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Accelerating business performance with SAP®
2014
We help our clients drive their performance
Leverage advanced analytics to support real-time market and customer strategies
Reduce exposure to negative events through mature risk and security processes
Optimize technology, structures and engagement to drive sustainable cost-efficiency and effectiveness
Our Advisory offerings can help in three distinct areas
Architect and optimize business processes
• Finance• Supply chain• Customer• Internal audit• Internal controls
1Design and implement the technologies that drive performance
• IT transformation• Enterprise intelligence• Enabling technologies• Technology risk and security
Achieve and sustain transformation through collaboration and discipline
• Program management• People and organizational
change• Strategic direction
2 3
Our performance path increases the probability of success
Optimize
ProtectGrow
Innovate
Leaders own and are accountable for the program’s direction and ultimate results.
Dynamic alignment techniques are in place to continually engage the organization.
Execution focuses on driving results
ownership are built throughactive interaction and
involvement early and often.
Leadership
Execution
Vision and strategy
Technology PeopleMetrics
Processes Organization
Alignm
ent
Ado
ptio
n
Advisory services for SAP
SAP solutions:
• Analytics• Business
applications• Cloud• Database and
technology• Mobile
EY performance-based offerings:
• Integrated business planning • Driver-based performance
management (SAP EPM or BPC)• Sales and operations planning
(cloud-based SAP S&OP) • Human capital management
(SAP Human Capital Management and Success Factors)
• Global trade services (SAP GRC and SCM)
• Transfer pricing (SAP PCM and financials)
• Spend management (SAP SRM and SPM)
• Risk management (SAP GRC, access and process control, internal audit)
EY business performance services:
• Indirect tax management• Tax-effective supply chain
management• Merger, acquisition and divestiture
for SAP landscapes• Regulatory compliance (e.g., IFRS,
New G/L and Dodd-Frank)
Performance-driven approach
• Major business transformation — supply chain, customer and finance• Architecture design • Business integration• Program risk management
SAP solutions combined with highly differentiated business performance services
SAP
SAP
SAP
SAP
SAP
SAPSAP
SAP SAPSAPSAP
SAPSAP
SAPSAP
SAP
SAP
SAP
SAP
SAP
SAP
SAPAmericas
1,800 Advisory SAP professionals
EMEIA*
1,500 Advisory SAP professionals
Asia-Pacific
700 Advisory SAP professionals
FY13 | 50+ countries | 4,000 professionalsGlobally
Advisory Assurance Tax Transaction
Finance | Customer | Supply chain | IT | Risk and controlsOil and gas | Power and utilities | Life sciences | Consumer goods
Automotive and manufacturing | Financial services | Media and entertainment* EMEIA — Europe, Middle East, India and Africa
Assessing the value of the ERP, such as SAP, throughout the life cycle
Integrated end-to-end S&OP solution to meet today’s volatile and rapid-response demands
ERP value pathwaySAP sales and operations planning
(S&OP on SAP HANA®)
How we are helping our clients
Product costing and valuation (TESCM)
Operational transfer pricing
Major program transformation method
Visioning and prototyping
Tax-effective supply chain management; parallel valuation of materials at local and consolidated values
Leveraging technology to improve intercompany transfer pricing effectiveness
©2014 by SAP AG. All rights reserved. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP Business ByDesign, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries.
Principal operating company
(Switzerland)Distributor
(US)
Distributor(Germany)
Internal subcontract manufacturer
(US)
Third party
supplier
Third party
supplier
Third party
customer
Third party
customer
Worldwide consolidation company
$18/$15 $15$1/$7.5
$1/$12.5
$10
$5 $5/$5
$8
$14/$7.5
$19/$7.5
$19
$14
$20
B a s e E R P a n d p la nn i ng
8 0 s 9 0 s 2 0 s C u r r e n t
A P S , o p t i m iz a tio n ,
e C o m m e r ce
W h a t - i f s im u la t io n , d r iv er b a se d
M R P , M R P I I
- P r o c e s s i m p ro v em e n t an d
s t a n d a r d iz a ti on
- O r g a n i z a tio n a l c h a ng e
Key drivers: Enable ERP- F o c u s o n l ar ge s y st e m s im p le m e n ta ti on- T r a n s a c t io n al p ro c es s s ta n da rd iz a ti on
- T r a i n i n g
Key drivers: Optimize, collaborate, build on ERP- F o c u s o n A P S im pl em e n ta t io n a s ad d o n to ER P- C o m p l e x o pt im i za ti o n
- e P r o c u r e m e nt , su p pl ie r an d c u st o m er c o lla b o ra ti on- I n v e n t o ry p la n n in g a nd o p ti m iz a tio n
- B r o a d e r c h an g e m a n ag e m en t
Key drivers: Globalization, high performance, analytics- M a n a g e v o la til it y, fo c u s o n “w h a t if ”, s im u la ti o n, d ri ve b u si n es s re s u lts
- O p e r a t i on s i m pr o ve m e n t, re a l t im e v is ib il it y, c on s tr a in t m an a g em e n t, d em an d d ri ve n- A n a l y t ic s , e n a bl in g h ig h pe r fo rm an c e
- S p e e d , c lo u d c o m pu t in g
S a l e s a n d
o p e r a t i o n s p l a n n i n g
P o w e r e d b y
H a n a ™
SAP
SAP
SAP or APO
“use
r”
About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.
About EY’s Advisory ServicesImproving business performance while managing risk is an increasingly complex business challenge. Whether your focus is on broad business transformation or, more specifically, on achieving growth or optimizing or protecting your business, having the right advisors on your side can make all the difference. Our 30,000 advisory professionals form one of the broadest global advisory networks of any professional organization, delivering seasoned multidisciplinary teams that work with our clients to deliver a powerful and exceptional client service. We use proven, integrated methodologies to help you solve your most challenging business problems, deliver a strong performance in complex market conditions and build sustainable stakeholder confidence for the longer term. We understand that you need services that are adapted to your industry issues, so we bring our broad sector experience and deep subject matter knowledge to bear in a proactive and objective way. Above all, we are committed to measuring the gains and identifying where your strategy and change initiatives are delivering the value your business needs.
© 2014 EYGM Limited. All Rights Reserved.
EYG No. AU2376
EMEIA Marketing Agency 1001046
ED None
In line with EY’s commitment to minimize its impact on the environment, this document has been printed on paper with a high recycled content.
This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax or other professional advice. Please refer to your advisors for specific advice.
ey.com
EY | Assurance | Tax | Transactions | Advisory
Value assessments throughout the ERP value life cycle
Program Roadmap
Change Management (e.g., Continuous Communication, Training)
4th Qtr 2011
1st Qtr 2011
3rd Qtr 2011
2nd Qtr 2011
4th Qtr 2012
1st Qtr 2012
3rd Qtr 2012
2nd Qtr 2012
4th Qtr 2010
1st Qtr 2010
3rd Qtr 2010
2nd Qtr 2010
4th Qtr 2009
3rd Qtr 2009
R&A GFS * GFS * GFS *
* - GFS Assessments
Reporting & Analytics Requirements & Design
Metadata Strategy Def. Metadata Build
FDW Platform - Design Financial Data Warehouse Platform (incl. ETL) - Build
ID Redundant Reporting Systems
Consol. Reqs & Process Selct’n
Standardized Reporting & Analytics Deployment
Consolidation Tool Tech. Design, Build, Deploy
PBF Req. and Design PBF Tool Design, Build, Deploy
Define Governance Transitional Governance
Repo
rtin
g &
Anal
ytic
sDa
ta
Man
agem
ent
Cons
olPB
FGo
v’na
nce
Define Rptg Operating Model & Process
Quick
W
ins
Enhance gXRS Rptg Capabilities
Deploy
Master Data Standardization (GFS Master Data Team)
Prototype
Stabilization Period
Stabilization Period
FDW Platform - Deployment
Prototype
ID Submissions
BRAVO extension migration
45
End State Deployment of Report & Master Data Governance
Value drivers6 1
4 3
5 2
ERP rollout
ERP optimization
ERP maintenanceExtending the
value of ERP
Decaying ERP
performance
ERP enhancement andreimplementation
ERP value life cycle
Value analysis
Value improvement prioritization portfolio
Implementation Factor for Success
Issue Include (Yes/No)
Score
Powerful Business Case
The reasons for launching the business initiative are clearly defined.
Yes No 1 5
The impact to the business of either successful or unsuccessful implementation is broadly recognized.
Yes No 1 5
Leaders of the initiative continually refines and update the business case over time.
Yes No 1 5
The relative priority of this initiative with respect to other initiatives is consistently reinforced.
Yes No 1 5
The business case created a sense of urgency or priority for the organization and stakeholders.
Yes No 1 5
Vision Clarity Leaders of the initiative are able to translate the business case into a clear, compelling vision of the future.
Yes No 1 5
The vision is specific enough to give people a good indication of how they will be doing things differently after implementation.
Yes No 1 5
People affected by the initiative are able to answer the question, “What’s in it for me?”
Yes No 1 5
The vision describes how the initiative was linked to the overall business strategy and other business initiatives.
Yes No 1 5
The vision creates understanding and excitement about the change.
Yes No 1 5
Change Leadership and Accountability
The appropriate individuals who should lead the change were mobilized beginning with senior management and expanding to agents of change.
Yes No 1 5
Leaders personally demonstrate the commitment to achieve the initiative’s objectives through public and private actions.
Yes No 1 5
A streamlined decision-making process is in place to resolve issues in a timely manner.
Yes No 1 5
Leaders are accountable for the expected results of the initiative; that is, important consequences are tied to realizing the benefits in the business case.
Yes No 1 5
Data architecture
Conceptual architecture
Process
User interface
Bri
dgin
g th
e ga
p be
twee
n th
e “s
yste
m”
and
the
“use
r”
The views of third parties set out in this publication are not necessarily the views of the global EY organization or its member firms. Moreover, they should be seen in the context of the time they were made.
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