Implement Value Scenarios Integration Disclaimer: This presentation outlines our general product direction and should not be relied on in making a purchase decision. This presentation is not subject to your license agreement or any other agreement with SAP. SAP has no obligation to pursue any course of business outlined in this presentation or to develop or release any functionality mentioned in this presentation. This presentation and SAP's strategy and possible future developments are subject to change and may be changed by SAP at any time for any reason without notice. This document is provided without a warranty of any kind, either express or implied, including but not limited to, the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. SAP assumes no responsibility for errors or omissions in this document and shall have no liability for damages of any kind that may result from the use of these materials, except if such damages were caused by SAP intentionally or grossly negligent. Ann Rosenberg BTC Global Practice Ownership for BPM Senior Business Process Management Consultant Business Transformation Consulting SAPPHIRE 2009
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Implement Value ScenariosIntegration
Disclaimer:This presentation outlines our general product direction and should not be relied on in making a purchase decision. This presentation is notsubject to your license agreement or any other agreement with SAP. SAP has no obligation to pursue any course of business outlined in thispresentation or to develop or release any functionality mentioned in this presentation. This presentation and SAP's strategy and possiblefuture developments are subject to change and may be changed by SAP at any time for any reason without notice. This document isprovided without a warranty of any kind, either express or implied, including but not limited to, the implied warranties of merchantability,fitness for a particular purpose, or non-infringement. SAP assumes no responsibility for errors or omissions in this document and shall haveno liability for damages of any kind that may result from the use of these materials, except if such damages were caused by SAPintentionally or grossly negligent.
Ann RosenbergBTC Global Practice Ownership for BPMSenior Business Process ManagementConsultantBusiness Transformation Consulting
SAPPHIRE 2009
customer
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
Customer Pain PointsNo documentation or analysis possible for business processes on activity levelLack of tools for standardizing & optimizing business processes (higherautomation with best performance)Lack of tools for identifying business process steps with weaknesses andoptimization potentialHigh amount of efforts dedicated for further activities, e.g. process optimization,Proof of Concept projects, etc
Customer Goals/NeedsStandardization of business processesSupport the processes in an integrated Solution Architecture mainly based on SAPsolutionsDefine a feasible road map for implementationMake benefits of each implementation step visibleSaving IT cost for operations and IT project
Rapid time to solution for new applicationExtension to existing applicationsGoal is broader, and better coordination ofmission-critical processBudget Trend: typically single project
Process-Based Application
IT and business buyer
Improve visibility and change managementGoal is application rationalization and modernizationBudget Trend: Level funding, increasing investment ifcombined with CPI or shared services
Redesign for a Process-Based SOA
Business and IT as buyerBPM is a program, consisting of multiple projectsGoal is business agility for key processesBudget Trend: Level or increasing investment
Continuous Process Improvement
Senior business executive as buyerRethink entire business processGoal is make a "game-changing" playIterative versus “big bang” approach to achievingtransformationBudget Trend: Level or increasing budget
Closing The Loop Between Sourcing and ProcurementSustainable savings can only be achieved by closing the loop between thestrategic sourcing cycle and the procurement order cycle
1. AnalyzeEvaluate strategy, currentenvironment; and processes thatmay be in placeIdentify business goals and definerequirements for an existing or newprocessPrioritize improvement areas& perform scopingDescribe process goals
2. DesignEvaluate potential solutionsDesign one or more alternativesolutionsEstimate impact of alternatives onKPIs, PPIs and environmentDecide on process implementation
4. Run/MonitorExecute the business processMeasure & monitor the businessprocessGather and analyze variancesPerform consequence managementInitiate a business processoptimization cycle if necessary
3. ImplementPrepare for and perform theimplementation projectEnable measurement of KPIs, PPIsPerform change management andestablish process ownershipRoll-out the process
The PML method ensures a standardizedapproach for process handling
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
Integrated, End-to-End Value ScenariosFor manufacturing and Services Industries
Integrating Sourcingand Procurement
Description Sponsor(Buying Center)
For the CPO, sustainable savings can only be achieved byclosing the loop between the strategic sourcing cycle and theprocurement order cycle. This end-to-end scenario includes:strategic sourcing, contract life-cycle management, operationalprocurement, spend analytics.
Industries
Public Sector,Higher Ed., Logis.,Telco, Oil andGas, HT, CP
Chief ProcurementOfficer
Value Scenario
Running EfficientManufacturing
Operations
For the COO who must run the manufacturing operations andassets more efficiently, improve quality and profitability whilecomplying with safety and environmental regulations. Thisend-to-end scenario includes: enterprise planning and control,plant level planning and control, manufacturing execution, andsafety & environmental compliance.
For the VP of Services, after-sales service is an importantcompetitive differentiator and source of revenue for theorganization. This end-to-end scenario includes: service salesand marketing, customer care, service planning and execution,service parts planning, service parts warehousing, serviceparts sales, service parts claims and returns.
A&D, IM&C, Auto,H/T, Telco, CP,Defense, Utilities
VP of Services
. Chief OperatingOfficerEnsuring Continuous
PerformanceImprovement
For the COO, complete visibility on operations with fact-basedinformation is fundamental to manage the operationalperformance and ensure continuous improvement. Thisscenario includes: operations performance visibility andoperations processes analysis
ManufacturingIndustries, ServiceIndustries
OTHER VALUE SCENARIOS THAT WE CONTINUE TO INVESTIGATE AND DEVELOP:Store Operations (Retail) - Service Delivery Innovation (Service Industries) - Call Center Operations (Service Industries)
Closing The Loop Between Sourcing and ProcurementSustainable savings can only be achieved by closing the loop between thestrategic sourcing cycle and the procurement order cycle
Uni-directional interface from SAP Enterprise Modeling toEnterprise Services RepositoryDirect access from conceptual business process planning toservicesAccess to several service models (delivered by SAP or defined bycustomer in read-only mode)Merge of several key service modeling entities from ES Repositoryto SAP Enterprise ModelingAnnotation of these key entities in conceptual business processmodels in SAP Enterprise ModelingCreation of Service Request to identify new services based onGAP analysis
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
A process performance management was set up in order to achieve transparency and governance referring to process quality andprocess maturity. As a joint initiative SAP Process Office, SAP IT, IDS Scheer and GPO could successfully roll out the first wave ofPPM@GPO.
• Process Governance• Process Quality and Maturity• Process Transparency
Information for GPO Management:- Comprehensive information to current situation- Alert information AS-IS to Plan (cycle time, etc.)- Defined Key-Figures- Indicates performance bottlenecks and starting pointfor Drill-Down Analysis
Detailed information:- Drill-Down Analysis- What has happened ?- Why has it happened ?- When has it happened ?- Which POs / Processes were influenced ?
PerformanceDashboard
W ebbaseddashboard
ProcessPerformanceAnalysis
Link to PPA /W ebbased
1. Level
2. Level
Drill- Do w n to Process Performance Management (PPM)Request
What do a Value Scenario includePrerequisites to be successful when implementing a Value ScenarioImplement a Value Scenario in details –”Integrating Sourcing andProcurement“Prerequisites to ensure a successful running Value Scenario withinthe organizationSummery
Ann RosenbergBTC Global Practice Ownership forBusiness Process ManagementSenior Business ProcessManagement ConsultantBusiness Transformation ConsultingM +45 2923 3340mailto:[email protected]
SDN/BPX Business CardJoin SAP Developer Network(SDN) at sdn.sap.comJoin Business Process Experts(BPX) at bpx.sap.comTwitter:http://twitter.com/annrosenberg
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