Eursap's Ask-the-SAP-Expert: Tanya Wade

Eursap’s Ask-the-SAP-Expert: Tanya Wade.

Eursap’s Ask-the-SAP-Expert article is a feature designed to give you up-to-date information on the latest SAP news, featuring key thought leaders in the SAP space, as well as regular interviews with the best SAP consultants in the business.

This month, we feature Tanya Wade, a self-styled “SAP procurement geek”. Tanya is an evangelist for SAP digital transformation and has been a stalwart in the SAP Ariba space for many years now. She has worked for some of the largest Systems Integrators in the world.

Welcome Tanya, and thanks for talking to us. Can you start by giving us an overview of who Tanya is, for our readers who don’t know you?

Of course! I’m originally from Bilbao, Spain, but I’ve become an adopted “Manc” at heart after moving to Manchester to study Economics - I’ve never really left since. Over the past 20+ years, I’ve spent the first half of my career working in Procurement, eventually becoming Head of Procurement for several large organisations. I also spent a few years in Procurement Consulting, including with Accenture and smaller consultancies. In my last two roles as “Head of Procurement,” I also took on the responsibility of Global Process Lead, first for an SAP ECC implementation (quite some time ago!) and then for two SAP Ariba projects, covering both upstream and downstream. I absolutely loved the challenge of it all!

I then realised that I had achieved everything I wanted to in Procurement so I decided to switch to what I jokingly call the “dark side”—the SAP world—and haven’t looked back since!

How did you initially get involved in SAP consulting, particularly in the procurement and Ariba space, or should we call it SAP Business Network now?

I’d been working in the industry for about six years as a Global Process Lead before transitioning into SAP Consulting. When my contract as Head of Indirects for Northern Europe at a large apparel company came to an end, an opportunity arose with Deloitte. They needed help with an Ariba design phase for a major client that was hitting some roadblocks. By the end of that short contract, I realised how much I enjoyed the work and decided I wanted to go perm. I received several offers but ultimately chose KPMG, largely because of the positive feeling I had about the company’s culture. Fast forward five years, and I’m still here. This is the longest I’ve stayed with any organisation! I feel lucky to work with incredibly passionate colleagues who, like me, love diving into all things SAP and solving business challenges. Plus, we get to work with some fantastic clients, which makes it all the more rewarding.

As for the name confusion, I totally get it! It is not called the Business Network. SAP has rebranded its procurement products so many times that it's easy to lose track. Nowadays, the correct term is "Intelligent Spend Management and Business Network (ISBN)", which includes Ariba, Fieldglass, Concur, and the Business Network. The Business Network combines what was once called the Ariba Network (now the Business Network for Suppliers) with new networks for exchanging documents not just with suppliers but also with logistics partners, asset owners, and more. However, Ariba is still the right name for its Source-to-Order suite of cloud products, while payment processes remain in S/4HANA.

What do you find most challenging about implementing SAP Ariba solutions for clients?

Implementing the downstream modules of SAP Ariba (such as Procurement and Invoicing) is typically much more complex than working with the upstream modules like Sourcing or Contracts. The downstream implementations often run in parallel with large ERP programs, involving complex integrations and processes that make the project significantly more challenging.

For instance, if you’re working on something like a Sourcing or Supplier Risk project, it’s often possible to take a "Big Bang" approach, completing the project in a matter of months. In contrast, Ariba Procurement implementations for large multinational companies can take years, especially when you have to manage multiple regions with unique requirements. One of the biggest challenges comes from setting up custom buying channels, such as catalogues and smart forms, for different countries or regions. The sheer volume of configuration and data migration makes this process quite laborious and time-consuming.

That said, once everything is set up, it’s incredibly satisfying to see how smoothly the system runs. Watching all the automation kick in. It feels like the hard work was well worth it.

Can you share a significant lesson you've learned during your career as an SAP procurement consultant?

There is this phrase we often use at KPMG: “adopt, not adapt.” This idea is echoed across many other consultancies and SI’s (I’ve heard it being called “Vanilla SAP as well) but while it sounds straightforward, it’s much harder to put into practice.

Every client believes their organisation is unique, with specific processes they feel need to be maintained. And while there’s always some level of customisation in any project, the closer you can stick to best practices and the blueprint design agreed upon at the start, the better the outcome will be. Why? First, adhering to best practices ensures that the solution is scalable and easier to maintain in the long run. Customisations tend to add unnecessary complexity, which can cause issues down the line when it comes to upgrades or integrations. Second, sticking to the blueprint helps maintain project timelines and budgets - customisations tend to delay both. And finally, it helps the client align with SAP’s continuous innovation, especially with cloud solutions like SAP Ariba, where new features are rolled out regularly. Customisations can often mean you miss out on those updates or create complications when trying to implement them.

So, while it’s tempting to adapt systems to suit specific needs, I’ve learned that guiding clients to adopt as much standard functionality as possible results in a smoother, more successful implementation.

How do you see SAP S/4HANA changing the landscape of procurement processes in the coming years?

SAP S/4HANA is definitely changing how procurement works, and I think we’re only starting to see the full impact. The biggest advantage is how it processes data in real time. That means procurement teams can access up-to-date information on suppliers, inventory, or market shifts instantly, which makes decision-making a lot quicker and more accurate.

I personally really like the predictive analytics built into S/4, so it’s easier to spot potential risks or opportunities ahead of time, which really helps with planning.

Another aspect that stands out is how well S/4 integrates across different functions like finance and supply chain. It brings everything together, giving procurement teams a clearer view of what’s happening across the business, which makes collaboration a lot easier.

That said, S/4 is just one part of the story. I see SAP’s Business Technology Platform (BTP) becoming just as critical, especially when combined with SAP's other cloud solutions like Ariba and Fieldglass.

BTP in particular, is interesting because it gives businesses the flexibility to customise their applications. I’ve seen how companies can build on top of their existing systems, integrating them with new data sources or workflows as needed. This ability to tweak and extend what’s already in place makes a big difference, especially when every company has slightly different needs.

In my opinion, BTP is going to be a key enabler going forward because it allows businesses to connect all their SAP solutions—whether that’s S/4HANA, Ariba, or Fieldglass—and adapt them as the business evolves. It’s about being able to shape those tools to fit the company’s needs.

So, while S/4HANA has clearly improved speed, automation, and integration in procurement, BTP is what will really allow companies to innovate and stay flexible in the long run.

What's the most common misconception clients have about implementing SAP Ariba?

Probably the belief that they can customise it to the same extent as an on-premise tool or a solution like Coupa. The reality is that SAP Ariba is a cloud-based solution that follows a best-practice approach. Clients sometimes expect to modify it extensively to match their unique processes, but SAP Ariba isn’t designed for that level of customisation, and trying to force it can create inefficiencies.

However, I see this as more of an advantage than a limitation. Many businesses don’t have fully standardised procurement processes, which can lead to wasted time, duplicated efforts, and errors. SAP Ariba’s best practices (now aligned with the SAP Signavio Process Navigator) provide a more structured and efficient way to manage procurement. The Process Navigator, which replaced the old Best Practices Explorer, helps companies adopt these best practices with more transparency. It offers predefined processes that can be fine-tuned but not entirely reworked.

This focus on standardisation often benefits businesses in the long term. Instead of constantly tweaking the system, procurement can focus on higher-value activities, leveraging Ariba’s easy integration with S/4HANA, reducing errors, and seeing faster results.

In your experience, what's the key to successful change management when transitioning to SAP Ariba?

For me, the key is clear communication and preparing teams for the shift well in advance. A lot of resistance to new systems comes from uncertainty or a lack of understanding about why the change is happening. It’s crucial to ensure that all stakeholders—procurement teams, IT, finance, and suppliers—are involved from the outset. When everyone understands not only what is changing but also the benefits it will bring, the transition is much smoother. This involves setting clear, realistic expectations about what SAP Ariba will do and what users can expect during the implementation process.

Another essential aspect of change management is ensuring robust training and support. A key reason I have seen transitions fail is because users don’t feel equipped to use the new system effectively. Providing role-specific training and ongoing support helps build confidence and competence in using SAP Ariba. It’s also important to create channels for feedback throughout the process, so any issues or frustrations can be addressed quickly, rather than allowing them to build up.

Post-implementation, continued monitoring and follow-up training is, for me, the most undervalued, yet most important part of a Change Management Programme. Users forget everything the minute they receive their first training. This continuous training can help to reinforce adoption and make sure the system is being used to its full potential.

Finally, leadership involvement is crucial. When leadership is visibly supportive of the transition, it sets the tone for the entire organisation. Teams are more likely to embrace the change if they see that it’s a priority for senior management and not just another IT project. Leadership can help break down silos between departments, ensuring that all parts of the business are aligned and working together during the transition to SAP Ariba.

How do you stay updated with the latest developments in SAP procurement solutions?

Since having two kids, I’ve had to adjust how I stay up to date with SAP procurement developments. I no longer attend in-person events like SAP Sapphire or Spend Connect, but I still participate virtually, which keeps me connected to the latest releases and updates. I also subscribe to various SAP newsletters, which are a great way to get regular updates on new features and industry news.

I attend a lot of webinars, via Learning Hub and others, which deep dive into specific topics, and I regularly check the SAP Help Portal and community forums to stay informed about product updates and discussions.

Networking is also key for me. I stay in touch with former colleagues, recruiters, and SAP contacts via “virtual coffees” which often provide valuable insights into what's happening on the ground and any emerging trends in SAP procurement solutions.

What emerging technologies do you think will have the biggest impact on procurement processes within SAP ecosystems?

While it might seem obvious, AI and large language models (LLMs) are definitely going to have the biggest impact on procurement processes in the SAP world. SAP’s announcements at Spend Connect 2024 really highlighted this, especially with the introduction of Joule. Automation now a given. The new AI is helping with bigger decisions, like supplier negotiations and identifying risks early by analysing massive amounts of data?.

Aside from AI, blockchain and IoT are also making big moves in the space. They’ve been around for a while, but now they’re really coming into their own. Blockchain is helping with transparency and security in global supply chains—tracking transactions and ensuring compliance. Meanwhile, IoT is allowing procurement teams to track goods in real time and improve inventory management. SAP’s integration of these technologies is making the whole procurement process a lot smoother and more reliable?.

With Joule integrated everywhere, and the growing maturity of blockchain and IoT, SAP is really pushing procurement into a more intelligent and connected future.

Can you describe a project where you faced unexpected challenges and how you overcame them?

I worked on a project where we were implementing SAP Ariba to overhaul a client's supplier onboarding process. During the design phase, we faced a significant challenge because there were too many conflicting opinions about how the process should be structured. Despite my team putting forward best practices that leveraged Ariba’s capabilities, the design kept changing. Two senior stakeholders, in particular, were in constant disagreement, and their back-and-forth created a lot of confusion. One would push for more detailed onboarding steps, while the other wanted a streamlined, faster process, and they kept vetoing each other’s suggestions. So challenging!

We ended up stuck in workshops for nearly three months (the longest ever!) revising the design multiple times as the stakeholders couldn’t align. It was becoming clear that we couldn’t move forward until we got both of them in the same room to agree on a path forward. So, I decided to organise a virtual meeting with all the key stakeholders, focusing on the bigger picture—how the onboarding process needed to be efficient, scalable, and aligned with SAP Ariba’s capabilities. I walked them through how Ariba could help meet both of their goals, using its risk assessment tools to satisfy the need for detailed supplier evaluations, while also employing automation to ensure the process remained efficient and not bogged down with unnecessary manual steps.

During this session, I encouraged a more collaborative approach, and after a lot of discussion, we finally reached a consensus. I ended up designing a solution that balanced both perspectives, incorporating flexible workflows in Ariba that allowed for more detailed onboarding where needed, but with faster approval tracks for lower-risk suppliers. This approach not only satisfied both parties but also set up the project for success as it was fully aligned with SAP Ariba’s best practices and the client's internal needs. In the end, we managed to finalise the design and move forward with implementation. This experience reinforced for me how important it is to get alignment early in the design process, especially when dealing with conflicting senior stakeholders.

How do you see the role of AI and machine learning evolving in SAP S/4HANA procurement solutions?

It is obvious to say but AI and machine learning in SAP S/4HANA procurement solutions are evolving beyond just automating routine tasks. From what I’ve seen, AI is becoming more integrated into the decision-making process. It’s not just about making things faster anymore. For example, AI is starting to really drive predictive analytics in procurement. Instead of just reacting to supply chain disruptions or fluctuating demand, AI is helping procurement teams anticipate these issues. In S/4HANA, this can mean things like predicting supplier risks before they impact the business or forecasting future procurement needs based on patterns that humans might miss.

What I find especially exciting is how SAP is embedding AI deeper into everyday procurement processes. With tools like Joule, which I mentioned earlier, AI is starting to take on a more advisory role. It can offer suggestions during supplier negotiations or help optimise contracts by providing insights we wouldn’t normally catch with traditional data analysis. I’ve noticed that the more these AI tools learn from the data flowing through S/4HANA, the more they can personalise recommendations to fit specific business needs, making procurement teams more strategic.

In my experience, one area where AI and machine learning will really shine is in supplier management. S/4HANA’s ability to analyse huge datasets through machine learning means businesses can assess supplier performance on a much deeper level. We’re talking about predicting which suppliers are likely to have delays or compliance issues well before those problems actually arise. Crazy! It’s these kinds of proactive insights that I think will continue to evolve and have a massive impact on how procurement teams operate.

How do you envision the integration between SAP Ariba and S/4HANA evolving in the future?

I see the integration between SAP Ariba and S/4HANA becoming much more seamless and intelligent in the future. Right now, the integration already allows for smoother data flow between procurement and core enterprise processes, but I think we’re going to see tighter, more intelligent connections that reduce manual intervention even further. As both systems continue to evolve, they’ll likely become more interconnected through SAP Business Technology Platform (BTP), which is already playing a big role in enabling integrations across SAP’s ecosystem (thank you SAP Integration Suite!).

In the future, I expect a more unified experience, where procurement teams using Ariba will have real-time access to financial and operational data in S/4HANA without needing to switch between platforms. For instance, you could be working in Ariba, and thanks to enhanced integration, immediately pull up detailed supplier financial data from S/4HANA to inform your sourcing decisions. This will help break down silos between procurement and finance, allowing for faster, more informed decision-making.

I also think that AI will play a big role here. Imagine Ariba flagging a potential supply chain issue, and S/4HANA automatically adjusting financial forecasts or production schedules in response. This level of integration would allow businesses to react in real-time to disruptions, improving agility and efficiency across the board.

In essence, I envision a future where SAP Ariba and S/4HANA are so tightly integrated that procurement, finance, and supply chain functions operate almost as a single, intelligent system, with real-time data flowing freely between them. This will make processes far more efficient and help businesses become more agile in responding to changes in the market – or at least, that is the dream!

What's the most creative solution you've implemented to solve a client's unique procurement challenge?

One of the most creative solutions I’ve implemented was actually advising a client NOT to implement a system—specifically, SAP Ariba Supplier Risk. The client had asked me to evaluate whether they had a business case for it, and after a few conversations, it became clear that they had no risk management processes in place. There weren’t even basic manual procedures like using Excel for tracking or accessing risk analysis sites for vendor checks. Without any foundation, a sophisticated system like Ariba Risk would have been a wasted investment, as no one was even performing basic risk analysis on their suppliers.

Instead of pushing forward with the system, I suggested they start by establishing some simple manual processes first. We began by identifying what risk management steps were needed—things like regular supplier evaluations, financial health checks, and compliance tracking—and I worked with their team to assign these tasks to specific members. We set up an initial workflow that used basic tools and internal reports so they could start gathering vendor data and assessing risk factors in a structured way.

Once these manual processes were in place and the team was comfortable with the workflows, we then revisited the idea of implementing Ariba Supplier Risk. Since they were already using Ariba for procurement, integrating the Supplier Risk module made sense, but now it was backed by actual processes and data. This ensured the system would deliver real value by automating tasks they were already familiar with, like risk scoring and continuous monitoring, rather than just being an expensive tool collecting dust. It was a practical approach, and the client appreciated that we didn’t rush into technology before their processes were mature enough to support it.

They say procurement is all about getting the best deal. What's the best deal you've ever negotiated for yourself outside of work?

The best deal I’ve ever negotiated outside of work was actually for my biggest purchase—my house! It’s in one of the best parts of the city, where houses are always in high demand and come at a premium. We bought it during the pandemic when the UK government had introduced the Stamp Duty Land Tax (SDLT) holiday, which significantly reduced taxes on house purchases. This led to a surge in buyers, with way too many viewings per house, and properties were being snapped up before we could even make an offer.

Most of the houses we saw were neutral—painted white or grey with minimalist furnishings to appeal to a broad audience. But then we came across this one house that looked… different. The living room was bright red and gold, giving off a bit of a Chinese restaurant vibe, the kitchen was orange and cream with lime green tiles, and lime green walls were everywhere. It wasn’t to everyone’s taste, which worked in our favour, because there weren’t many bids on it despite the house being huge and in a fantastic neighbourhood. We were the only ones that could picture ourselves in there without the red and green everywhere (which we changed as soon as we moved in!).

We saw the potential, made an offer, and as it was the only one, we got it at a great discount. Once the survey came in, it highlighted a few issues that needed fixing, so I negotiated further, getting the seller to fix some of the faults and securing an additional discount on top of that. It was a win-win; we got an amazing house in a top location, at a price well below what others were paying for much blander properties. Plus, with the SDLT holiday, we saved on taxes too!

And what about the Tanya outside of work: if you could invite any three people from history to a dinner party at your house, who would they be and why?

If I could invite any three people from history to a dinner party at my house, I’d start with Barack Obama. His leadership and wisdom are undeniable, and I think he’d bring such a relaxed but insightful vibe to the table. Plus, I’d love to hear stories from his time in office and how he balanced being a world leader with raising a family. I bet he’d also have some great music recommendations!

Next up would be Darcey Bussell. As a former ballerina myself, she’s always been a huge inspiration. I’d love to chat with her about the transition from being a principal dancer to becoming a judge on Strictly Come Dancing and what it was like to perform on some of the world’s biggest stages. Maybe we’d even compare notes on ballet blisters—she probably has better stories there! :D

Finally, I’d invite Leonardo da Vinci. He’s the ultimate Renaissance man, and since I’m into both the arts and sciences, I feel like we’d have a lot to talk about. I could pick his brain on how he managed to juggle so many creative and intellectual pursuits, and maybe he’d give me some tips on balancing my dancing, painting, and love for science!

At this point, we’d have an incredibly inspiring and well-rounded conversation—though I’d probably have to remind Leonardo that there’s no need to redesign my dining room mid-dinner!

And finally, the question we always like to ask our experts: What advice would you give to someone just starting their career in SAP procurement consulting?

My advice is to focus not just on knowing the systems inside out—although that's definitely important—but on understanding how to solve real business problems. I’ve seen a lot of upcoming talent who are brilliant with the technical details, but what really resonates with clients is the ability to translate that technical knowledge into solutions that address their actual business challenges. It’s one thing to know how to configure SAP Ariba or S/4HANA, but it’s another to explain why that configuration solves a client’s specific procurement issues.

If you can, I’d recommend doing a stint in actual procurement or gaining some hands-on business experience. It doesn’t have to be long, but getting some time in the trenches, whether it’s in procurement, supply chain, or even in a business analyst role, will give you an understanding of the day-to-day challenges that businesses face. That kind of experience will help you gain credibility with clients because you’ll be able to talk their language and relate to their pain points. It also helps you understand the bigger picture, which is crucial for designing solutions that work in the real world, not just in theory.

Finally, don’t underestimate the importance of soft skills. Consulting is about listening to the client, understanding their needs, and being able to communicate complex technical concepts in a way that makes sense to them. The more you can connect with the business side of things, the more effective you'll be as a consultant.