 測定できる事柄はたくさんありますが、最初は下記の表にある指標に絞りましょう。 Select the metrics most applicable to your situation.

    4. Defining your current-state baselines.

    5. Implementing incentives to ensure alignment of resource goals and program goals.

    6. Reporting (and reporting, and reporting) your results.





    (Closely aligned with AP)

    % of addressable spend thatis automated


    電子インボイスの比率 (%)


    Invoices per FTE


    例外的なインボイスの比率 (%)


    Days to approve invoices


    Touchless invoice processing



    Contract leakage savings


    管理下の支出の比率 (%)



    Discount capture







Customer Success Resources

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Drive supplier participation, learn more about supplier costs and benefits and communicate with your suppliers.

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Ariba Network内のサプライヤを検索

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