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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


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


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


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


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


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


SAP FIORI CURRENTLY 500+ APPS MORE TO COME


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


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


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?


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?


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


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


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


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


Approach

Outcome

28