With supplier relationships critical to its success, Mary Kay then sought the right technology to realize its ambitions for global procurement best practices across all spend categories. Having no clear way to track and measure indirect spend, Mary Kay looked to create an indirect procurement department. In terms of sourcing events for indirect spend, this was managed by functional departments rather than a procurement team, meaning the company lacked consistency and control of indirect spend management.

This calls for adopting best practices across its operations globally.Īt the time, its direct sourcing program was managed manually with spreadsheets and e-mails, making it difficult to discern lead times on source to contract. With a global footprint, the company aims to achieve excellence in its business operations and meet sustainability and social impact goals. Dedicated to investing in the science behind beauty and manufacturing irresistible skin care, color cosmetics, and fragrances, Mary Kay is a multibillion-dollar beauty company operating in nearly 40 countries.

For nearly 60 years, Mary Kay has strived to enrich women’s lives, advance the field of skin health, and create positive community impact around the world.

Sap ariba direct procurement