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Novozymes Finance Roadmap for SAP S4HANA Jesper Romme & Palle Andersen SAPSA, Malmö, April 28, 2016

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  • Novozymes Finance Roadmap for SAP S4HANA

    Jesper Romme & Palle Andersen

    SAPSA, Malm, April 28, 2016

  • Agenda

    Novozymes in brief

    Background and motivation

    Approach

    Outcome

    2

  • Novozymes in brief2015 in numbers

  • Novozymes in briefIntroducing nature's problem solvers

  • Our biological answers, near you

  • Agenda

    Novozymes in brief

    Background and motivation

    Approach

    Outcome

    7

  • The Finance Journey in Novozymes Faster reporting

    Internal reporting to

    Executive Leadership

    Team in working days:

    0

    2

    4

    6

    8

    10

    12

    2002 2003 2004 2005 2006-2016

    Monthly Report

    Sales Report

    Number of days

  • 07-jan

    12-jan

    17-jan

    22-jan

    27-jan

    01-feb

    06-feb

    11-feb

    2001

    2002

    2003

    2004

    2005

    2006

    2007

    2008

    2009

    2010

    2011

    2012

    2013

    2014

    2015

    2016

    The Finance Journey in Novozymes Faster reporting

    Announcement date for

    The Novozymes Annual

    Report:

    Dates

  • MotivationFinance Roadmap for SAP on HANA

    Situation, April 2015:

    Novozymes finance business model is based on one global standardized

    finance template implemented in SAP more that 15 years ago

    We have multiple finance projects in pipeline but we observe a decreasing

    ability for IT to deliver solutions in SAP

    We have not exploited the latest SAP enhancement packs (EHP 6-7), and we

    do not have a clear picture of where the latest SAP enhancements can

    benefits to our finance model and operation,

    SAP have announced a new roadmap for Finance (Simple Finance or SAP

    S/4 HANA)

    Novozymes IT is upgrading the technical SAP platform to HANA

  • MotivationFinance Roadmap for SAP on HANA

    SAP on HANA (S4HANA) offers a multitude of new features and functionalities Simple Finance, FIORI, BPC, Consolidation, Asset Accounting, Reporting, Access Control etc. etc.

    We wanted to:

    Understand the path for how NZ Finance gets the most benefit out of the SAP

    platform with the new opportunities

    Align short- and long-term priorities across finance functions

    Sequence the current finance project pipeline in order to limit the risk of

    rework and to secure the critical path

    Proactively decide on initiatives required in order not to be on a burning

    platform within the next three to five years

    11

  • A roadmap

    - recognizes projects to allow the organization to attain

    strategic objectives

    - is a snapshot of projects, priorities, dependencies

    and timelines at a given point in time and should be

    revised as knowledge or priorities change

    - has a long duration and will facilitate internal

    communication and alignment

    12

  • Agenda

    Novozymes in brief

    Background and motivation

    Approach

    Outcome

    13

  • ?

    Planning

    Consolidation

    ?

    ?

    SimpleFinance

    ?

    ?

    ?

    ??

    ?

    ?

    ?

    ?

    ?

    ? ?

    New G/L

    Finance Areas

    ApproachTopics

    14

    Inspiration WorkshopsTopics

    AccountingPlanning Consolidation

  • 15 Copyright 2015 Accenture. All rights reserved.

    IDENTIFIED BUSINESS CHALLENGES

    I want to automate the differences in fixed asset handling between local and group GAAP

    I want a global cockpit overview of my key processes

    I want my working capital split by profit center instantly

    I want the group adjustments done in SAP but with limited visibility

    I want to have a clear distinction between local and group GAAP

    I want real-time reports

    I want a modern-day user interface

    I want to significantly improve the run-time of my key reports

    I want to see my industry P/L directly out of SAP

    My profitability analysis should be directly aligned with my financial reporting

    I want better transparency of the functional cost allocated to my cost center

    C

  • 16 Copyright 2015 Accenture. All rights reserved.

    SAP Fiori is the new user experience (UX) for SAPsoftware. It applies modern design principles for a completely reimagined user experience.

    SAP Fiori UX is the new face of SAP to business users in all lines of business across devices and deployment options. It provides optimal usability for simplified business interactions and ease of use.

    INTRODUCING SAP FIORIKEEPING SIMPLE THINGS SIMPLE

  • 17 Copyright 2015 Accenture. All rights reserved.

    Supports how and where you work, at any

    time

    Provides one fluid, seamless

    experience

    Makes an emotional connection

    Designed for you, your needs

    and how you work

    Focuses on the

    important

    Responsive Simple Coherent DelightfulRole-based

    SAP FIORI UX DESIGN PRINCIPLES

  • 18 Copyright 2015 Accenture. All rights reserved.

    One entry point for the user and UX following common

    design directions

    Multiple entry points for the user and inconsistent user

    experience (e.g. ERP vs. CRM)

    One transaction for multiple roles exposing all data & functions to all users

    Decomposed apps for each role exposing only

    relevant data & functions

    Functional-based applications SAP Fiori DesignRole-based applications

    APPS PROVIDING THE RIGHT INFO FOR THE RIGHT ROLE

  • 19 Copyright 2015 Accenture. All rights reserved.

    SAP FIORI CURRENTLY 500+ APPS MORE TO COME

  • 20 Copyright 2015 Accenture. All rights reserved.

    Stable URLs for

    bookmarking and

    sharing

    Role based &

    persona centric

    Multiple Devices

    Theming and branding

    Personalization

    Multiple Platforms

    Search, collaboration and

    feeds in first wave

    This is the current state of planning and may be changed by SAP at any time.

    SAP Fiori Active Tiles,

    Provides the most

    impactful real-time

    information and KPIs at

    a glance

    FIORI LAUNCHPADONE ENTRY POINT FOR THE USER

  • 23 Copyright 2015 Accenture. All rights reserved.

    SMART BUSINESS COCKPIT FOR CASH MANAGERS

    Provides an overview of the most important key performance indicators for a cash manager. The cash manager can stay up-to-date on the status of cash, liquidity, and banks, shortening the cycle from insight to action.

    Sample KPIs

    Bank StatementImport status of bank statements for all monitored bank accounts

    Cash PositionCash positions by location, company, and currency

    Cash FlowOverview of daily cash inflow and outflow

    Cash Pool DeficitCash pools with deficits and the total deficit amount in cash pools

    Liquidity StructureLiquidity situation in a structured view

    Bank RiskDeposit amounts by bank rating

    Liquidity ForecastFuture liquidity trend

    Source: SAP

    Smart Business Cockpit Demo

    http://aaesmobility.accenture.com:90/sap/bc/ui5_ui5/ui2/ushell/shells/abap/FioriLaunchpad.html?sap-client=501&sap-language=EN

  • Finance Roadmap for SAP on HANA

    ApproachBuilding the roadmap

    Business drivers

    Based on current business strategy and goals in

    relation to the value proposition of the individual

    projects

    Organizational capacity

    High-level assessment of our ability to run

    parallel projects in relation to staffing, change

    agility etc. With a short and fat approach.

    Technical dependencies

    High-level solutioning based on the input from

    the technical workshops

    Considerations:

    24

    Business drivers

    A rea Expected

    P rio rity

    (S-M -L)

    P ro ject T it le D escript io n D ependency Enabler C o mpliance One set o f

    numbers

    Speed & A gility T ransparency Oppo rtunit ies Expected

    D urat io n

    C o st

    Planning SH OR T Capacity Cost

    planning model in

    BPC

    System supported driver based model to

    facilitate capacity cost planning.

    Opportunity to ensure a safe environment

    for confidential data (authorizations, no

    data send around in a mail etc., no

    dependency to only one person)

    Open position

    management

    SAP HR

    BPC 0 2

    We need a standard

    and a common

    principle for how to

    budget

    3

    Simple proceses

    1

    Footprint rates

    3

    Enabler for future

    ro lling forecasting &

    Planning

    a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Planning M ED IUM Sales Planning &

    Forecasting

    Analyse how the forecasting model in NZ

    on short, medium and long term can be

    improved and establish process and

    system to run Financial forecasts and

    Sales estimates where numbers can can

    be updated at high level (industry and

    region level) without need to consolidate.

    Demand planning

    too l (APO)

    BPC 0 3

    Today it is not clear

    which forecasts are

    circulating via mails

    and which is the

    lastest version

    Trustworthy

    numbers, quickre

    updates gives lesser

    uncertancy updates

    4 3 3

    This is what we are

    asked for in the future

    a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Planning LON G Industry P/L Analyze and implement a more accurate

    and decision supporting industry P/L that

    is less time consuming to generate. The

    analysis should include an investigation of

    the option to drill the Industry P/L to more

    detailed levels (region, country, product)

    COPA

    Implementation

    FM Cs input in

    excel,

    Freight inputs from

    PRINZ

    Cost rates in excel

    for CSR and WH

    cost

    COPA &

    BPC

    0 0

    Strong dependency

    to the FM C pro ject

    3

    Over time we

    probably want to run

    our business more

    on profitability and

    not only topline

    3 3 a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Planning M ED IUM M TP M id-term

    Planning too l

    (High Level)

    Changes to M TP due to increased market

    vo latility has caused increased need for

    M TP updates and a clear division between

    sales ambition and sales forecast.

    (Clarify demands)

    Sales planning &

    Forecasting M odel

    Decision on

    Capacity planning

    process

    0 3

    M ake the number

    trustworthy, this is

    not the case today

    4

    Easier to do in the

    business?

    2 3 a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Planning M ED IUM M TP M id-term

    Planning too l

    (Operaional Level)

    Changes to M TP due to increased market

    vo latility has caused increased need for

    M TP updates and a clear division between

    sales ambition and sales forecast.

    (Implementation)

    Definition of high

    level demands

    BPC 0 3

    M ake the number

    trustworthy, this is

    not the case today

    4

    Easier to do in the

    business?

    2 3 a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Consolida

    tion

    M ED IUM Clarify source

    demands

    Segment

    reporting

    (Industry P/L)

    Analyze and gather report requirements

    from/to the Consolidation department and

    Business Finance for segment reporting

    (Industry P/L)

    New GL / Simple

    Finance

    implementation

    FM C Transparency

    SAP ERP 0

    Limited as this is an

    add-on to what we do

    today, this is not

    mandatory

    2

    Lack of

    transparency. Does

    not reconsile with IPL

    3

    Vi adder

    kompleksitet s det

    kan vre at den add

    tid

    4

    Vsenligste. Det er

    den tungeste driver

    for denne

    4

    Giver os nye

    muigheder

    a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Consolida

    tion

    M ED IUM Clarify source

    demands

    Dimensionality

    for Legal & M gmt.

    Reporting

    Investigate if there are any extra details

    added manually in e.g. excel, which cannot

    be provided directly from the system for

    legal and management reporting

    New GL / Simple

    Finance

    implementation

    SAP ERP 1

    Vi er i compliancde i

    dag, s vi fr ikke

    mere af det ved at

    krer dette pro ject

    1

    Easier validation of

    numbers if thay are

    available in the books

    3

    Easier and faster

    access to data

    3

    Det vil give os bedre

    trarnsperens, og tal

    er forankret tilbage i

    tid for

    datterselskaberne

    2

    Parallel ledgers giver

    os nye muligheder

    a-b M onths Tot: xx mio.

    Int: yy mio.

    Ext: zz mio.

    Methodology: Deliverables:

    Business area tracks (Accounting, Consolidation, Planning, Other)

    Planning horizon (Short, Medium, Long term)

  • Agenda

    Novozymes in brief

    Background and motivation

    Approach

    Outcome

    25

  • OutcomeGovernance Model

    26

    Finance Roadmap board

    Alignment of project decisions across

    finance functions

    Uniform priority of initiatives

    Collaboration with IT Architecture

    seeking technological opportunities

    Process

    Clear timelines aligning with Enterprise

    IT Project Portfolio Board processes

    Project roles and documentation

    requirements clarified and agreed to

    Sharepoint site

    Communication about roadmap project

    timelines, contact persons etc.

    Shared document repository, all finance

    projects in one place.

  • 1st version of the roadmap

    Projects prioritized in short, medium or long term based on the

    business drivers

    Technical dependencies clarified based on high level solutioning

    Organizational capacity assessment of our ability to run projects in

    parallel

    OutcomeRoadmap materials

    27

    22 projects

    Problem statements (SCQAs) - 22 problem statements identified

    during the technology workshops

    Project charters - To be made (Business driver, High level cost,

    duration and dependencies documented on all 22 problems)

    Project definitions - First two IT projects

  • Agenda

    Novozymes in brief

    Background and motivation

    Approach

    Outcome

    28