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Business Process Consulting ServicesProviding Value To Your Business
Carola Feind-Just, Business Transformation Services2014
© 2013 SAP AG. All rights reserved. 2
Business Process Consulting Services Umbrella Structure
Analysis of SCMPotential
Industry / Cross LOB Based SAP Solution Based Others
SCM Feasibility StudyBusiness Process
ManagementGovernance Service
HR process design Business ProcessConsulting Generic
Service
*Business Process Consulting Services Umbrella Structure will be updated from time-time. Please check the portal for latest information
Please note: Product ID for the service in the CRM product catalogue is: 9000676
© 2013 SAP AG. All rights reserved. 3
Business Process Consulting Generic Service at a glance
Abstract Approach Deliverables
Business ProcessConsulting Services helpyou extract maximum valueout of your SAP investmentsthrough end-to-end processoptimization and innovationleveraging SAP solutions inthe best way
Business Process Consulting Service isbased on 4 phased Approach of BPMMethodology :
• Calibration
• As-Is Phase
• To-Be Design
• Solution Transformation
• Clearly defined and agreed project goal with a clearfocus on prioritized business processes with theirunderlying relevant architecture topics
• In-depth business process weakness analysisregarding process, organizational or IT technicalaspects
• Recommended new to-be design for weaknesselimination regarding all aspects evaluated based uponthe industry best practices and know-how
• Complete documented BPM Blueprint that providesdetails of As-Is processes, improved To-Be processeswith identified solution tracks and their relevant contents
© 2013 SAP AG. All rights reserved. 4
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 5
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 6
Executive Summary
Challenges and Opportunities• Limitations in business process performance• Need to re-engineer processes to gain higher efficiency• Need to cope with frequent process changes/improvements• Lack of clarity of business process pain-points• Need industry best practices know-how to gain higher business
benefits
Customer Goals/Needs• Customer needs to have a well defined approach for running
process improvement projects• Customer needs insights from industry process experts to help
them optimize their business processes
Customer Specific Information• <Address pain points/problems/needs/goals of customersinterested in this service and that can be alleviated/achieved bythe service>
• <Give background information so that someone not familiarwith the situation can easily understand it.>
• <Identify the essential sales questions/points>
© 2013 SAP AG. All rights reserved. 7
Today’s New RealityContext in which businesses operate today
Today’s Business ChallengesEconomic climate demands for a fast return on investment, often within the same year of the implementation
Business requirements tend to have earlier expiration dates due to the climate changes
Companies must see act fast and clearlyCustomers ask for Implementation Acceleration and Best Practices
Look for ways to maximize business value
Ask for Visibility on the progress of projects and want measurable results early
Express the need to get it right for the first time“Customers want smaller, focused projects with fast ROI
© 2013 SAP AG. All rights reserved. 8
Customer’s Business Needs
Need forBusiness Innovation
Agility to promoteinnovationProduct/ ServiceDifferentiationCustomer /IndustryResponsivenessPerformance Insightand Visibility
SuccessfulJoint Ventures/M&A
Consolidation ofbusiness operationsEase of IntegrationGlobal SourcingCost PressuresDownsizingTalent Management
Governance/Regulatory Compliance
Global Policies/ProcedureDeploymentStandardizedpracticesAccurate and TimelyReportingRobust businessmodel
EnsuringOperational Excellence
Integrated andCollaborativeNetworksAutomationOptimizedOrganizationalPerformanceGlobal, Mobile,MultigenerationalWorkforce
Do your business processes support your business outcomes?
© 2013 SAP AG. All rights reserved. 9
Global CxOs concur on the strategic importance of enterpriseprocess optimization in driving business success
Market Trends
CxOs want BUSINESS PROCESS TRANSFORMATION PROGRAMS
CEOs demand CHANGE in major business processes that willCONTRIBUTE TO BUSINESS OUTCOMES
"Business Transformation programs’ top priorities are REVENUEIMPROVEMENT, COST REDUCTION AND PROCESS REDESIGN"
Source: Forrester, The Top 10 Business, Process, Technology Trends Impacting Business Process Pros in2013
Source: Gartner 2013 CEO Priorities: What CIOs need to know? byThomas Wailgum
Source: Study Results from Impact of Transformation Management Survey by Prof. Dr. Robert Winter fromthe University of St.Gallen and Prof. Axel Uhl from the University of Applied Sciences NorthwesternSwitzerland.
© 2013 SAP AG. All rights reserved. 10
BPM Transformation JourneyImproving business processes to better support the customer’s strategy
• New Functionality
A culture ofheroes
Processes areimproved at the workgroup or departmentlevel
Processes areorganized andredesigned at theenterprise level
Processes aremeasured andmanagedsystematically
Process Teamscontinuously improveprocesses
No organizedprocesses
Level 1 Some organizedprocesses
Level 2 Most ProcessesOrganized
Level 3 Processes aremanaged
Level 4 Processes arecontinuously improved
Level 5
• Businessresponsiveness
• Change businessprocess quickly andeffectively
• Businessoptimization
• Increase decisionquality
• Optimization acrossboarders ofBusiness & IT
• Transformation fromreactive to real-time
• IncreaseTransparency
• IT cost reductionand control
• Reduce time-to-market
• Documentedprocesses
© 2013 SAP AG. All rights reserved. 11
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 12
Business Process Consulting Services at a Glance
The rate of marketplace change is increasing and companies arefaced with the need to continuously adapt their business processes.However, many companies struggle to realize full benefits fromprocess reengineering and innovation activities.
Business Process Consulting Services help you extract maximumvalue out of your SAP investments through end-to-end processoptimization and innovation leveraging SAP solutions in thebest way. Specifically, SAP helps you with:
Process AnalysisProcess DesignSolution Transformation
A holistic approach to process improvements – BPL content,BPM methodology and governance, BPM technology, training –helps you to meet your business objectives.Best practices and methods help you efficiently analyze as-isprocesses and design to-be processes.
© 2013 SAP AG. All rights reserved. 13
Value PartnershipEngage SAP as your strategic partner and create measurable value through business transformation:
Agree on mutual goals and measure success with key performance indicatorsCreate road maps and manage business transformation programsBuild prototypes for innovation
Business Architecture & IT StrategyRealize optimized business processes andorganizational efficiency as well as optimization of ITArchitectures and IT Strategies:
Drive business process innovation andefficiencyStreamline IT architectures andapplication portfoliosReshape organizational andgovernance structuresDrive technology driven businessinnovations
Value & TransformationManagement
Realize and optimize the valuemanagement, in order to assure thevalue and business case realization.Realize and enable businesstransformations on behalf of ourcustomers.
Performance Management & InsightGain insight on performance of business and IT:
Improve decision makingEstablish closed-loop performance management (including sustainability)Solve business problems based on advanced data analysis
Business Transformation Services ( BTS )Business Process Consulting is an integral part of our Service Portfolio
© 2013 SAP AG. All rights reserved. 14
Business ProcessLibrary (BPL)
BPL is repository of reference content
for industry and cross industry
processes which allows customers to
accelerate implementation cycles and to
improve quality
It is an important enabler for as-is
analysis, efficient to-be process design,
solution transformation and process-
based implementation projects
Business Process Consulting ServicesWhat’s in it for our customers ?
BTS Experts
Customer projects are executed by a
mix of BTS industry and methodology
experts ensuring we bring in all
essential components in successfully
transforming the business
Our teams work in tandem with SAP
solution experts ensuring our proposed
process improvements are well realized
through right solutions and technologies
Value centric SAPImplementation
Approach - ASAP
ASAP provides a proven,
comprehensive, repeatable and rich
implementation methodology to
streamline projects
New ASAP which supports multiple
lifecycles is more effective at the
business side is well integrated with
business process design, change
management and value realization
© 2013 SAP AG. All rights reserved. 15
A Value PartnershipFramework to Support Business Process Consulting Services
Long-term, value-driven engagementmodel to achieve seamless integrationbetween Business and IT and manage valuerealization.
Clarify the value of SAP solutions byestablishing a clear IT roadmap linkingbusiness strategy and IT
Leverage knowledge transfer using industrybest practices to help increase your ITcapabilities
Gain quick access to the right SAPresources through an effective governancemodel
Drive co-innovation to directly influencefuture revenue generation and market-share
Single point of contact for all SAP-relatedactivities
© 2013 SAP AG. All rights reserved. 16
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 17
Your Business Benefits Realized
Improved business performanceExclusive access to growing repository of proven businessprocess content and benchmarking data proprietary to SAPgathered across industries and solutions
Enhanced competitive positionBy innovating your business processes to give yourorganization increased readiness for new business models,new markets and reduced time to market
Risk mitigation & assuranceBy leveraging proven BPM Methodologies and alignedapproaches (ASAP 7.1, Value Management / Realization)and also implementation accelerators from SAP
Lowered IT CostsBy reducing cost of implementation through acceleration ofblueprinting and maximized usage of SAP’s solutionfunctionalities
© 2013 SAP AG. All rights reserved. 18
Why SAP Services Is Your Best Partner
SAP ensures best fit between your business requirementsand our SAP solutions with our business processconsulting services
SAP will help you maximize use of standard SAPfunctionalities to support your business processes,thereby reducing it costs
SAP has deep industry expertise and provenmethodologies
SAP has the right resources: process and managementconsultants and solution experts
SAP knows SAP best providing first-hand information onour products and development strategy suited tocustomer´s business roadmap
© 2013 SAP AG. All rights reserved. 19
Business Process Consulting Services enables customersto…
… plan smarter … run faster … perform better
Companies across industries seek to …… Improve business performance
… Enhance competitive position
… Mitigate risk
… Lower IT Costs
© 2013 SAP AG. All rights reserved. 20
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 21
Business Process Consulting Services FrameworkBusiness Process Management Methodology
As-IsAnalysis
To-BeDesign
SolutionTransformationCalibration
1 2 3 4
1.1 Understand high-level businessvision and strategy
1.2 Identify business successfactors
1.3 Calibrate IT topics1.4 Define high-level process
landscape1.5 Prioritize processes
2.1 Assess reference content2.2 Identify relevant process
parameters and classification2.3 Document as-is processes and
process flow2.4 Analyze processes and identify
weaknesses2.5 Identify interdependencies and
cluster weaknesses2.6 Assess and prioritize weakness
clusters2.7 Analyze as-is IT architecture2.8 Consolidate roles, systems,
information carrier etc.
3.1 Design to-be IT architecture3.2 Develop weakness cause
elimination approach for allrelevant weakness clusters
3.3 Create to-be process definitionand map solutions
3.4 Detail process description onactivity level
3.5 Consolidate roles, systems,information carrier etc.
3.6 Derive necessary adoptions ofthe organizational structure
3.7 Develop business case
Activities for all Solution Tracks4.1 Elaborate solution approach per
business process4.2 Develop transformation roadmap4.3 Transform IT architecture4.4 Identify requirements for master
data conceptSolution Tracks
Core ConfigurationCore enhancementSOA/CompositionThird Party Solution
• Detailed to-be design forweakness elimination regardingall aspects evaluated during as-is
• IT capabilities
• Clearly defined and agreedproject goal
• List of prioritized processes to beanalyzed in detail
• Identify relevant architecturetopics
• Prioritized and clustered list ofweaknesses regarding process,organizational or IT technicalaspects
• BPM Blueprint that providesdetails of identified solution tracksand their relevant contents
© 2013 SAP AG. All rights reserved. 22
Phase 1: CalibrationApproach & Deliverables
OutputThe results are documented in the BPM Blueprint.
AbstractThe goal of the Calibration phase is to select the business processesto be analyzed in detailDelivers an overview regarding
Business strategyIT strategyProcess landscape
Activities
Review and define businesssuccess factorsReview and define high levelprocess landscapeDefine process evaluationcriteria based on successfactorsSelect RepresentativeOrganizationsEvaluate processesPrioritize processes to beanalyzedDefine KPIs for the processin scope
High-LevelProcess LandscapeBusiness Success Factors Prioritized Business
Processes
Project 1
Project 2
Project n
As-IsAnalysis
To-BeDesign
SolutionTransformationCalibration
1 2 3 4
© 2013 SAP AG. All rights reserved. 23
Phase 2: As-Is AnalysisApproach & Deliverables
OutputThe results are documented in the BPM Blueprint.
AbstractDerive Business Process List and as-is process descriptionIdentify, understand and categorize weaknesses and customer painpointsUnderstand as-is system landscape
Activities
Map process flowIdentify process goalsIdentify relevant processparametersIdentify processweaknesses/pain pointsIdentify interdependenciesand cluster weaknessesAssess and prioritizeweaknesses clusterDevelop a first vision of to-beDocument as-is processes (ifnecessary)
As-IsAnalysis
To-BeDesign
SolutionTransformation
2 3 4
Business Processeswith Weaknesses Weakness Clusters
© 2013 SAP AG. All rights reserved. 24
Phase 3/To-Be DesignApproach & Deliverables
OutputThe results are documented in the BPM Blueprint.
AbstractThe goal of the proposed process design is to define and documentoptimal processes.All identified weaknesses with high priority should be eliminated.The documentation of the proposed business processes shouldinclude process flows, the underlying organizational structure andoptimal system support.
Activities
Develop solution approachesfor all relevant weaknessclusterDevelop a first draft of a to-be process modelDevelop a detailed to-beprocess modelDocument to-be processesFreeze To-BeCalculate optimizationspotential
To-BeDesign
SolutionTransformation
3 4
Value MapLow Fidelity Mock-Up,User-Centered Design
P1
Direct cost [€]
P2
P1 Business Process 1P2 Business Process 2
e.g. 300,000
xxx
xxx
e.g. 600,000
xxx xxx e.g. 3 m e.g. 4 m
Process Landscape,To-Be Business Processes,
Business Process Description
© 2013 SAP AG. All rights reserved. 25
Phase 4: Solution TransformationApproach & Deliverables
OutputThe results are documented in the BPM Blueprint.
AbstractProvide decision and informationbase for generic content ofsolution tracks:
Core configurationCore enhancementSOA/CompositionThird Party solution
Activities
Identify necessarycomponents/systems orservices to support to-beprocessesMap to-be processes toexisting solutions or servicesEstablish implementationcontrollingAnalyze organizational andmaster dataIdentify gapsDefine system landscape ornecessary servicesDefine integration roadmapand transformation actionplan between all processes inscope
SolutionTransformation
4
Business Processes List SOA/Composition
© 2013 SAP AG. All rights reserved. 26
SummaryResults & Benefits
Deliverables
Wha
t?W
hat?
Benefits
Why
?
Business Strategy linked to IT Strategy
Identified areas of improvement linked to thebusiness requirements of each Business unit
Industry Reference Content
Improved End-End Business Process Maps
As-Is Process & Pain-points Descriptions
Business Value Drivers & Detailed KPIStructure , Measurement
Evaluated IT Landscapes alternatives
Key know how on Industry Best Practices &Value Management concepts
Improved Business Process Design forCustomer’s Business Units
Solid basis for measuring value throughprocess improvement using defined KPIs
Optimized mapping to underlying solutions
Technology outlook enabling prioritization ofbusiness issues
How
?H
ow?
Who
?W
ho?
Comprehensive target IT landscape
Comprehensive mid-term ImplementationRoadmap that considers BU-dependencies(Roadmap, Budget, Period)
Long term / strategic roadmap that outlinesthe ESA architecture landscape
Process Owners per Business Area
Clearly defined Roles & Responsibilities
Supporting Business Rules
Organizational Alignment
Consistent prioritization of Business & ITinitiatives
Midterm Planning alignment with SAPproduct strategy
Long-term planning alignment with SAPtechnology strategy
Alignment of the organization with newimproved processes & technology
Faster, more flexible Business Platform
Clear Governance : No overlaps in coverage
© 2013 SAP AG. All rights reserved. 27
Project Accelerators (1)Additional SAP Resources to support our teams during projects
Strategic KPIs Typical Industry Issues
Key Industry Drivers Value Scenarios for Industry
© 2013 SAP AG. All rights reserved. 28
Project Accelerators (2)Sample Industry KPI & Benchmarks to support our teams during projects
KPI 1:
Reduce the Cost to Support Sales andOperations Planning : Sales and OperationsPlanning Cost as a Percent of Revenue
Calculation :(Sales and Operations Planning FTEs* S&OPAverage Fully Loaded Cost per FTE + Sales &Operations Planning External Spend ) / TotalRevenue
KPI 2 :
Revenue Loss due to Stock-Outs as a Percentof Total Revenue: Reduce Revenue Loss due to Stock-Outs
Calculation :Annual Revenue Loss due to Stock-outs/ TotalRevenue
KPI 3 :
Days In Inventory (DII): Reduce Days In Inventory (DII)
Calculation :(Total Inventory *365)/( Cost of Goods Sold (%of Revenue)* Total Revenue)
Value Driver Best Peer /Industry Best *
ImprovementPotential
Demand Forecast Accuracy 96% 5 - 10%
Increase Sales by Accurate Demand Forecasts(Stock-Outs as % of Revenue) 0,05% 3) 3 - 5%
Increased Earnings from ReducedManufacturing Cycle-Time (day) 1,5 3) 3 - 5%
Capacity Utilization 93% 3 - 5%
Reduce Warehouse Management Cost(as a Percent of Revenue) 0,34 % 3) 5 - 10%
Reduce Total Inventory Carrying Cost(% of Inventory) 3 - 5%
Reduce Days In Inventory (DII) 57 (BASF) 5 - 10%
Reduce Total Transportation Cost(% of Revenue) 0,50% 3) 3 - 5%
Percent of Orders Delivered On-Time 96% 3 - 5%
Percent of Orders Delivered On-Time 96% 3 - 5%
* based on (3) SAP Benchmark, Chemical Industry Best in Class** strategic KPI, not monetized here and not included in benefit values
Asse
tUtil
izat
ion
Col
lab-
orat
ion
Adap
tive
SCVi
si-
bilit
y
© 2013 SAP AG. All rights reserved. 29
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 30
Key AssumptionsPrerequisites for Business Process Consulting Services Deliverables
Identification of Strategic TopicsProcess Improvement projects are typically carried out forkey selected Business Value Drivers. At a high level,clarity should exists on which business areas andsubsidiaries will be covered
Identification of ProjectsFor the above selected area, many customers alreadyhave some on-going improvement projects or relateddocuments from previous projects. Please identify thesame to ensure project adheres to timelines
Identification of Project LeadFor successful Business Transformation and futureimplementation, it’s critical to select a strong seniorProject Lead from Business side with strong BPMKnowledge and Change Management skills
Identification of Core TeamAs future process improvement projects are likely carriedout internally, it’s crucial that selected team for 1st Phasedevelop strong BPM & Value Management conceptsduring the projects. Hence, Team Members should beselected with these criteria in mind
© 2013 SAP AG. All rights reserved. 31
Key AssumptionsProject Related Areas
Identification of Project ScopeDetailed project scope will be defined during the
Calibration Phase. Only the X selected businessprocesses ( defined at Level 2 ) will be covered.Incase any more are needed, the project timelinewill be extended based on T&M basisMan-days will be given as per our best estimatesat point of proposalProcess Improvement Projects implementation isoutside the scope
ResourcesAvailability of customer’s resources or keystakeholders (in a timely manner) for interviews/workshops is essential for our consultants toadhere to the project timelineConsultants are subject to their availability at thepoint of contract signing
© 2013 SAP AG. All rights reserved. 32
Resources & Estimated Efforts
ExecutiveSponsorship
Senior SAP Executive C-Level Executive
• Define engagement objectives• Commit SAP resources• Provide overall thought
leadership and direction
ProjectLeadership
BTS Principal Manager with strongcredibility & access
• Define engagement objectives• Set expectations with and provide
access to key stakeholders• Internal communication of findings
• Provide engagement leadership• Use SAP’s tools and drive
process for informationgathering, analysis andpresentation
• Set-up interviews/workshops withstakeholders
• Provide company specificinformation
• Act as a “sounding board”• Integrate findings with
implementation team andbusiness lead activities
Execution BTS, additional experts as needed Business process owners/leads,implementation team leads
CustomerCustomer
© 2013 SAP AG. All rights reserved. 33
Sample Engagement model
Finance
Procure to Pay
Plan to Produce
ProjectManagement + PMO
ValueManagement
Steering Committee ExecutiveEngagement Sponsor
Project Manager
AccountManagement
Representative Business and IT
Representative Business and IT
Representative Value Management
…..
Precious Metal
Industry Expert
Technology
TBDTBD
Business
Customer Logo
Customer Logo Customer Logo
© 2013 SAP AG. All rights reserved. 34
Key Critical Success Factors
Management commitment to the projectBusiness driven thinking to surface real business requirementsKnowledgeable participants responsible for one or more business processes.Clear and well defined business and project goals communicated to all stakeholdersAvailability of existing documented business processes and systemsOpen mindset to new ways of workingWillingness to consider SAP / industry best practices where appropriatePrompt decision-making and issues resolutionChange management activities are encouraged and carried out effectivelyExpertise and information readily available for non-SAP modulesAssignment of Business Owners and/or Subject Matter Experts in each functional area toparticipate on a significant basis thorough out the project duration.Empowered and full-time project teamCustomers and SAP will endeavor to ensure there is continuity of resources from theirrespective organizations throughout the duration of the project. Consultants are offeredsubject to their availability at the point of signing the contract. In the event they are notavailable, SAP may replace them with similarly qualified consultants.
© 2013 SAP AG. All rights reserved. 35
Agenda
• Key Trends and Business Needs
• Business Process Consulting Services
• Business Benefits and Value Proposition
• Project Approach and Planning
• Scope & Pre-requisites
• SAP Consulting & References
© 2013 SAP AG. All rights reserved. 36
BTS Value Driven Services are Cited as one of the “Top 10Reasons” Customers Choose SAP
© 2013 SAP AG. All rights reserved. 37
Project ExamplesWhat Customers Have Gained from Our Projects
Automotive Company Consumer ProductCompany
Energy ServiceProvider
Business Process OptimizationPlanning and redesigning the global parts
distribution network
• Reduced inventory and increased order fillrate
• Lower TCO due to harmonized ITarchitecture
• Lower labor and process costs dueto streamlined processes
Program MethodologyBenchmarking
Comparing customer’s programmethodology to best practices and deriveclear recommendation to reduce program
time and cost
• Reduction of implementationprogram cost by 15%
• Significant improvement of methodology forfuture projects
Business and IT LandscapeTransformation
Approach for harmonizing businessprocesses and developing a robust IT
landscape to support expansion into newmarkets
• Higher reporting transparency based onharmonized processes
• Future-proof IT landscape• Reduced TCO through replacing country
stand-alone systems
Business Efficiency ThroughIT Optimization
Fast return through benchmarking Effective transformationfor growth
© 2013 SAP AG. All rights reserved. 38
Project ExamplesWhat Customers Have Gained from Our Projects
Business Process Designand Prototyping
Best-practice process design andprototyping of solution for new productionsite in Asia
• Clear view on feasibility of processesdesigned
• Subsequent implementation of processesand systems performed in less than 6months meeting the ambitious deadline
Innovative Markdown PricingStatistical analysis and modeling to optimize
markdown prices: knowing when to leavethe current price, when to cut the price, and
by what discount
• Profit increase of 6%• Revenue increase of 9%• Units sold increase of 12%
Effective design and execution Fast return through innovation
Energy EquipmentProvider
Retail Company
© 2013 SAP AG. All rights reserved. 39
Çallk Uses Transformation Services fromSAP® Consulting to Improve Performance
© 2013 SAP AG. All rights reserved. 41
SAP‘s hugely successful books on BPM
1 2
1ST Book : Explained BPM Methodology & Governance concepts with customer success stories
2ND Book : Explains how to apply Real-World BPM in an SAP Environment
Thank You!
Carola Feind-Just
Business Transformation ServicesMobile : +49 151 5711 8299E-mail :[email protected]
© 2013 SAP AG. All rights reserved. 43
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