iSAP MethodologyAccounts Receivable Business Process Workshop Month 20XX 2 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Workshop Ground RulesCell phones offFull attention throughoutScheduled Breaks only3 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.ntroductionName Background and Role in the Organization, Projectnderstanding or !"perience #ith S$P Business Process!"pectationsWe !ill capture e"pectations on a #lip chart and $ark progress through the sessionWe !ill capture e"pectations on a #lip chart and $ark progress through the session4 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.%b&ectives #or the Accounts Receivable Workshop%e&erage 'the Big Picture( understanding gained during the )alue Steam *orkshop!ducate the +eam on S$P concepts applied to this Business Processnderstand the S$P Business Process elements definition and purpose$gree on adoption of Best Practices ,S$P and supporting- applica.le in this /ndustryFinalize key decisions on $ccounts Recei&a.le Business Process$djust the standard Business Process flo# to fit the $BC re0uirementspdate1$djust Solution 2anagerComplete the Re0uired 3ocumentation 4 Process Flo# diagram and Functional 3esign 3ocument5 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Scope and %b&ectivesBusiness Process Concepts and Best PracticesBusiness Process S/POC !"erciseSolution 2anager SetupSecurity $uthorizations 3esign5aps and Re0uirements for Reports, /nterfaces, and !nhancements/mplementation ConsiderationsAgenda The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.'inance to Manage Business Process ( Accounts Receivable)* +e#ine 'inancialStructure , PlansFinance)2 Record - Settle.ransactions)/ 0lose -0onsolidate)1 ReportResults)2 Support +ecisions ,0o$plianceManage Finance to Manage1.1. Accounts Receivable! The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.%vervie! +iagra$3Accounts ReceivableAccounts Receivable records all accounting transactions related to .usiness #ith customers6 2uch of its data is o.tained from Sales and +istribution6 " Balance SheetP7%8 8S+MM' AR' G45eneral %edger0% ' AA' .5' B4" The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Accounts Receivable3 Business Scenario$ccounting transactions concerning customers are .roken do#n in $ccounts Recei&a.le69ere the open customer items are managed, monitored, and processed in special customer accounts Open items can either .e posted directly F/ or integrated &ia Sales and 3istri.ution+he credit department monitors #hether customers stay #ithin their credit limitsFor financial statement preparation, the open customer items ha&e to .e adjusted for .ad de.t e"pense estimates# The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.'.M ( Accounts Receivable ScopeRe#6 Process Step +escription:$R /n&oice1Credit 2emo Process2anual processing of in&oices including .locking, discounts, duplicates, parking and recurring entries;Cash $pplicationCash receipt process to clear in&oices, #rite offs etc6time accounts. 15 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.0entral 5ersus +e;central Maintenance 7AR8Accts Rec60o$pany 0ode Seg$entSales area seg$entAAAtime customers is entered in one>time accounts6Iou can define as many different dunning procedures as you #ish6 +he R1< System comes #ith a num.er of standard dunning procedures that can .e used as a template for additional procedures6 0usto$er 0o$pany 0ode 0orrespondence+unning +ata+unning Procedure00*+unning Procedure32 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Structure o# +unning Progra$ 0on#iguration+he 3unning Program settings are di&ided into the follo#ing categories? +he main dunning payment program configuration menu has push.uttons for different areas6+o ensure that the configuration is complete, #e #ill start to #ork on dunning procedure o&er&ie#6 $fter#ards, #e #ill #ork from left to right through each push.utton6 +he different areas #ill re0uire minimum configuration changes if #e copy an e"isting dunning procedure and adapt only company code specific configuration6 +he standard system contains some common dunning procedures and their corresponding forms6 3unning Procedure3unning %e&elsCharges2inimum $mounts3unning +e"ts!n&ironment33 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+unning Procedure3 %vervie!For all dunning procedures define8+he key for the dunning procedure to .e used $ description for the dunning procedure3unning inter&al in days2inimum days in arrears ,account- after #hich a dunning notice #ill .e sent5race period per line items/nterest calculation indicator per line item for calculation of dunning interestIou ha&e to decide at #hich inter&als the accounts are to .e dunned for your dunning procedure6 3uring the dunning run, the System checks #hether the run date is this num.er of days since the date of the last dunning run6 /f this is not the case a ne# dunning notice canJt .e created e&en if ne# itemsJ ha&e .ecome o&erdue on this accountor items #ould ha&e changed their dunning le&el6 +he num.er of dunning le&els represents the highest dunning le&el #hich is possi.le in this procedure6 +he minimum days in arrears ,account- are the days #hich at least one item in this account must ha&e > other#ise the account #onJt .e dunned, a dunning notice #onJt .e created6$n item #hose days in arrears are smaller or identical to the grace periods, is taken as not due for that dunning notice6 /f you #ant dunning interest to .e calculated you ha&e to enter an interest calculation indicator634 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Account Selection +he first step of the dunning run is account selection6 +he program checks all accounts #hich ha&e .een entered in the parameters as criteria6 /f they fulfill the criteria they are considered in the dunning run, if not, they are skipped6 +he criteria are?4 $ dunning procedure has to .e entered in master data6 4 +he date of the last dunning run #hich is entered in the account has to .e .efore the dunning inter&al date of the dunning procedure6 0usto$er 0o$pany 0ode 0orrespondence+unning +ata+unning Procedure4ast +unned000*.o Be 0onsidered?ot .o Be 0onsidered +unning nterval in +ays$$6dd6yyyy+ate o# ssue4ast +unned.i$e o# 4ast +unning Run35 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+ue +ate #or Receivables and 0redit Me$osRecei&a.les ?ot +ue %verdue Baseline o# +ocu$ent*6 +iscount Period 26 +iscount Period +ue ?et.i$e+ue +ate/n&oice>related credit memos ?ot +ue %verdue Baseline o# +ocu$ent*6 +iscount Period 26 +iscount Period +ue ?et+ue +ate.i$eOther credit memos %verdue Baseline o# +ocu$ent*6 +iscount Period 26 +iscount Period +ue ?et+ue +ateReceivables are due at the due net date6sually the payment terms of a credit $e$o donJt apply6 /nstead there are the follo#ing rules?/f a credit memo is in&oice>related, it has the same due date as the in&oice6$ll other credit memos are due at the .ase line date6/f the payment terms on a credit memo should apply, a ')( has to .e entered into the field 'in&oice reference .i$e3 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+unning +ates*ithout 5race Period.o be dunned no!?ot yet to dun +ue +ates+ate o# ssue*ith 5race Period.o be dunned no!?ot yet todun +ate o# ssue+ue +ates4ine te$ Grace Periods+he difference .et#een the due date and the dunning date is the follo#ing? +ue date? day after #hich the lia.ilities should ha&e .een paid6 +unning date? day #hen the o&erdue items are dunned6 !&ery dunned item must .e o&erdue, .ut not all o&erdue items are dunned6 sually all items #hich are o&erdue at the date of issue ha&e to .e dunned6 /f line ite$ grace periods are entered into the dunning procedure, only the items #hich are o&erdue for a longer time than the grace periods allo# are dunned6 3! The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+unning Block in te$ or Account.o +unblocked=/f items are due .ut there is a dunning block in the ite$ the system puts them on the .locked items list6/f accounts should .e dunned .ut there is a dunning block in the account@ the system puts it on the .locked accounts list6 butAccountBlocked AccountsBlocked 4ine te$s/tems8 83" The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.0ollection Method in te$ or Account/f items are due .ut ha&e a $ethod #or pay$ent collection@ the system usually does not dun them .ecause the payment program is supposed to collect the money6 +hese items are only dunned it they ha&e a payment .lock6 /f accounts should .e dunned .ut ha&e a $ethod #or pay$ent collection in the master data, the system usually does not dun them .ecause the payment program is supposed to collect the money6 +hese accounts are only dunned it they ha&e a payment .lock6 A >uropean 0o60odesB.o +un0ollection $ethod in ite$ or account=Pay$ent ite$ in block or account=?oCes+onDt dunE+onDt dunE3# The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+ate o#issue4evel *4evel 24evel /4evel 1+ue date+ays inarrears4evel *+ays inarrears4evel 2+ays inarrears4evel /+ays inarrears4evel 1*2/1!ach dunning procedure has up to nine dunning levels6 +he dunning notice #ording is usually influenced .y the dunning le&el6 +he higher the dunning le&el usually the more insistent is the dunning te"t6 !ach item to .e dunned gets a dunning le&el according to its days in arrears6 For in&oice>related credit memos, the dunning le&el is taken from the in&oice6 From one dunning run to another the dunning le&el can only .e raised .y one, i6e6 no dunning le&el can .e skipped6*hen setting up a dunning procedure, the system defaults the num.er of days in arrears on the dunning le&els screen6 For the first dunning le&el, the system suggests the line item grace periodK for all further dunning le&els, the system adds the dunning interval in days to the days in arrears of the pre&ious dunning le&el6 Note? +hese default &alues can .e o&er#ritten .ut this is not recommended63unning procedures #hich ha&e only one dunning le&el are referred to in the system as a pay$ent re$inder6 Single>le&el dunning procedures are used for &ery important customers and pu.lic corporations, there.y ensuring that they are sent only a payment reminder6 +unning 4evels #or 4ine te$40 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.+unning 9eys+unning 9eysBy assigning dunning keys to certain items you can pre&ent these items from e"ceeding a certain dunning le&el6 41 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.B+ocu$ent;in and do#nload6 +he lock.o" import program posts a general ledger entry to update the company@s cash position and creates a payment ad&ice file from the .ank input6 +he payment ad&ice is compared to the customer@s open items in accounts recei&a.le and clears any matching items6 $ny checks that could not .e fully processed .y the lock.o" import process are then manually processed in the post processing transaction6 0usto$er0usto$erSAP;:serRe$ittanceAdviceRe$ittance Advice4ockbo"4ockbo"BankAR %pen te$sPay$ent Advice0ash4ockbo" Progra$4ockbo"Progra$+ata'ile+ata 'ile'lo! o# 'unds50 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.>+-A?S 4ockbo" +ata 'lo! SAP;:ser0usto$er 0usto$er 0usto$erRe$ittanceAdviceRe$ittance Advice4ockbo"Bank>+

Server4ockbo" Progra$4ockbo" Progra$>+nter#ace>+ nter#aceSAP Server+%0+%0Bank St$t6 .ableP$t6 Advice .ableA?S G2/MessageA?S G2/ MessageCustomers send their payments to a lock.o"6 +he .ank collects the data and sends an $NS/ H;< message to the R1< user@s !3/ ser&er6 +he ser&er translates the message using as standard !3/ interface into an /3OC ,intermediary document- and sends it to the S$P ser&er6 Once the message is recei&ed .y the S$P ser&er, the data is stored in the F/NS+$A: %ock.o" ta.le6 $t the same time a program is kicked off #hich generates the follo#ing?Check information is stored in .ank statement ta.lesPayment ad&ices are created #hich detail the disposition of the checks i6e6 payment amount, in&oice num.ers, customer num.ers, etc6+hen the lock.o" program is processed and the payment ad&ices are cleared against customer open items6 $ny checks that could not .e fully processed .y the lock.o" process can .e manually processed using the post processing transaction6 51 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.4ockbo" 'ile 'or$ats+he .ank@s data file usually follo#s a standard .anking industry format called B$/ or B$/;6 +he B$/ format pro&ides .asic data such as check num.er, check amount, .ank num.er and in&oice num.ers6 +his format does not .reak do#n the check amount into indi&idual amounts per in&oice6+he BA2 #or$at provides greater detail, such as the payment per in&oice, deduction amount per in&oice and a reason code for the deduction usually resulting in a higher num.er of cleared in&oices6 3ue to the additional data pro&ided, .anks usually charge higher fees for producing this format6 Note? +he B$/ and B$/; formats may &ary slightly .y .ank62/CR num.ers are a standard num.ering format used .y .anks and are located at the .ottom of e&ery check6 +he 2/CR num.er has t#o components, the .ank routing num.er ,or transit num.er-, a uni0ue num.er identifying the .ank, and the customer@s .ank account num.er6 2anual or automated maintenance of customer 2/CR information significantly enhances the hit rate for future cash applications6 +his information is captured on the customers master record under .ank details6 $NS/ "6:; formats are mapped from the !3/ su.system into the S$P /3OC interface6 /n S$P, these formats are stored in the data dictionary as ta.le structuresB$/ format? F%BA: > F%BA=B$/; format? F%B;B, F%B;D 0usto$er M0R(Bank Routing, Account Number0heckA$ountnvoice ?u$bersPay$ent A$ounts per nvoice+eduction A$ounts per nvoice0usto$er +eduction Reason 0odesBA BA2 or A?S52 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.4ockbo" Posting >ntriesG4 Bank Postings3r6 Bank :CAACr6 napplied Cash Rec :CAA Accounts Receivable Posting3r6 napplied Cash Rec:CAACr6 Customer M:;rele&ant transactions in either of this sales organization is posted in company code :AP%SP%S Customer N in company code :AAACustomer N in sales area :AAA4:A>:A0 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Sales ProcessSales %rder%utbound +eliveryPicking Goods ssue3ocument%ine /temS+'No 3ocumentSales%utbound +eliveryS+Shipping.rans#er %rderGoods ssueMMBilling +ocu$entS+'Billing3ocument%ine /tem1 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Sales Process+he sales order forms the .asis of the sales process6 Once a customer has placed an order, a sales order must .e created at the start of the process6 +he sales order is generated at the distri.ution chain le&el6 +he ordered items can .e from different di&isions6 +he sales order is a document in S3 and does not cause any postings in Financial $ccounting6 *hen the sales order has .een entered, the system carries out an a&aila.ility check for the re0uired deli&ery date6On the day of shipping, an outbound delivery docu$ent is created6 Billing for the deli&ery can only take place #hen the goods ha&e .een taken from the #arehouse stock and posted as a goods issue6 +he #arehouse management function is used for picking6 $ transfer order has to .e created, #hich generates the pick order6 +he re0uested goods are taken from the #arehouse and prepared for deli&ery6+he goods to .e deli&ered are posted as a goods issue6 $ goods issue document is created in 22, and an accounting document is created in F/ so that the goods issue is posted to the correct 51% accounts6+he last stage in the sales process is billing6 $ .illing document is created in S3, and a printed in&oice is sent to the customer6 $t the same time, a document is created in F/ so that the recei&a.les and re&enues can .e posted to the correct accounts6 2 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Business Process 0oncepts and Best PracticesS$P $5 :===0redit Manage$entCredit control areaCredit management master dataCredit control3 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Bose 0redit 0ontrol Area +he organizational unit used for credit control is the credit control area6 $ credit control area can .e assigned to indi&idual company codes ,decentralized organization- or to a group of company codes ,centralized organization-6$ credit control area is generally managed .y a separate credit department, #hich is di&ided into a num.er of credit representati&e groups, #ith each group consisting of se&eral credit representati&es+he /3!S group uses four credit control areas?4 2e"ico and Oapan each ha&e a separate credit department ,credit control area CAAA and DAAA-4 +he S$ and Canada ha&e centralized credit control in credit control area nd Boundary KKKKKKKKKKK!4 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.SP%0 >"ercise ; :niFue@ 0usto$er 0ritical Process ReFuire$ents 7cont680o$ponent +escriptionSupplier *hat role or organization is pro&iding an input to the processL!"ample? a Supplier 2anagement professional su.mits a Ne# )endor Re0uest form6/nput /nformation or materials that #ill .e transformed .ythe process into Outputs6!"ample? +he details of the Ne# )endor Re0uest Form must .e specific to the future state S$P re0uirement6Process +he Standard S$P flo# and transactionsis the template6By focusing on the /nputs and the re0uired Outputs ,re0uirements- of the process 'customer(, the focus is ontruly uni0ue re0uirements rather than the '9o#( in S$P6+his is the key concept to 3esign .y $cceptionP63emonstrate in S$P #here needed6Output *hat is the re0uired result of the Process transforming the /nputsL+his is from the Point of )ie# of the process Customer6+hese are the true Re0uirements, not ho# the /nputs are transformed6!"ample? Customer *hat role or organization is recei&ing Output from the processL+his can .e internal or e"ternal roles ,Finance, end customers, Compliance authorities, etc6-!"ample? shipping recei&es the schedule line details to plan picking and shippingK ta"ing authorities may re0uire Commercial /n&oice6!5 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.AR nco$ing Pay$ent - 4ock Bo"! The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.SP%0 >"ercise #or Accounts Receivable Business Process:6 3ocument the .asic scenarios for Create or pdate to $ccounts Recei&a.le Business Process;6 Confirm the process .oundaries ,process steps, transactions, manual steps-page connectors to connected processes ,e6g6, RFR, PO Processing-!! The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.9ey +esign +ecisions ( Accounts ReceivableRe#6 9ey +ecision +escription nitial Reco$$endation 9ey +ecision Made: Customer 2aster Num.er Ranges; $ccounts Recei&a.le 3oc +ypes< +olerancesB Customer $ccount 5roupsC 3ifferent Reconciliation $ccountsD se of 3unning and 3unning ProceduresQ Clearing .et#een Customer and )endor ,Netting-H $lternati&e Payer= se of One +ime Customer:A Payment 2ethods:: Cash Receipt Bank $ccounts:; Payment +erms!" The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Scope and O.jecti&esBusiness Process Concepts and Best PracticesBusiness Process S/POC !"erciseSolution Manager SetupSecurity $uthorizations 3esign5aps and Re0uirements for Reports, /nterfaces, and !nhancements/mplementation ConsiderationsAgenda!# The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Solution Manager Setup #or Accounts Receivable:6 Populate the high le&el node #ith all $ccounts Recei&a.le o.jects in scope;6 $djust each o.ject1process step scope of transactions to fit the process flo# diagram, di&ide each process step as necessary to meet separation of duties and go&ernance approach ,e6g6, Centralized &s6 3e>centralized-nhance$entRe#6 Process Step >nhance$ent +escription#1 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Scope and O.jecti&esBusiness Process Concepts and Best PracticesBusiness Process S/POC !"erciseSolution 2anager SetupSecurity $uthorizations 3esign5aps and Re0uirements for Reports, /nterfaces, and !nhancements$ple$entation 0onsiderationsAgenda#2 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.9Ps are like the dashboard o# a car ;the large dials being the key $easures o# progress6 6 6.he high level $easures beco$e the e"ecutiveDs $eans o# tracking progress to deliver the strategy.hese should be established during the 5alue Strea$ Mapping Sessions6.hese should be established during the 5alue Strea$ Mapping Sessions6! F ! F ! F ! F#3 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.0reating the top;level 9Ps involves #ocus on the N5ital 'e!D $easuresOthis $ust logically link to %perational 9Ps!"ample?Return On Net $ssetsSupplier %ead +ime5R Processing +ime3ays in /n&entory Reflect 9igh %e&el Results Not actiona.le Reflect Operational Results %inks !"ecuti&e EP/s to Operations Can .e impacted .y e"ternal forces Not actiona.le in isolation 3ri&es Operational Results %ogical, and mathematical impact to the Supporting EP/s $ctiona.le .y S$P process design, master data settings, training, process and policy changes O.jecti&ely measura.le in the SystemPO Processing +ime!"ample?Reducing 3ays in /n&entory impro&es RON$!"ample?Reducing Procurement Cycle times impro&es 3ays in /n&entoryAny actionable business case must be based on more t!an "#ecutive or $upporting %P&s.&t must be based on internally controllable, actionable 'perational %P&s.Any actionable business case must be based on more t!an "#ecutive or $upporting %P&s.&t must be based on internally controllable, actionable 'perational %P&s.>"ecutive 9Ps>"ecutive 9PsSupporting 9PsSupporting 9Ps%perational 9Ps%perational 9Ps#4 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.'inancial'inancial4earning and nnovation4earning and nnovationnternal Processesnternal Processes0usto$ers and Partners0usto$ers and Partners.he top;level 9Ps have to be cascaded do!n into the organiIation+he higher le&el o.jecti&es pre&ailS+he higher le&el indicates #hich o.jecti&es 1 measures ha&e to .e cascaded to the ne"t le&el,s-+he higher le&el pro&ides definition of measures, #hene&er aggregate measures from the lo#er le&el,s- are needed+he higher le&el signs off o.jecti&es, measures and targets of the lo#er le&el,s-OperationalSupportingExecutive'inancial'inancial4earning and nnovation4earning and nnovationnternal Processesnternal Processes0usto$ers and Partners0usto$ers and Partners'inancial'inancial4earning and nnovation4earning and nnovationnternal Processesnternal Processes0usto$ers and Partners0usto$ers and Partners(racking $upporting or 'perational %P&s t!at don)t support "#ecutive %P&s is wasted e**ort.(racking $upporting or 'perational %P&s t!at don)t support "#ecutive %P&s is wasted e**ort.#5 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.9PsProfitRON$CF RO/9PsProfitRON$CF RO/9Ps/n&entory*/P le&elsProducti&ity inde"Production T of plan9Ps/n&entory*/P le&elsProducti&ity inde"Production T of plan9Psnits producedSupplier 3eli&ery Perf6First +ime Capa.ility9Psnits producedSupplier 3eli&ery Perf6First +ime Capa.ility9Ps beco$e the #ocus o# plan;do;revie! at all levels+irector level,anager (e.g. Plant Manager, Purchasing Manager)Weekly / Monthly evie!"aily / Weekly evie!(eam -eader (Supervisor level)# The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Building a 9P 0ascadeBasic Approach/dentify the key high le&el strategies and measurements at the !"ecuti&e le&el, this should .e done early in the project$lign the 2iddle layer supporting EP/s #ith the !"ecuti&e EP/sOperational EP/s should .e actiona.le and logically linked as le&ers to impro&e the 2iddle layer EP/s#! The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.:se the nsights APJ0 Bench$arksnitial 9Ps and per#or$ance gaps should be detected during the 5alue Strea$ Mapping session6.he #ocus should no! be on !hich 9Ps to prioritiIe #or this process and !hat syste$ and process-policy changes are reFuired to enable6#" The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.9ey Metrics 0atalog:se the SMAR. control SAP $etrics catalog to identi#y reporting enablers to track i$prove$ents in the process6## The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Process 9PsRe#6 >"ecutive 4evel 9PMiddle 4evel Supporting 9P%perational 9P >"pected $prove$ent in %perational 9P0hanges reFuired to achieve100 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.Regulatory@ Policy@ and S%X 0onsiderationsRe#6 Process Step Regulatory@ Policy@ S%X 0onsiderations101 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.%rganiIational 0hange $pacts and 0onsiderationsRe#6 Process Step %rganiIational 0hange $pact +escription.hank youE###6capgemini6comAppendi"0o$pleting the 'unctional +esign +ocu$ent104 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.0o$pleting the 'unctional +esign +ocu$entSection .itle-+escription nstructions:6: Process Scope %ist and descri.e the Process steps in logical order, from the Solution 2anager hierarchy for this process6:6; Business O.jecti&es and !"pected Benefitssing the Q #astes as a frame#ork for impro&ement, and using the Process steps in scope, document project o.jecti&es and impro&ement opportunities pro&ided aligned #ith the Process steps6;6: Business Process S/POC3ocument the results of the S/POC e"ercise;6; Business Process 3iagram/nsert the completed )isio process flo# diagram6;6< 3etailed Process Step 3escriptionNarrate each process step including S$P and non>S$P steps, triggers, etc6105 The information contained in this document is proprietary. Copyright 2012 Capgemini. All rights reserved.0o$pleting the 'unctional +esign +ocu$ent 7continued8Section .itle-+escription nstructions