Ann Rosenberg, Director, Strategy and Transformation, Services Delivery , SAP
Rukhshaan Omar, Director, Global Solution Marketing, Database & Technology, SAP
Wulff-Heinrich Knapp, Product Manager , Repositories and Modeling Tools, TIP Core I/O, SAP
May 15th 2012
Session ID 2408
Future Trends for Business Process Management (BPM) and Why
BPM is the Key to Successful Innovation and Transformation
© 2012 SAP AG. All rights reserved. 2
Legal Disclaimer
The information in this presentation is confidential and proprietary to SAP and may not be disclosed without the permission of SAP. This presentation is not subject to your license agreement or any other service or subscription agreement with SAP. SAP has no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation and SAP's strategy and possible future developments, products and or platforms directions and functionality are all subject to change and may be changed by SAP at any time for any reason without notice. The information on this document is not a commitment, promise or legal obligation to deliver any material, code or functionality. 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. This document is for informational purposes and may not be incorporated into a contract. SAP assumes no responsibility for errors or omissions in this document, and shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of this document. This limitation shall not apply in cases of intent or gross negligence.
All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.
© 2012 SAP AG. All rights reserved. 3
Session 2408: Future Trends for Business Process Management
(BPM) and Why BPM is the Key to Successful Innovation and
Transformation
In this session, attendees will learn about the outlook and future for business process
management (BPM), including current trends. Explore the additional value of applying BPM
philosophy when designing solutions based on SAP HANA™ . Understand why BPM is the
key to successful innovation including the glue between the company strategy model and
operation model.
© 2012 SAP AG. All rights reserved. 4
Take part in the SAP Advanced Delivery Management
WEBINAR SERIES 2012
Participate in the SAP Advanced Delivery
Management Webinar Register
Register here and receive our Newsletter directly.
Find more information on SCN - SAP Advanced
Delivery Management
© 2012 SAP AG. All rights reserved. 5
Agenda
• BPM Yesterday and Today
• 4 Trends
– Business transformation (strategy execution)
– Linking Capabilities to Processes
– The need for innovation, value and efficiency driving your transformation
SAP Advanced Delivery Management
– Define innovative business processes when applying Innovative technologies (HANA)
© 2012 SAP AG. All rights reserved. 7
BPM Yesterday and Today
What initiated BPM Yesterday
Burning platforms
Continuous process improvement
Operation excellence
Change from IT to process based
implementations
Process optimization
© 2012 SAP AG. All rights reserved. 8
BPM Yesterday and Today
What initiated BPM Yesterday
Burning platforms
Continuous process improvement
Operation excellence
Change from IT to process based
implementations
Process optimization
What initiate BPM Today
Business transformation (Strategy
execution)
Linking Capabilities to Processes
The need for innovation, value and
efficiency driving your transformation
Define innovative business processes
when applying Innovative technologies
© 2012 SAP AG. All rights reserved. 10
Linking the Strategy Model to the Operation Model
Source: Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell
© 2012 SAP AG. All rights reserved. 11
Linking the Strategy Model to the Operation Model
Source: Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell
© 2012 SAP AG. All rights reserved. 12
9
8
7
6
5
4
3 2
1
Business Model Building Blocks Which is the building block where you see more potential for generating innovative ideas?
1. Customer Segments
2. Value Propositions
3. Channels
4. Customer Relationships
5. Revenue Streams
6. Key Resources
7. Key Activities
8. Key Partnerships
9. Cost Structure
Source: http://alexosterwalder.com
© 2012 SAP AG. All rights reserved. 13
BTM² and SAP Master Plan SAP Master Plan provides directions for business and IT development
Enablement
Program/Project Management
Program Planning and Governance
Program & Proj. Integration
Mgmt
Program & Project Scope
Mgmt
Program & Project Time &
Cost Mgmt
Program Quality Mgmt
Program Human
Resource Mgmt
Program Procurement
Mgmt
Risk
Management
360° Strategic Risk
Assessment
Deep dives for
strategic risk
areas
Assess transformation business case
Define risk strategy
Risk Management
Execution
Risk Monitoring
Identify additional
improvement
Risk Mgmt. as part of Board Governance
Competence & training
management
Competence strategy
Training need
analysis
As-is analysis
Gap analysis
Curriculum development
Training preparation
Training
Evaluation & improvement
Program Reporting
Organizational Change
Management
Set-up & governance
Stakeholder management
Change agent network
Communication management
Performance management - Project team
Performance management -
Business
Change readiness
assessment
Change monitoring
Processes
Management
Determine scope of analysis
From template to bespoke inventory
Identify improvements /add attributes
Map selected processes
Plan process implementation
Implement processes
Evaluate processes
Establish CIP
Value Management
Baseline analysis
Value estimation
Detailed business case
Agree ownership for
realization
Plan benefit realization
Execute benefit realization
Review and evaluate results
Establish potentials for
further benefits
Meta
Management Orchestration of individual disciplines: Guidelines, Leadership, Culture, Values and Communication
IT Transformation
Management
Business and IT Capability Assessment
To-be analysis
Gap analysis
IT roadmap plan
Solution architecture
design
IT Deployment plan
IT Operations & Service
Optimization
IT Lifecycle Management
Strategy
Management
AS-ISData Collection
Analysis of needs &
maturity level
Design business vision
Design Business Model
Integrated
transformation plan
Business Case
Organizational model
Risk analysis
Direction
© 2012 SAP AG. All rights reserved. 15
Linking Strategy Model to Operation Model
Source: Linking Strategy to Operations: Process Models and
Innovation by David P. Norton and Randall H. Russell
CA
PA
BIL
ITY
© 2012 SAP AG. All rights reserved. 16
Content Perspective
Business and Process Management
Business Strategy
Business Execution
Capability Discussion WHAT?
Process Discussion HOW TO DO?
IT Solution Discussion HOW WITH IT MEANS?
Implementation Discussion HOW TO DO?
Infrastructure Discussion WHAT RESOURCE?
© 2012 SAP AG. All rights reserved. 17
OUR GOAL
Current, Actionable and User Tailored Business Handbook
Capability-based Planning as a Capability Management approach
will enable organizations to BUILD capability maps that are linked to the actual execution
– Processes, Transactions, UIs
– Dashboards, Reports, KPIs, Metrics
– Guides and Documentations
– Organizations and Systems
will enable organizations to COMMUNICATE the business in a current, actionable and user
tailored manner
– Linked to Implementation Models of underlying runtimes for always up to date insight
– Linked to SAP Solution Manager and managed systems runtime process models (such as SAP
NetWeaver BPM, SAP NetWeaver PI, SAP ERP, …)
– Linked to operational intelligence tools such as SAP Business Warehouse, or Process Visibility
Environments
will LEVERAGE the natural target persona language and communication channels
– Get KPI communicated based on customers business structure (business capabilities and model)
– E.g. Office, Web, Portal
© 2012 SAP AG. All rights reserved. 21
3 Points to Remember
# 1
Capability Management and Capability-based Planning is for Business
People and focusses on the IMPORTANT.
# 2
A capability management based approach streamlines the discussion
between Business and IT.
# 3
Capability Management helps to provide Current, Actionable and User
Tailored Business Handbook.
Trend 3: Need for innovation, value and
efficiency driving your business SAP Advanced Delivery Management
© 2012 SAP AG. All rights reserved. 23
SAP Receives 2012 Vision Award from the
Technology Services Industry Association
SAP Demonstrates Game-Changing Innovation in Technology Services
SAP was named as the winner of the 2012 TSIA Vision Award in the Services Practitioner
category during the TSIA Awards Luncheon at Technology Services World 2012 Best
Practices conference in Santa Clara.
The awards were the result of TSIA‘s third annual Service Revolutions competition,
featuring a series of on-stage demonstrations revealing the latest innovations in
technology services—from cutting-edge services new to the market, to start-ups with
innovative service models, to the newest advances in service technology, to the latest
breakthroughs from the emerging world of service science. Winners were selected by a
live audience of industry practitioners along with a panel of expert judges.
The 2012 Vision Awards are based on the theme, “True vision is having the intelligent
foresight to define a better, more productive future.” SAP demonstrated its new
SAP Advanced Delivery Management Approach.
“Introduced in 2010 and growing year over year, the TSIA Vision Awards recognize game-changing ideas in technology services
that propel the industry ahead and shape emerging trends,” said J.B. Wood, CEO of TSIA. SAP not only delighted and impressed
the audience with its new SAP Advanced Delivery Management Approach, but it demonstrated a most unique and compelling
approach to driving technology services toward the future. We were proud to honor them at our TSW Best Practices event.”
More information on the Vision Awards and the Service Revolutions competition can be found at
www.tsia.com/awards_and_certifications/service_revolutions_awards.html.
© 2012 SAP AG. All rights reserved. 24
Mission: Radically Change Traditional Services Model
Shorten
Implementation
Time to Weeks
Deliver in Factory
Mode that Scales
Globally
© 2012 SAP AG. All rights reserved. 25
The New Services Playbook and Organization
People
Skills Enablement Adoption
Organization
Local Near-shore Off-shore
Systems and Infrastructure
Content Methodology
Service Portfolio
Customers and Partners
© 2012 SAP AG. All rights reserved. 26
The 4 delivery Models which drives a consistent Shift
towards Assemble-to-Order Delivery
26
Expert Based Design based Assemble to Order Industrialized
Highly skilled
consultant delivering
―one-off‖ results. e.g.
QA Services, Expert
on demand
Traditional projects,
with strong reliance
on blueprinting. e.g.
CRM,ERP,SCM,
PLM, SRM projects
Assembled using
predefined building
blocks. e.g. Fast Track
to deliver ERP solution
Highly packaged
service with fixed
scope, fixed price.
e.g. RDS, Technical
Upgrade
DELIVERY
APPROACH
DEPLOYMENT
MODE
REMOTE
SHARE
ASPIRATION
Build to Order Assemble to
Order
Local, Nearshore, Offshore
HIGH MEDIUM to HIGH LOW to MEDIUM LOW
Shift towards Assemble to Order
© 2012 SAP AG. All rights reserved. 27
How SAP Advanced Delivery Model answers customer‟s
requirements..
RDS CRM
QA
Services
Industry
Business
Process
Content
RDS
Customer
Segmentati
on with
SAP HANA
QA
Services
QA
Services
QA
Services
RDS
Customer
Segmentati
on with
SAP HANA
RDS
Customer
Segmentati
on with
SAP HANA
RDS CRM
Scenario 1
Scenario 4
Scenario 3
Scenario 2
Expert-based
Industrialized
Assembled-to-order
Design-based
© 2012 SAP AG. All rights reserved. 28
Mapping of Delivery Model per Service
Introduction of tasks for every deliverable
Delivery Models with clear work breakdown structures which include
Deployment mode (local, nearshore, offshore)
Delivery mode (on-site, remote)
Q-Gate acceptance criteria
Tasks
Skills level needed per task
PMI accreditation
1
2
3
0
1
2
3
4
The methodology behind the 4 delivery models –
ASAP for Advanced Delivery Management
© 2012 SAP AG. All rights reserved. 29
Aligned Content Architecture is key to assembling building
blocks (structured assembly)
‒ Enabling reuse ‒ Ensuring consistency ‒ Common standards
Task Repository key component for content reuse
Need for clear assembly Guidelines (e.g. to cover dependencies between Services, implementation sequence)
29
Content
Content
Delivery
Content Task
Repository
Bid
Scoping Assembling Estimation,
calculation,
pricing
Initiation,
planning
Execution,
monitoring
Start
Scoping
Start
Assembling
See Automated
Calculation
See Planning
Cockpit
Start Guided
Deployment
Systems & Tools
Pre-packaged content and lean implementation
technology (supported by SAP Solution Manager)
© 2012 SAP AG. All rights reserved. 30
” …SAP would not have won the Services
deal had it not been for the Advanced
Delivery Management approach. ADM
(ERP FIS) was the deal maker for SAP
services and a big part of SAP signing a
group software deal as well….―
Trevor Harding, CIO, RainbowFoods
” The rapid deployment allowed us to
implement the solution with minimal staff –
our dedicated CRM IT employee started
two weeks after going live…‖
Craig Pedersen, Director of ecommerce,
Hunter Douglas, Inc
Project Efficiency and the Reaction From Customers is
Very Encouraging
Customer Service company completed SAP ERP
implementation in 12 weeks.
Manufacturing customer implemented SAP CRM
solution in 16 weeks.
Life Sciences company implemented SAP CRM solution
in 13 weeks.
Chemical company implemented Sybase Mobile Sales
for SAP CRM in 7 weeks.
Public Services Organization implemented SAP SRM
and Master Data Management in 16 weeks.
Pharmaceutical Company implemented SAP CRM in
15 weeks.
Public Services Organization implemented SAP
Learning Solution in 13 weeks.
Implementation Projects
© 2012 SAP AG. All rights reserved. 31
A consolidated view of the Project Scenarios
Project Scenarios Model Service Delivery Mode Accelerators
Customer would like SAP
experts to review the project
and identify any quality
concerns
Model 1 :
Expert-based QA Service Mainly onsite
Project schedule
Service Delivery Model, roles and
responsibilities
QA guidelines
…..
Customer would like to design
and innovate to-be sales
processes and implement SAP
solutions utilizing industry
standards and best practices.
Model 2 :
Design-based
Industry Process
Content with Rapid
Deployment of SAP
CRM and SAP CRM
rapid- deployment
solution for customer
segmentation with
SAP HANA
Mix of onsite and
remote
Project schedule
Business Process Descriptions
Process Flows, RACIs
KPIs / PPIs, Benchmarks, Best Practices
Value levers, Solution Mapping
Installation guide, Solution Documentation
BCSets, Reports, Forms ….
TestCases
Training Material….
Customer would like to
implement defined to-be sales
processes according to
industry standards and best
practices as well as enhance
the capability to target
potential customers using SAP
solutions
Model 3 :
Assembled-to-
order
Rapid Deployment of
SAP CRM and SAP
CRM rapid-
deployment solution
for customer
segmentation with
SAP HANA
Mainly remote
Project schedule
Installation guide
Solution Documentation
Solution Manager content
Installation guide
BCSets, Reports, Forms ….
Test Cases
Training Material….
Customer already has a strong
sales process running with the
help of SAP CRM. Customer
wants to further improve
performance of analyzing
customer data
Model 4 :
Industrialized
CRM rapid-
deployment solution
for customer
segmentation with
SAP HANA
Mainly remote
Project schedule
Installation guide
Solution Documentation
Solution Manager content
Installation guide
BCSets, Reports, Forms ….
TestCases
Training Material….
Examples of Services delivered via new SAP
Advanced Delivery Model
Assemble to Order and Industrialized Delivery Model
© 2012 SAP AG. All rights reserved. 33
Overview Customer Segmentation with SAP HANA
SAP Rapid Deployment Solution
for Customer Segmentation with
SAP HANA
Solution for customer segmentation analysis
that…
• Defines the set of customers who should be
part of your marketing campaign.
• Enables Target group identification ready for
execution at any time using a range of
customer parameters and customer behavior
metrics
• Provides flexibility on creation of filters to
segment data.
• Create more effective marketing campaigns
and improve performance of your product
Core Features
Scalable solution that allows marketers deal with large
number of end-consumers to reach their target
audiences with relevant marketing messages
• The solution falls under the ‗HANA accelerator‘
category for driving high performance for huge data
volumes
• Clear visualization in graphical modeler through
Waterfall approach
• Gain transparency by dividing complex process into steps
• HANA data load facility for initial build
• HANA delta-replication capability
• Plug-and-play activation
© 2012 SAP AG. All rights reserved. 34
Implementation
Testing
Key User Training
Successful rollout and adoption
Configuration documentation
Get Up and Running in as Little as 5 Weeks!
Start (Preparation) Run (Go-Live Support) Deploy (Realization)
Expectations
1 3
Project management
Kick-off workshop participation
Preparing technical
infrastructure
Mutually-approved scope
document
Working SAP HANA™ system
User-acceptance testing
Onsite and remote support
Superior support to ensure
smooth functioning
2
Note: This slide represents a typical deployment. Exact details may differ according to solution.
Results
© 2012 SAP AG. All rights reserved. 35
Pre-defined Services for Rapid-Deployment Solutions
Your path to Go-Live: fast, efficiently and at predictable cost
Fixed-price Implementation Services
Pre-defined Project Methodology
Ready-to-use Accelerators
Start (Preparation)
Run (Go-Live Support)
Deploy (Realization)
1 3 2
Project management
Kick-off workshop participation
Preparing technical infrastructure
Accelerators / Deliverables Consulting Delivery Guide Project schedule WBS Service Delivery Model, roles and
responsibilities
Request for consultants template Process descriptions Process-flow-documents Kick-off presentation Consumption Guide Pre-delivery requirements and
checklist
Note: This slide represents a typical deployment. Exact details may differ according to solution.
Solution Realization
Master Data Load
Refinement Workshop &
Refinement Realization
Knowledge Transfer to Key Users
Accelerators / Deliverables Installation guide
Solution Documentation
Solution Manager content
Best-Practices content
(pre-configuration)
Configuration activities
Consulting Delivery Guide
Implementation Content
Performance Tests
End User Training
Sign off of solution
Go-Live Preparation
Go-Live
Post go-live support and activities
Improvements and road map
workshop
Accelerators / Deliverables Test cases
Deliverable acceptance forms
Training Materials –
Process-flow recordings etc.
Go-Live Checklist
© 2012 SAP AG. All rights reserved. 36
Configuration Guide
Scoping Questionnaire
Kickoff Workshop
Project Schedule
Support Portal Check Lists
Implementation Methodology – ASAP for ADM
Start Run Deploy 1 3 2
Note: This slide represents a typical deployment. Exact details may differ according to solution.
Access to the implementation
methodology materials:
http://service.sap.com/hana-
cust-seg
© 2012 SAP AG. All rights reserved. 37
Project Plan and Timelines
Prepare Project
Kick off workshop
Scope confirmation
Preparation and
check of the
infrastucture
SAP involvement Customer involvement
Start (Preparation)
Run (Go-Live Support) Deploy (Realization) 1 3 2
Implementation in
Development System
Functional Testing
Key User Workshop
Data Management
Implementation in
Productive System
End-user Training
Customer Testing
Project Sign-off &
Support
Note: This slide represents a typical deployment. Exact details may differ according to solution.
© 2012 SAP AG. All rights reserved. 38
Further Details
Customer Segmentation with SAP HANA
http://www.sap.com/solutions/rapid-deployment/hana-customer-
segmentation/implementation.epx
© 2012 SAP AG. All rights reserved. 39
How SAP Advanced Delivery Model answers customer‟s
requirements – Assembled-to-order
RDS CRM
RDS
Customer
Segmentati
on with
SAP HANA
QA
Services
RDS
Customer
Segmentati
on with
SAP HANA
Scenario 4
Scenario 3
Industrialized
Assembled-to-order
Via the Delivery Model Assemble to Order you can assemble services to cover your project scope
Assemble services to cover your project scope
© 2012 SAP AG. All rights reserved. 40
Overview Industry Business Process Content
Core Features
The Industry Business Process Content allows SAP
to demonstrate true industry and process thought
leadership to customers. This helps customers with
Business content in customer language for
industry and cross industry processes
Broad content: covers business process
descriptions and process expert content (KPIs,
PPIs, benchmarks, value levers, solution
mapping)
Integrated with ASAP for ADM: content used as
accelerator especially during project preparation
and blueprinting phase
Key benefits: improve blueprint quality, lower
implementation costs and create predictable
project results
Value
Process
Application
Data
Infrastructure
Information
Coverage of all Layers of the
Customers„ Business & IT Reality
© 2012 SAP AG. All rights reserved. 42
SAP HANA Business Scenarios
Category Description Business Scenarios
Business
Planning
Enable sales/marketing /production/hr/operations etc. to
plan, track and execute more effectively through instant
analysis of huge volumes of detailed & current data
Sales and Operations Planning
Demand and Inventory Planning
Provisioning Planning
Workforce Planning
Promotions Planning
Maintenance Planning
Merchandise and Assortment Planning
Capacity and Utilization Planning
Business
Performance
Analysis &
Reporting
Enable better commercial decisions through faster
exploration and deeper insight into business performance
metrics e.g. cost and profitability metrics for pricing,
discounts, etc.
Cost and Profitability Analysis
Customer Revenue Performance Management
Financial Re-statements & Financial close
Total Landed Cost Analysis
Project Analysis
Customer Sentiment Analysis
Segmentation &
Correlation
Empowers sales /marketing /product development/
operations to rapidly and easily segment and correlate
huge volumes of data e.g. create customized offers for each
segment and channel
Marketing Campaigns
Next-product-to-buy model for cross-selling
Targeted personalized offers
Correlate equipment utilization to production(manufacturing)
Predictive
Analysis
Mine large volumes of data in real-time and to detect
patterns and evaluate multiple options more effectively so
that e.g. finance dept can manage complicated cash
flow(simulations, what-if analysis)
Simulate Cash Positions
Preventative Asset Maintenance and Capital Optimization
Simulate and Optimize operational plans
Supply Chain Optimization
Simulate Manufacturing, Inventory & Distribution plans
Anticipate and
Act with
Foresight
(early-warning
system)
Detect opportunities, issues and changes in customer
behavior in real-time enabling more effective response e.g.
faster replenishment by incorporating large streams of real-
time data from multiple sources e.g. sensors, POS, devices
etc.
Detect software piracy & develop strategies for revenue recovery
Demand Signal Capture & Sensing out-of-stock
Manage production by exception (monitor & analyze quality deviations)
Monitor meter-to-cash indexes to identify revenue leakages & delinquencies (smart-
meter)
Make real-time offers to customers at the point of interaction
Optimize and
Unify Processes
Optimize the efficiency of processes that are data-intensive
and time-sensitive across multiple stakeholders (window of
opportunity is small) e.g. competitive pricing offers based
on consumer/market trends
Optimize clinical trials e.g. verify safety of drug or medical device
Order fulfilment based on enterprise-wide product availability
Item traceability - raw material to point of consumption
Dynamic Pricing
Dynamic Production
Sustainable Product Design & Operations
© 2012 SAP AG. All rights reserved. 43
HANA Use Case Repository
Why Use Cases
Enable LOB and Industries buyers to
easily understand the relevance and value
of the SAP HANA to business
issues/problems
Enables practitioners to collaborative
share their insights „wikipedia style―
HANA Use Case Repository
© 2012 SAP AG. All rights reserved. 44
HANA Value Calculator
With just a few clicks quantify the value of SAP HANA
for your business
This calculator helps you get started on the business
case with the key business scenarios that:
• SAP has identified with customers globally
• Have resonated with business economic buyers
• Often stimulate the discovery of scenarios for a
particular business
• May not be applicable to all customers in terms
of industries, regions or sizes
Online HANA value calculator
© 2012 SAP AG. All rights reserved. 46
BPM Yesterday and Today
What initiated BPM Yesterday
Burning platforms
Continuous process improvement
Operation excellence
Change from IT to process based
implementations
Process optimization
What initiate BPM Today
Business transformation (Strategy
execution)
Linking Capabilities to Processes
The need for innovation, value and
efficiency driving your transformation
Define innovative business processes
when applying Innovative technologies
© 2012 SAP AG. All rights reserved. 47
Register for SAPPHIRENow Sessions and Activities
2408: Tuesday May: ASUG Session: Future Trends for Business
Process Management (BPM) and why BPM is the key to
successful innovation
3809: Tuesday May 15: ASUG session: SAP Agile, Lean, and
Implementation Acceleration Influence Council
7287: Tuesday May 15: Cloud Microforum : Quickly and
Affordably Run SAP CRM Sales in the Cloud
S011: Wednesday May 16: SAP Session: Assemble to Order
approach for implementing multiple SAP Rapid Deployment
Solutions in one project.
7287: Tuesday May 15: Cloud Microforum : Quickly and
Affordably Run SAP CRM Sales in the Cloud
7920: Wednesday May 16: SAP Services Microforum: Beyond
Rapid Deployment: SAP´s New Delivery Approach
7919: Wednesday May 16: SAP Services Microforum: Transform
Your Business with SAP Value Partnership
2311: Wednesady May 16: ASUG session Applying Capability-
Based Planning to capture and communicate
Remember that all RDS sessions are also SAP Advanced Delivery Management sessions
© 2012 SAP AG. All rights reserved. 48
Take part in the SAP Advanced Delivery Management
WEBINAR SERIES 2012
Participate in the SAP Advanced Delivery
Management Webinar Register
Register here and receive our Newsletter directly.
Find more information on SCN - SAP Advanced
Delivery Management
© 2012 SAP AG. All rights reserved. 49
DESIGN PARTNER COUNCIL – SAP ADVANCED DELIVERY MANAGEMENT
Influence
We are setting up a Design Partner Council
(DPC). If you are interested to influence and
drive our NEW Delivery Approach “SAP
Advanced Delivery Management“ please
nominate yourself!
You can sign-up for the nomination process by
just giving your Business Card to the presenter.
We appreciate your help - thank you very much.
© 2012 SAP AG. All rights reserved. 50
DESIGN PARTNER COUNCIL – CAPABILITY MANAGEMENT
Influence
We are setting up a Design Partner Council
(DPC). If you are interested to influence and
drive our young product on “CAPABILITY
MANAGEMENT“ please nominate yourself!
You can sign-up for the nomination process by
just giving your Business Card to the presenter.
We appreciate your help - thank you very much.
© 2012 SAP AG. All rights reserved. 54
SAP HANA Business Scenarios
Business Performance Analysis and Reporting
Cost and Profitability Analysis
Customer Revenue
Performance Management
Financial re-statements
Financial close
Total Landed Cost Analysis
Project Analysis
Customer Sentiment Analysis
“ For a global business selling products in
more than 200 countries and territories, it is
critical for us to understand sales trends at a
high level as well as at a more actionable
level by retail location and SKU to drive our
business goals. Prior to SAP HANA*, we were
unable to run full analytics in a reasonable
timeframe. With SAP HANA, we will be able to
run analytics at a local level on specific
brands and locations, and at the lowest level
of detail in real time. ”
Tom Greene, CIO
Faster exploration and deeper insight into business performance metrics
enables better commercial decisions e.g. cost and profitability metrics for
pricing, discounts, etc.
Business Performance
Analysis and Reporting
© 2012 SAP AG. All rights reserved. 55
SAP HANA Business Scenarios
Business Planning
Sales and Operations Planning
Demand and Inventory Planning
Provisioning Planning
Workforce Planning
Promotions Planning
Maintenance Planning
Merchandize and Assortment
Planning
Capacity and Utilization Planning
Enable sales/marketing /production/hr/operations etc. to plan, track and
execute more effectively through instant analysis of huge volumes of
detailed & current data
Business Planning
“ Production facilities are dispersed across hundreds
of kilometers. We use about 140,000 different
materials. With SAP in-memory computing
technology we can manage the provisioning and
delivery of material and technical resources.”
Rinat Gimranov, CIO
© 2012 SAP AG. All rights reserved. 56
Segmentation and
Correlation
SAP HANA Business Scenarios
Segmentation and Correlation
Marketing Campaigns
Next-product-to-buy model for
cross-selling
Targeted personalized offers
Correlate equipment utilization
to production(manufacturing)
Empowers sales /marketing /product dev. / operations to rapidly and
easily segment and correlate huge volumes of data e.g. create
customized offers for each segment and channel
“ In an industry where products become obsolete
quickly, we need both a deep and instant knowledge
of customer behavior and products being sold
globally..”
Xiaoyu Liu, vice president, Global Application
Development
© 2012 SAP AG. All rights reserved. 57
Predictive Analysis
SAP HANA Business Scenarios
Predictive Analytics
Simulate Cash Positions
Preventative Asset
Maintenance and Capital
optimization
Simulate and Optimize
Operational Plans
Supply chain optimization
Simulate Manufacturing,
Inventory & Distribution plans
Mine large volumes of data in real-time and to detect patterns and
evaluate multiple options more effectively so that e.g. finance dept can
manage complicated cash flow(simulations, what-if analysis)
“ Knowing your cash position is increasingly
important to a firm but the visibility is not always
that easy. The number of records you are
working with is tremendous. SAP HANA gives
you the possibility to do simulations which
today with traditional systems are not possible.
”
Stephan Raemaekers, Managing Partner
© 2012 SAP AG. All rights reserved. 58
Anticipate and Act
with Foresight
SAP HANA Business Scenarios
Anticipate and Act with Foresight
Detect software piracy & develop
strategies for revenue recovery
Demand Signal Capture & Sensing
Out-of-Stock
Manage production by exception
(monitor quality deviations)
Monitor meter-to-cash indexes to
identify revenue leakages &
delinquencies (smart-meter)
Make real-time offers to customers
at the point of interaction
Detect opportunities, issues and changes in customer behavior in real-
time enables more effective response e.g. faster replenishment by
incorporating large streams of real-time data from multiple sources e.g.
sensors, POS, devices etc
“ The capabilities of SAP HANA enable us to begin cost-
effectively building an engine for delivering the
reporting and analytics that advertisers need to engage
viewers more effectively and in a secure manner to
enhance the TV experience and justify their advanced
television advertising spend. ”
Domenic Centofanti, VP - Chief Data Architect
© 2012 SAP AG. All rights reserved. 59
Optimize and Unify
Processes
SAP HANA Business Scenarios
Optimize and Unify Processes
Optimize clinical trials e.g. verify
safety of drug or medical device
Order fulfilment based on
enterprise-wide product availability
Item traceability - raw material to
point of consumption
Dynamic Pricing
Dynamic Production
Sustainable Product Design &
Operations
Optimize the efficiency of processes that are data-intensive and time-
sensitive across multiple stakeholders (window of opportunity is small)
e.g. Competitive pricing offers based on consumer/market trends
“ The capabilities of SAP HANA enable us to begin cost-
effectively building an engine for delivering the
reporting and analytics that advertisers need to engage
viewers more effectively and in a secure manner to
enhance the TV experience and justify their advanced
television advertising spend. ”
Domenic Centofanti, VP - Chief Data Architect
“ Medidata's innovative solutions help life science
organizations optimize the efficiency of their
clinical trials, a highly data-intensive process,
often generating billions of data points to
demonstrate the safety and efficacy of just one
drug or medical device. Clinical researchers are
looking for new, different and better ways to
analyze operational performance in real time.”
Glen de Vries, President
© 2012 SAP AG. All rights reserved. 60
© 2012 SAP AG. All rights reserved.
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