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 turnover is approximately €10 billion.

Why DSM chose McCoy

As part of a larger digitization program, DSM decided to implement SAP Ariba together with McCoy worldwide for even more efficient procurement processes, starting with the processes for indirect procurement. The main goal behind this program called buy.SMART is to improve usability and to improve and standardize the purchasing process. This will support DSM's growth strategy where a big step is made in the field of indirect supplier performance, innovation & sustainability for indirect suppliers.

McCoy as a partner

McCoy was chosen as a partner for the realization of the SAP Ariba solution, the technical integration and for supporting change management. McCoy is seen in the market as a recognized and certified SAP Ariba implementation partner with a proven track record at various companies of different sizes in different sectors. In the Netherlands, McCoy is also seen as the number one implementation partner in the field of SAP Ariba. Here, both the number of consultants and the track record count.

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What they got out of it

The project was conducted in 3 phases to enable global rollout and implementation. The results are measured in detail against various factors and KPIs. These have shown, among other things, that user satisfaction has increased significantly. Purchasing outside the contract and system has been completely reduced, so that contracts that have already been negotiated are actually used. In addition, DSM now has access to innovative sourcing methods such as Supplier Performance Management & Supplier Discovery.

How we achieved this together

Within DSM, McCoy is seen as a pragmatic and reliable supplier. We do what we promise where we have delivered approximately 60 sites to the market. We have freed DSM from the burden of the areas for which we are responsible. A total overview of 12 critical success factors proved instrumental in this. The program had a clear vision and business case, and there was the right support at executive level with a clear governance. Success and results were measured and processes adjusted where necessary. There is a clear supporting roadmap with a corresponding planning. This project has turned out to be a textbook example of a business-driven transformation project with a holistic approach.