For the deployment of a digital purchasing solution to be a success, theonboarding suppliers in a Business network, such as the one proposed by SAP Ariba, must be conducted rigorously according to a precise methodology combining information and support. This phase of " onboarding " presupposes above all not to make certain mistakes that could prove prohibitive, presented by Madeleine de la Motte, consultant at Acxias.
1 – Consider that the issue is primarily technical. Onboarding is above all a question of change management ! Good tools are obviously necessary, but they will not be effective if they are not based on a well-established communication strategy and a voluntary approach to onboard all suppliers. Do not skimp on the different channels: phone and video calls, regular webinars, site dedicated to accompaniment, written and video guides, frequently asked questions, support email address .... All in the language of each of the suppliers!
2 – Treat all suppliers in the same way. You have to know how to prioritize suppliers: they are not all strategic for your company, and their presence on the SAP Business Network is not necessarily essential. The main thing is to measure profitability by supplier and segment the base accordingly. Each group of suppliers will be targeted by an adapted communication, with an adjusted level of effort. In order not to spend your strength on causes that are not worth it, it is a question of establishing a list of KPIs and following them throughout the project.
3 – Se launch without cleaning its database. Effective onboarding requires a robust supplier database! No duplicates or inaccuracies in the information, no referencing errors or approximate hierarchical structure, no scattered and non-homogeneous data, etc. Why not call on a company specialized in data cleansing if you don't have sufficient resources internally? An upstream audit also makes it possible to see more clearly, identify gaps and define areas for progress.
4 – Credit superficial knowledge of the solution. If you have to contact the support related to the solution at the slightest difficulty, you risk seeing your onboarding project drag on unnecessarily, and thus generate costs that could easily have been avoided! It is essential to rely on a team with the necessary knowledge and mastery of the methodology to be followed. Upstream training or, again, support from a specialized service provider, can be very useful to avoid disappointments.
5 – Do not take the time to listen to your suppliers. Take the time to chat with the suppliers you want to onboard and understand their issues. You will be able to better explain what is expected of them and enrich your documents, your dedicated site, your frequently asked questions. You will also need to listen to their needs: integration with their ERP, type of account (company or standard), workflows, etc.? This information will be key to transform the trial and make it adhere to your digital project by avoiding obstacles.
6 – Underestimate the resources required. In terms of human resources and tools, onboarding is always energy intensive. It is better to monopolize a good team available and competent from the beginning of the project, even if it means lightening the workforce a little later. Ditto for the tools used, it is obvious that a shared Excel file will not be enough, as rigorous as your collaborators are. This is a real investment logic, and experience proves that a timid commitment at the beginning can be very expensive later. So, do not hesitate to hit hard, you will not regret it!
7 – Think that the project will run smoothly. The onboarding of suppliers in the context of the digitalization of purchasing is a project of rare complexity. Arm yourself with courage, free up your schedules and, above all, call on experts! Even with the best will, the most seasoned teams, a rigorous methodology, etc., some difficulties are sure to arise. The challenge is to know how to understand them and to find solutions to overcome them with less effort, internally and for suppliers, in order to avoid any slippage in the budget and deadlines.