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SHERRYANNE MEYER[ASUG INSTALLATION MEMBER MEMBER SINCE: 2000
ANUP MAHESHWARI[ASUG INSTALLATION MEMBER MEMBER SINCE: 2008
AJAY VONKARERY[ASUG INSTALLATION MEMBER MEMBER SINCE: 1999
A BPX Guide to SAP Business Suite Value Scenarios
Robb BushSAP Business Suite, Solution Management
SAP Labs
Real Experience. Real Advantage.
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Abstract
In this pre-conference workshop, take an inside look at how the SAP Business Suite Solution Management Organization is following a business-process modeling approach to define, configure, validate, and ship an extensive library of extended processes based on the comprehensive capabilities of the software.Organized by "theme," these extended business processes – or "value scenarios" – are designed to leverage information from across the SAP Business Suite (including ERP, SCM, PLM, SRM, PLM, etc) to engage multiple roles and lines of business into cross-functional processes that will streamline and optimize informational, physical, and financial flows.SAP’s solution managers, together with leading customers and partners, will present how the value scenarios delivered by SAP can provide thefoundation for new capabilities and processes that can enable competitive advantage and differentiation.
Real Experience. Real Advantage.
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3
Learning Points
Learn about new SAP Business Suite Value Scenarios, and why these new value-driven processes are an important new opportunity for the SAP community and Business Process ExpertsLearn about SAP methodologies for defining and delivering these new Value Scenarios and how you can participate in future value scenario definitionLearn how you can extend SAP Business Suite Value Scenarios with NetWeaver BPM and Composition tools
© SAP 2009 / Page 4
Legal Disclaimer
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'sstrategy 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, except if such damages were caused by SAP intentionally or grossly negligent.
© SAP AG 2009. All rights reserved. / Page 5
VALUE SCENARIOS – OVERVIEW
Purpose and Concept of Themes and Value Scenarios
© SAP AG 2009. All rights reserved. / Page 6
IT View : Business ViewFrom Application to Process-Oriented View
SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
Enha
ncem
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pack
ages
SA
P S
RM
SA
P C
RM
SA
P S
CM
SA
P P
LM
SA
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SAP Business Suite SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
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ncem
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ages
SA
P S
RM
SA
P C
RM
SA
P S
CM
SA
P P
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SA
P E
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nsVIDEO
https://www.sdn.sap.com/irj/scn/go/portal/prtroot/docs/library/uuid/6078d170-3de5-2b10-6bb0-9e164863168d
© SAP AG 2009. All rights reserved. / Page 7
Integrating the Application View with Customer Strategy, Business Priorities, and Industry Focus
SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
Enha
ncem
ent
pack
ages
SAP
SR
M
SAP
CR
M
SAP
SC
M
SAP
PLM
SAP
ER
P
Enha
ncem
ent
pack
ages
Indu
stry
App
licat
ions
Com
plem
enta
ryA
pplic
atio
ns
SAP Business Suite SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
Enha
ncem
ent
pack
ages
SAP
SR
M
SAP
CR
M
SAP
SC
M
SAP
PLM
SAP
ER
P
Enha
ncem
ent
pack
ages
Indu
stry
App
licat
ions
Com
plem
enta
ryA
pplic
atio
ns
CFO: Cash & Liquidity
Supply Chain: Order Fill Rates
Manufacturing: Unit cost at Quality
Sales: Revenue and
Customer Satisfaction
Product Mgmt: Time to Profit
SAP Product Customer Strategy
Lines of BusinessIndustry
End-to-end Value Scenario
Product& ServiceLeadership
OperationalExcellence
ResponsiveSupply
Network
HighPerforming
Assets
SuperiorCustomerValue
Best People & Talent
Financial Excellence
Strategic IT
© SAP AG 2009. All rights reserved. / Page 8
End-to-end Value Scenario
Product& ServiceLeadership
OperationalExcellence
ResponsiveSupply
Network
HighPerforming
Assets
SuperiorCustomerValue
Best People & Talent
Financial Excellence
Strategic IT
Value Scenarios Deliver Strategic End-to-End Processes to Lines of Business in their Industries
SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
Enha
ncem
ent
pack
ages
SAP
SR
M
SAP
CR
M
SAP
SC
M
SAP
PLM
SAP
ER
P
Enha
ncem
ent
pack
ages
Indu
stry
App
licat
ions
Com
plem
enta
ryA
pplic
atio
ns
SAP Business Suite SAP Business Suite
SAP NetWeaverIntegration
SAP NetWeaverComposition
Enha
ncem
ent
pack
ages
SAP
SR
M
SAP
CR
M
SAP
SC
M
SAP
PLM
SAP
ER
P
Enha
ncem
ent
pack
ages
Indu
stry
App
licat
ions
Com
plem
enta
ryA
pplic
atio
ns
CFO: Cash & Liquidity
Supply Chain: Order Fill Rates
Manufacturing: Unit cost at Quality
Sales: Revenue and
Customer Satisfaction
Product Mgmt: Time to Profit
SAP Product Customer Strategy
Lines of BusinessIndustryValue Scenarios
Collaborative Demandand Supply Planning
Integrated Product Development
© SAP AG 2009. All rights reserved. / Page 9
End-to-end Value Scenario
Product& ServiceLeadership
OperationalExcellence
ResponsiveSupplyNetwork
HighPerformingAssets
SuperiorCustomerValue
Best People & Talent
Financial Excellence
Strategic IT
SAP supports Customer Strategies / Themes with Value Scenarios
Customer Strategies.
Drive awareness with high-level business topics.
Themes
End-to-end scenario relevant for multiple industries.
Spans multiple roles and application areas.
Value Scenario
Implementable Steps: Deployable pieces, differentiation is attained by connecting the “step” to the broader Value Scenario Message.
Collaborative Demand and Supply Planning
© SAP AG 2009. All rights reserved. / Page 10
Overview of all Themes
High Performing Assets Maximize utilization and profit from large long-term investments in assets that need to be up and running in a compliant and cost efficient manner
Operational Excellence Differentiate on a company’s ability to profitably deliver on promises to their customers on price, quality, date and location with their business partners
Product and Service Leadership
Optimize the return on the product and brand over its entire lifecycle: faster product integration, higher market penetration and revenue enhancement with addition of services
Responsive Supply Networks
Balance supply and demand through enhanced visibility to respond to customer needs by minimizing inventory and stock outages at the same time
Superior Customer Value
Maximize the “return on customer relationships” by providing superior and consistent experience across your business network
Financial Excellence In addition to financials, cash flow, and profitability, manage risk and predictability of results within and across your business network
Best People and Talent Win the global war for talent by providing more than basic humanresources services to employees and proactively manage the current talent to keep the workforce up-to-date to meet demands
Strategic IT Transform IT landscapes into business process platforms, enabling support for business innovation at lower cost and risk and more rapid response to change
End-to-end Value
Scenario
Product& ServiceLeadership
OperationalExcellence
ResponsiveSupply
Network
HighPerforming
Assets
SuperiorCustomerValue
Best People & Talent
Financial Excellence
Strategic IT
© SAP AG 2009. All rights reserved. / Page 11
One Business Suite Supporting Industry
Delivering Industry Solutions
24+ Industry Solution Portfolios
© SAP 2009 / Page 11
End-to-end Value Scenario
Product& ServiceLeadership
OperationalExcellence
ResponsiveSupply
Network
HighPerforming
Assets
SuperiorCustomerValue
Best People & Talent
Financial Excellence
© SAP AG 2009. All rights reserved. / Page 12
Global Industry Value
Industry Context
Spec
ific
Indu
stry
Add
ition
s Industry Aligned Processes
Intgrated Product Development
Advanced MeteringInfrastructure
CustomerService
Insurance Claims Management
End-to-End Processes On One Platform Supporting Industry
SAP Business Suite7 Insight to Action through Process Excellence
SAP Business Suite
NetWeaverIntegration
NetWeaver CompositionBusiness Objects
EhP
SRM PLMSCMCRM ERP
EhP
Pre-integrated Industry specific Processes
Flexible, Modular Upgrades to minimize disruption
Continuous Innovation for Line of Business In Your Industry
Continued SOA enablement and innovation
© SAP 2008 / Jim Hagemann Snabe/ Page 12
More Harmonized UI’s Across Applications and processes
Embedded analytics for contextualized Insight
Best-Run NOW packages to solve immediate pain
Application Lifecycle Management, Identity Management
For Increased User
Productivity
For Increased User
Productivity
IndustryAdd-On
For Increased Business and IT Efficiency
For Increased Business and IT Efficiency
For Value Focused Fast Deployments
For Value Focused Fast Deployments
For informed decision making
and Control
For informed decision making
and Control
For flexible process and business agilityFor flexible process and business agility
For faster, focused solution evolution with lower costs
For faster, focused solution evolution with lower costs
For performance advancement in core industry processes
For performance advancement in core industry processes
© SAP AG 2009. All rights reserved. / Page 13
Differentiating End–to-End High Value Processes versus 3 letter acronym applications
Pre-Integrated End-to-End ProcessesEasy to consume, faster to deploy
..aligned to your competitive strategy
SERVICE
..for your Industry
Oil and GasConsumer Products
High-Tech
..focused on Line of Business
1 2
3
Operational ExcellenceResponsive Supply NetworksProduct and Service LeadershipSuperior Customer ValueHigh Performing AssetsFinancial ExcellenceBest People and Talent
Competitive Differentiation
© SAP AG 2009. All rights reserved. / Page 14
BESTPRACTICES
(Process)
11BEST
INSIGHT(Information)
22
SAP Business Suite, NetWeaver, and Community
© SAP AG 2009. All rights reserved. / Page 14
COMMUNITY
44
© SAP AG 2009. All rights reserved. / Page 15
SCOPE AND SCALE
© SAP AG 2009. All rights reserved. / Page 16© SAP 2008 Business Suite All Hands Meeting Richard Campione
Value Scenario approach spans theentire SAP Product Innovation Lifecycle
Engineering the Value Communicating the Value
ImplementationContent
Sales EnablementContent
Development
Product Definition
Test andValidation
Sales
PortfolioManagement
Marketing
Services andSupport
Ramp-Up
© SAP AG 2009. All rights reserved. / Page 17
ENHANCEMENT PACKAGES
© SAP AG 2009. All rights reserved. / Page 18© SAP AG 2009. All rights reserved. / Page 18
Reduce Non-Discretionary IT SpendDramatically Reduce Cost of Innovation with Enhancement Packages
EhA EhBEhC EhDEhE EhF
EhA EhBEhC EhDEhE EhF
MES Integ. EBPP
Sales order
HCM forms
Credit Report
Budget Execution
Enhancement Package
User interface
Functionality
Enterprise services
Sales orderManagement
User interface
Enterprise services
Functionality
Traditional upgrades Enhancement Packages
“All or none”Affecting the enterpriseRequires thorough regression testingBusiness case for entire release
“Pick and choose”Self-contained innovationIsolated testing effortBusiness case for target process
© SAP AG 2009. All rights reserved. / Page 19© SAP AG 2009. All rights reserved. / Page 19
EhA EhBEhC EhDEhE EhF
EhA EhBEhC EhDEhE EhF
MES Integ. EBPP
Sales order
HCM forms
Credit Report
Budget Execution
Enhancement Package
User interface
Functionality
Enterprise services
Sales orderManagement
Enhancement Packages
Demonstration: Enhancement PackagesDeploy Innovations with Minimal Disruptions
© SAP AG 2009. All rights reserved. / Page 20
IPD EXAMPLE
© SAP AG 2009. All rights reserved. / Page 21
Example: “Product and Service Leadership” is a Customer Strategy in many Industries
Continuous product and service innovation
Embedded product compliance
Product delivered as a service
Integrated product development
DESIGN SOURCE MAKE SELL MOVE SERVICEINNOVATE
Integrated product development
Industries for Integrated product development:Aerospace & DefenseAutomotiveChemicalsConsumer Products
High TechIM&CLife Sciences
Product and Service Leadership
© SAP AG 2009. All rights reserved. / Page 22
Integrated Product DevelopmentKey Stakeholders & Objectives
Integrated Product Development best achieved through aligning several key stakeholders with differing objectives in the planning process
Component and Task Sourcing
Ramp-up to ProductionProduct Design
Product Division Head
Head of ManufacturingHead of ProcurementHead of R&D
How do I integrate the disconnected Design, Procurement and Manufacturing silos to reduce time to profit
How do I enable development efficiency and collaboration to avoid wasted time?
How do I overcome last minute changes which result in lost time to profit?
How do I synchronize development with manufacturing to reduce long set-up times?
Time to MarketProduct ProfitabilityCustomer Satisfaction
Time to marketManage all configurationsTotal Product costCompliance Requirements
Cost effective components Contract managementSupply Chain interruptionsCompliant sourcing
First time rightProduction setup time Nonquality and noncompliance, which result in rework costs
How do we align, synchronize and collaborate to reduce time to profit?
© SAP AG 2009. All rights reserved. / Page 23
Integrated Product DevelopmentEnd to End Process
Component and Task Sourcing
Ramp-up to ProductionProduct Design
Head of ManufacturingHead of ProcurementHead of R&D
Marketing
Service
Manufacturing
Development
Spare parts management
Service ramp-up
Design Release
Head of R&D
Product PorfolioPlanning
Prototyping and production ramp-up
Head of Marketing
Head of Manufacturing
Head of Service
Procurement Supplier managed inventoryHead of Procurement
Complaints and returns
analyses
Manufactu-ring Setup Planning
Quality and SLA
requirements specification
Quality engineering
and improvement
Concept Management
Product Development
Development collaboration and strategic
sourcing
Product Initiative
Management (DFM)
Service Portfolio Planning
Hand-over to manufacturing
and service
Change and Configuration Management
Project Management
Product Costing
Supplier identification
and onboarding
Supplier qualification
Contract Management
Contract monitoring
Product Division Head
Integrated Product Development connects Product Design, Component and Task Sourcing and Ramp-up to Production to reduce time to profit.
© SAP AG 2009. All rights reserved. / Page 24
RSN EXAMPLE
© SAP AG 2009. All rights reserved. / Page 25
Responsive Supply NetworksResponsive Supply Networks enable companies with fluctuating demand and high product complexity to sense and respond faster and smarter to demand, supply and compliance dynamics across a globally distributed
environment.
Collaborative Demand and Supply Planning
Service Parts Management
Logistics and Fulfillment
Manufacturing Network Planning and Execution
Aligned To Organizational StrategiesEXAMPLE: Responsive Supply Networks is a strategic imperative!
© SAP AG 2009. All rights reserved. / Page 26
Aligning stakeholders to Achieve Collaborative Demand and Supply Planning
Collaborative Demand Management
How do I increase revenue and profits without sacrificing customer service?
How do I improve my demand visibility to keep the shelves stocked?
How do I keep service levels up and the inventory low by accelerating my supply response?
Revenue GrowthOperating marginCustomer Satisfaction
Revenue ObjectivesCustomer SatisfactionForecast Accuracy
Customer Service LevelsInventory LevelsSupply Chain costs
Coo
Effective Collaborative Demand and Supply Planning requires alignment between several stakeholders with differing objectives
Supply chainSales
Sales andOperations Planning
How do I balance demand and supply to grow the business profitably?
Total RevenueTotal ThroughputTotal Profitability
OperationsCOO
Supply Planning
© SAP AG 2009. All rights reserved. / Page 27
Operations: Procurement
Operations: Manufacturing
Supply chain
Sales
Supply NetworkPlanning
Procurement Planning
Rough cut Production Planning
VMI / Responsive
Replenishment
Collaborative Demand and Supply Planning is an End-to-end, Cross-functional Process
Collaborative Demand and Supply Planning connects processes across departments to enable a timely, profitable response to customer demand
Demand Signal
Capture
SalesForecast
Collaboration
Trade Promotion Planning
Demand Planning
Finance
Supplier Collaboration
Safety Stock
Planning
DistributionPlanning
Demand Analysis
Supply Analysis
Capacity Planning
Finance & Budget Planning
Demand & Supply Alignment
Collaborative Demand ManagementCoo
Supply chainSales
Sales andOperations Planning
OperationsCOO
Supply Planning
© SAP AG 2009. All rights reserved. / Page 28
CO-INNOVATION with Partners
© SAP AG 2009. All rights reserved. / Page 29
Phases of Partner Involvementin Value Scenarios
Partner dedicated resources:Up scaling partner knowledgeGaining first-hand experienceEnd-to-end setup feeds partner‘s demo environment
Ensuring ‘Real-Life’ Relevance Ensure Quality and Feasibility Benefit from Early Involvement
Provide industry-specific inputValidate Value ScenarioSupport test case creation
Integration TestingError reporting and re-testConfiguration GuidesDemo build
Partner becomes “The Expert”
Demo CenterCenter of ExcellenceRamp-up supportAsset CreationMultiplier Role
Specification/Preparation Phase Test and Validation Phase Rollout and GTM Phase
© SAP AG 2009. All rights reserved. / Page 30
Business Suite Value Scenario Partners: Showcase Examples
Manufacturing Integrated Product Development
ProcurementIntegrated Sourcing and Procurement
Supply ChainCollab. Demand and Supply Planning
Customer Benefit:Faster Market ReadinessIncreased number of knowledgeable implementation resources prior to RTCLower implementation costDecreased implementation riskFaster implementation time
© SAP AG 2009. All rights reserved. / Page 31
Thank You!
© SAP AG 2009. All rights reserved. / Page 32
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