Have questions about 9r1? Want to hear from customers that have gone through the 9r1 upgrade? Whether you've finished your implementation, haven't started, or are anywhere in between; bring your questions to this session. This session will feature a panel of experts from customers who have recently upgraded, Ariba Product Management, Ariba Engineering, and Ariba Consulting.

1. 9r1 – Upgrade Success © 2011 Ariba, Inc. All rights reserved.

2. Content Introduction ReasonstoMigrate MigrationImpact MigrationProcess Conclusions © 2011 Ariba, Inc. All rights reserved. 2

4. A multidisciplinary team of over 250 specialists in Spend Management

5. Direct experience on more than 120 spend categories

6. Proved workflow methodology in collaboration with our customers using world-class technology (ARIBA)

7. 13,820 25,840 MM € trading volume in negotiations, achieving average savings of 12% (1,650 MM €)

8. Aquanima’s target is success; Our remuneration is a percentage on the generated savingsUK GERMANY PORTUGAL USA SPAIN MEXICO BRAZIL COLOMBIA URUGUAY CHILE ARGENTINA Source: Internal information Aquanima 3 © 2011 Ariba, Inc. All rights reserved.

9. FocusNon-Strategic Items (Non Core) More than 120 purchasing categories among direct and indirect material and services Health Insurance Armored Cars Office Supplies IT/ Telecom Average Global Saving 2001/2010: 14% Logistics Security Services Construction / Rebuilding Maintenance 4 © 2011 Ariba, Inc. All rights reserved.

10. Our Products Demand Management Quantity Purchase Management Price CONSUMPTION REDUCTION Change of the operating model DIRECT SOURCING Negotiation without specification Changes STRATEGIC SOURCING Negotiation with specification changes and applying best practices Purchase Requisition Quotation Approval Delivery Confirmation Purchase order in the supplier portal OUTSOURCING Externalization of the purchase activities 5 © 2011 Ariba, Inc. All rights reserved.

11. Bargain Power Specialization Agility Technological Platform Negotiations & Electronic Catalogues Ariba Platform (full suite) Proved Methodology Adhesion to pre existing contracts Category Specialists 290 all offices Negotiation Volume Competitive Differentials NON CORE of the client CORE of Aquanima = 6 © 2011 Ariba, Inc. All rights reserved.

12. Aquanima in World Performance Aligned with Global Savings 14% in savings 7 © 2011 Ariba, Inc. All rights reserved.

13. Content Introduction ReasonstoMigrate MigrationImpact MigrationProcess Conclusions © 2011 Ariba, Inc. All rights reserved. 8

15. The new version brings more than 150 new functional features. The main changes are found in the module known as “Upstream” (Sourcing + ACM + Analysis), taking apart the Sourcing obsolete module and adapting it to the general architecture of the platform and fully integrating it with ACM.

16. At a technological level, the new version represents a very clear evolution in terms of architecture, more homogeneous and robust, eliminating weaknesses.ConcerningAriba’s performance, Jupiter shows significant improvements and scalability becomes a reality on critical modules as ACM .

19. Approach © 2011 Ariba, Inc. All rights reserved. 12 The project was presented strategically in two phases. In a first phase, to transmit in a fast and effective way, all actors involved, the most significant of the new platform and, in a second phase, continue to evolve. Robustness Scalability Flexibility Phase I (Migration Project) GAP “0” User FunctionalImprovement Phase II (Releases) Change Management

20. ChallengeJupiter Project © 2011 Ariba, Inc. All rights reserved. 13 Technological complexity, comprehensive chang Project duration, more than 9 months of work Impact Force, more than 500 users Large team, over 50 people directly involved in the project (Technology, Operations, Business) Geographic distribution; 11 countries affected It is the first time Aquanimahas faced a migration project of this size and complexity

21. Content Introduction ReasonstoMigrate MigrationImpact MigrationProcess Conclusions © 2011 Ariba, Inc. All rights reserved. 14

22. Migration ImpactOperative impact Key operative aspects impacted by the migration: During the six month time the project took it was not possible to provide any business improvement due to a code freeze on the solution. The migration of the solution represents a Big-Bang affecting all the geographies, and forcing to manage the change in all geographies at the same time. It made necessary to review, adapt and update all process and process handbooks related to the solution: CIS Operations; NOL Documents & processes, Suppliers… The new functionality introduced by the merge of Sourcing and ACM made necessary to review the use cases of ACM and the NOL processes. © 2011 Ariba, Inc. All rights reserved. 15

23. Migration ImpactTechnical Impact Key operative aspects impacted by the migration: It was needed to enhance the hardware infrastructure. In order to minimize the investment, a IT plant to reuse hardware and reaccommodateservers was put in place. The technical and functional teams in charge of the solution had to follow a learning plan during the migration process. All the operative and solution management processes were reviewed to be adjusted to the new solution’s capabilities and features. © 2011 Ariba, Inc. All rights reserved. 16

24. Content Introduction ReasonstoMigrate MigrationImpact MigrationProcess Conclusions © 2011 Ariba, Inc. All rights reserved. 17

25. Migration Plan © 2011 Ariba, Inc. All rights reserved. 18 The original plan was a result of a Migration assessment project, made previous to the migration project, The assessment resulted in a project plan from January 2010 to October 13th, 2010. Due to Ariba staffing problems, the project begun in March. As the final date cannot be moved due to it was strategically as it was a long holiday break in almost all impacted geographies, the project was replanified to meet this deadline, and this way mitigate the business impact of the go-live. February August June April October Code Migation 4r4 to 9r1 Dvelopment Migration ►Upstream ►Downstream Tests Development Functional tests Issue resolution Preparation Develop Env 4r4, Stage Preprod Migration ►Upstream ►Downstream Tests Preprod Functional tests Issue resolution Preparation Preprod Env 4r4, Stage Upstream: ACM, Analysis, Sourcing 9r1 Downstream: ACC, ACP, Buyer 9r1 4r4: Actual release Stage: Bridge environment to run migration processes General Test & Go Live Preparation Production Env 4r4, Production 13/10/2010

27. Technical responsible and team coordinator(ConradoCompanys)

28. Technical architect(Carlos Sanchiz)

29. Changemanagement responsible(José Antonio Sanz)

30. Responsible of Ariba(Carlos Marti)The team put in place innovative techniques in project management (SCRUM), and in communication and virtual team management, inorer to sucessfullyaproach and finalize the project. This techniques helped to genereat a very commited and collaborative environment. Multidisciplinarycoordination Coordination and cooperation of the business area

32. Data Base adaption

33. Configuration of communications and protocols

35. Process adaption and redesign

37. User Aceptance Test (UAT)

38. Knowledge transfer

39. Trainings20 © 2011 Ariba, Inc. All rights reserved.

40. AquanimaMainFocusAreas © 2011 Ariba, Inc. All rights reserved. 21 TECHNICAL ARCHITECTURE ROBUST PLATFORM MOVED FROM 42 TO 112 PROCESORS RAM MEMORY INCREASED FROM 66Gb TO 132 Gb CHANGED FROM WINDOWS TO LINUX FUNCTIONAL MIGRATION ESTABLE PLATFORM OVER 1.000 TEST CASES DEFINED AND OVER 3.000 EXECUTIONS 460 ISSUES DETECTED AND SOLVED CHANGE MANAGEMENT OPERATIVE PLATFORM 100% OF THE PROCCESES WERE TESTED 60 ADDITIONAL ISSUES DETECTED NO BLOCKING ISSUES AT THE END

41. Go Live Plan © 2011 Ariba, Inc. All rights reserved. 22 V 8/10 L 11/10 X 13/10 S 9/10 D 10/10 M 12/10 20:24 GMT+1 01:59 GMT+1 14:49 GMT+1 04:44 GMT+1 07:26 GMT+1 13:47 GMT+1 22:42 GMT+1 22:00 GMT+1 18:00 GMT+1 09:00 GMT+1 120 HOURSOF CONTINOUS WORK AND SUPERVISION FULL MIGRATED DONE IN 5 DIAS COORDINATION OF MORE THAN 400 ACTIVITIES& PROCESSES 30 PERSONS DIRECTLY INVOLVED Cut-Over Start START OPERATIONS 5.- Backwards integrate 6.- Buyer pre-migration 3.- Upstream migration 4.- Viking Data Import 7.- Buyer migration 8.- Post Migration 9.- Go-live Tests

42. Content Introduction ReasonstoMigrate MigrationImpact MigrationProcess Conclusions © 2011 Ariba, Inc. All rights reserved. 23

44. IMPROVEMENT REQUESTS: Requests for new features or other proposed areas for improvement.

45. ADMINISTRATION REQUEST: “Day by day” requests on access to platform, change profiles, password, user creation, etc.

48. Deviation on the start of the project being managed not to affect the go-live of the platform migration (it began with less than 2 months time with regard to the original plan).

49. Executiondeviation: 0%Keystosuccess _

51. GOALS AND TERMS SET FORTH IN THE PROJECT HAVE BEEN ACOMPLISHED

52. STABLE PLATFORM, FROM TECHNOLOGICAL TO FUNCTIONAL POINT OF VIEW

53. THERE IS NO ASPECT PUTING AT RISK THE “ON GOING”.

55. Thank You Jose Antonio Sanz Business Relationship Manager Joseantonio.sanz@aquanima.com 29 © 2011 Ariba, Inc. All rights reserved.

56. Questions 30 © 2011 Ariba, Inc. All rights reserved. 30 © 2011 Ariba, Inc. All rights reserved.

57. 31 © 2011 Ariba, Inc. All rights reserved. “Safe Harbor” and Confidential Information Statement This information reflects the status of Ariba solution planning as of January 2011. All such information is the Confidential Information of Ariba (per the contract between our companies), and must not be further disclosed, as stated in the confidentiality clause of that contract. This presentation contains only intended guidance and is not binding upon Ariba to any particular course of business, product strategy, and/or development. Its content is subject to change without notice. Ariba assumes no responsibility for errors or omissions in this document. Ariba shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. 31 © 2011 Ariba, Inc. All rights reserved.

58. 9r1 – Upgrade Success