Royal DSM - SAP Ariba

Royal DSM - SAP Ariba

Royal DSM N.V. is a global, purpose-led Health, Nutrition, and Bioscience company that uses science to improve the health of people, animals, and the planet. DSM has some 23,000 employees worldwide. DSM was founded in 1902 and is listed on Euronext Amsterdam. Its net annual sales are approximately €10 billion.

Why DSM chose McCoy

As part of a larger digitalisation programme, DSM worked with McCoy globally to implement SAP Ariba, creating even more efficient procurement processes, starting with indirect procurement processes. The major goal behind this programme, dubbed buy.SMART was to improve usability and enhance and standarise the purchasing process. It supports DSM's growth strategy and represents a big step around indirect supplier performance, innovation & sustainability for indirect suppliers. 

McCoy as a partner

McCoy has partnered with DSM to realize the SAP Ariba solution and technical integration and to support change management. McCoy's market position is as a recognised, certified SAP Ariba implementation partner with a proven track record at various companies of different sizes in different sectors. In the Netherlands, McCoy is the number one implementation partner for SAP Ariba, both in number of consultants and track record.

How it benefited them

The project was structured in 3 phases to enable global rollout and implementation. The results were measured in detail against various factors and KPIs, which showed a significant uptick in user satisfaction. Purchasing outside of the contract and system was completely reduced, meaning already-negotiated contracts are actually used. DSM now also has access to innovative sourcing methods, like Supplier Performance Management & Supplier Discovery.

How we achieved this together

Within DSM, McCoy is seen as a pragmatic and reliable supplier. We deliver what we promise, and we've gone live with approximately 60 sites. We've taken the stress off DSM in the areas we manage. A total of 12 critical success factors were an instrumental part of that. The programme had a clear vision and business case, and there was the right support at executive level with clear governance in place. Success and results were measured, and processes adjusted where necessary. There were clear support and scheduling roadmaps. This project has turned out to be a textbook example of a business-driven transformation project with a holistic approach.