Nouryon is a global player in essential chemistry, spun off from Akzo Chemical in 2018. With this ambitious company comes a well thought out application landscape, and Nouryon chose SAP Ariba as part of that landscape as the procurement domain for the future. This replaced the old SRM landscape to improve user experience, be more agile and facilitate more in-dept collaboration with suppliers.
Why Nouryon chose McCoy
Seize the opportunity of the split from Akzo Chemical to improve the procurement application landscape and develop a new procurement vision.
Digitalise to create more control, insight, and efficiency for procurement around sourcing, contract management, and purchase-to-pay (P2P) processes.
Have a new P2P system operational in 20 countries within 6 months; due to the split, old systems were not available beyond that point, so this was a hard deadline.
McCoy as a partner
Nouryon chose McCoy because of our experience with SAP Ariba projects that demanded excellent results on a tight timeline. We'd successfully guided similar go-lives for Philips Lighting and others in the past. Our combined expertise in processes, systems, and change management was also a valuable asset for Nouryon.
How it benefited them
A successful go-live in record time: within 6 months.
The SAP Customer Success Award we won with Nouryon for this project proves that quality and speed went hand in hand.
Far-reaching standardisation and corresponding efficiency for all sourcing, contract and P2P processes:
We transferred over 100 catalogues to Ariba and migrated to the Ariba Network for integrated handling of the P2P and sourcing process.
20,000 suppliers now receive purchase orders through this network.
We also integrated the Ariba Network with Vendor Invoice Management.
Ariba Contract Management successfully went live during the COVID-19 pandemic. All procurement contracts are now approved, signed, and stored in 1 system.
How we achieved it together
Three success factors played a key role in this project:
A strong focus on delivery of a minimal viable product (MVP) from our side. Nouryon's tight deadline demanded it. We consistently challenged the business on the usefulness and necessity of processes in relation to the deadline and objective to work more efficiently.
Commitment from Nouryon on results and speed. They also took the reins themselves to arrive at an MVP by the deadline.
Strong focus on change management and a permanent change manager from day 1. She identified potential bottlenecks through a change management tracker. This focus on people in addition to platform and processes made this record turnaround possible.
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