Discuss business intelligence, integration, compliance and a host of other SAP-related topics – implementation, best practices and resources to negotiate the world of SAP better!

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December 31, 2009

Activity based costing for profitability analysis (Part 2 of 2)

My previous blogs series “Why do you need profitability analysis?” sets the context for profitability analysis. The next blog “Activity based costing for profitability analysis (Part 1)” highlights the need for Activity Based Costing (ABC) for profitability analysis. Once we are convinced about the need for profitability analysis and ABC, we have to figure out how to go about implementing ABC for our organization. This blog discusses the typical challenges in implementing ABC.

These challenges can be categorized in business, behavioral and technical challenges.

1. Business Challenges:

a) Identification of Purpose: The most important step towards implementing ABC is to identify the purpose of the Activity Based Costing (ABC) and Profitability analysis. The purpose can be operational, tactical, strategic or a combination there-of. We call it operational - if the profitability analysis has to support the day to day decisions like - is the sales order profitable or how much to charge the customer for a particular sales order?  It can be tactical if it is to segment customers based on profitability or to identify the best product. We can call it strategic if it helps us identify the right investment opportunity.  
b) Design the ABC process: The next important step is to design the ABC process that suits the needs and purpose of a particular organization. This involves identifying the resources, activities, drivers etc and defining the rules for allocating the cost.

2. Behavioral Challenges:

a) ABC system will affect different business units and staffs differently. It is wise to expect staff resistance and plan for handling this resistance. A proper change management  and communication plan should help us address this challenge.
b) Starting with one unit and subsequently rolling out to the others will help us anticipate the challenges to expect and buy us time to prepare to address them.

3. Technical Challenges:

a) Data Collection: ABC requires lot many additional data than traditional costing. This additional data needs to be captured by the system for processing.
b) Data Processing: ABC requires data processing based on complex rules and calculation.
c) Reporting: Finally, actionable information based on ABC must be presented to the decision makers in the form of reports and dashboards.

While business needs to focus on the Business and Behavioural challenges, the good news is IT can help them in addressing the third challenge. There are sophisticated software available for ABC and profitability analysis.

How IT can help in ABC implementation, what are the software available for this purpose and considerations in software selection. Please wait for the next blog.

December 29, 2009

The new weapon for the CFO’s knights (Part 2 of 3) – Conquering IFRS

In my previous blog of this series, I briefly spoke about the capabilities of SAP EPM financial consolidation tool(s) - inherent as well as the ones over and above legal & management consolidation and reporting functionalities. In the following discussion, I’ll talk about IFRS, the possible solutions for transition and finally share some of our learning’s from an experiment we carried out involving US GAAP and IFRS.

Various regulators across the globe have either mandated, or are in the process of, the transition to IFRS. While some of these regulators are looking at a change from their current rule-based philosophy (such as US GAAP) to the principles-based IFRS, the others are looking at extending their present philosophy to incorporate a more fair value and componentized approach. The effect of this transition will be felt differently across industries, while some such as logistics, media & entertainment etc. might not be drastically impacted, others such as consumer goods, automotive, banking, insurance etc. are expecting major implications. These implications, irrespective of intensity, are expected to impact a company at both the corporate and subsidiary levels, in its methods of valuating various business transactions, current IT transactional system landscape and also the governance and change management of human capital.  

It’s been widely noted that technology can play a key enabler in transition to IFRS. This was further corroborated in a recent whitepaper from PWC & SAP. It suggested, from experience in Australia, Asia and Europe, that companies that had underestimated the involvement of IT in their adoption of IFRS created for themselves a weakened control environment driven by increased risk and cost outlay. A phased landscape upgrade, encompassing a company’s general ledger, sub-ledger and financial consolidation & reporting systems, can provide not only an agile solution for transition but also an opportunity to reassess the current IT strategy supporting the financial processes and policies. 

Transition to IFRS is not only an accounting exercise but also entails additional responsibilities such as dual reporting, audit trail etc. The dual reporting period (for e.g. 2012 – 2014 for US GAAP and IFRS) is to enable historical comparisons between the local GAAP and IFRS prior to the transition, thus allowing companies to reconcile and explain the differences. In order to achieve this, companies can pilot their transition beginning with multi-GAAP reporting using a financial consolidation system while improvising their transactional systems for the final cutover to IFRS.  

Standard ERP applications available from SAP, such as SAP General Ledger, Asset Accounting etc., are capable of provisioning the final cutover for the local close (the final state/ long term solution); while applications from the SAP BusinessObjects stable, such as SAP BPC and SAP BO FC, provide dual reporting capabilities in conjunction with group close/ consolidated reporting functionalities, thus serving as a short term solution for transition to IFRS. The functionalities of the latter-mentioned tools can be extended to incorporate XBRL reporting (available using SAP BO XBRL publishing by UB Matrix) and also to provide preconfigured IFRS compliant content (available using SAP BO IFRS starter kit). 

In order to ascertain the complexities involved we started with a small experiment based on IAS 16 (Property, Plant and equipment) using SAP BPC 7.0 MS. During the course of the development, we extensively utilized functionalities for manual adjustments and business rules alongwith some scripting. The ability to use different hierarchical views or dimensionality allowed us to formulate reports and schedules for different standards (US GAAP and IFRS in our case). At the end of the experiment, we concluded that though this method is easier to implement, than the other approach involving the ledger, it is also poses systemic issues around performance and also falls short in flexibility.  

Well, this ends my discussion for the day. In the next and final post of this blog series, I’ll discuss about XBRL and some other capabilities of the SAP BO financial consolidation offerings.  

Stay Tuned. 

Also, wishing you and your family a very happy new year.

 

PN: Abbreviations used - SAP BPC stands for SAP BusinessObjects Planning and Consolidation, SAP BO FC stands for SAP BusinessObjects Financial Consolidation

 

 

“SAP BPC Owned by Business developed by IT” is it a reality or myth.

It is a general perception that SAP BPC can be easily managed or supported by Business which helps in reducing total cost of ownership and reducing dependency of business on IT dept.

Let’s try to further analyze this statement and find out task which can be independently managed by Business users.
1) Changing organization structure: SAP BPC admin console has excel embedded into it, administrator or super user or business user with admin task profile can open entity dimension member sheet and use native excel functionality to change the existing organization structure.
2) Changing master data : SAP BPC  holds master data in various dimensions ,As stated above , we can use native excel functionality to add new dimension member and change attribute of any dimension member.
3) Loading transactional data: SAP BPC comes with unique feature of data manager packages, which are easy to use. Predefined data manage packages are used for following purpose
a. Loading of transactional data
b. Clearing data
c. Copy data
d. Move data
4) On demand reporting: SAP BPC offers flexibility to business user to create report using drag and drop functionality or using predefined report templates.
5) Security profile : SAP BPC offers wizard based security profile .Business user with security task profile  can easily add  any user assign a task profile , team and member access profile using wizard functionality.


SAP BPC is integrated with MS office (Excel, Word & Powerpoint), it reduces training cost and gets easily adopted by business users. With the above examples and my project experience in SAP BPC, I can safely say that SAP BPC reduces maintenance effort considerably as compared to other SAP planning tool( IP & BPS ) or any other third party tool.

December 24, 2009

Fast Close – Business Challenges

Fast close increases trust and provides competitive advantage. I discussed the business drivers behind fast close in my previous post “Fast Close – Business Drivers”. If fast close is so useful then why it isn’t the norm rather than exception? The answer to this question is in understanding the various business challenges that hinder the close process.

Close process from data processing perspective can be split into data collection, data consolidation and data reporting. Each of these stages has their own unique challenges that impose a time bound hurdle towards fast close. Business and IT staff spend so much time during close cycle in resolving these issues that a targeted fast close becomes impossible to achieve. Let’s discuss some of these challenges in detail.

 

Data Collection

Data collection objective is to collect data from all the data sources and translate it into one common view (data normalization) on the basis of common set of definitions.

a)      Mixed IT Environment

Global Organizations often utilize multiple ERP and legacy applications. The data across these applications is often not standardized (like GL Accounts, Plant codes, etc). Mixed IT environments with non-standardized data definitions result in data mapping, transfer and reconciliation effort.

b)      Data Accuracy

Period close involves data from multiple functional areas (like financial, forecasting, budgeting, etc). A lot of organizations still maintain most of the non-financial data offline in excel spreadsheets. Offline maintenance and manual entry raises data accuracy concerns.

c)      Complex Business Model

Complex business models and global operations lead to complexity in data collection by multiple teams. There can be processes that extend outside the organization to supply chain partners and customers that complicate the data collection process further.

 

Data Consolidation

Data consolidation objective is to process the normalized data according to the accounting rules provided by the relevant accounting bodies.

a)      Foreign Subsidiaries

Subsidiaries in different countries have different reporting needs that are based on currency translation.

b)      Inter-company transactions

Inter-company reconciliation and eliminations is a time consuming task.

c)      Accruals and other closing adjustments

 

Data Reporting

Data reporting objective is to provide internal (management) and external (statutory) reports on the consolidated data. The data reporting complexity arises due to the diversity of reports (Financial statements, cash flow, tax, inventory, etc) that are required by various countries in different formats, currencies and according to different accounting standards.

 

The various business challenges have a cumulative impact on close timelines. The reason why majority of the organizations have not been able to achieve fast close is because of the drain these challenges impose on resources and timelines. However, these challenges can be resolved from people, process and technology perspective. Wait for my next post on what SAP has to offer to automate and resolve these challenges.

December 22, 2009

Food Safety and Traceability in CPG Industry (Part 2 of 2)

In my last post I outlined the various challenges faced by the CPG industry and specifically discussed the Food Safety and Traceability needs.

In this post I will explain how the Food Safety and Traceability needs can be addressed by SAP.

How SAP can help?

Today companies must increase efficiencies, reduce costs, and ensure compliance with food regulations over the whole supply chain. Hampered by a legacy of nonintegrated systems that impede visibility and perpetuate inefficiencies, many companies recognize the need to standardize on a single platform.

SAP has the necessary features already inbuilt for handling food safety and traceability. Safety measures can be implemented in the whole process chain, right from procurement of raw materials from supplier, during production of goods in the plant till the delivery of the finished product to the customer / end consumer.

SAP can help the CPG industry with:

  • Track, monitor, and trace batches and inventory
  • Streamline procurement, production and sales processes
  • Manage sales returns
  • Enable targeted product recalls

Lets take a look at the solutions available in SAP to address all of these challenges.

1) Batch Management:
Following are some of the features of batch management process in SAP:

  • Batch Number Assignment: You use this function to assign a batch with a number that uniquely identifies it.
  • Batch Specification: You use this function to describe each batch uniquely using characteristics and characteristic values. You specify the permitted value range in the allocated material master record.
  • Batch Status Management: You use this function to indicate if the batch is usable or unusable, manually in the batch master record/during goods receipt or automatically in the usage decision in QM.
  • Batch Determination: With this function you can use various search criteria to search for batches that are in stock, eg. When posting goods issue, when creating a delivery, etc.
  • Batch Where-used List: The batch where-used list shows the path of the batch from its procurement to its delivery to the customer.
  • Active Ingredient Management: You use this function to administrate and process materials with active ingredients that are to be handled in batches.
     

2) Quality Management:
In order to align with legislation and regulations around food safety by FDA and other authorities (e.g., EU Dir. 178/2002, the U.S. Bioterrorism Act of 2002) SAP can help in maintaining quality standards on food safety.

In order to comply with HACCP (Hazard Analysis & Critical Control Points) a regular planned SAP quality inspection of the food processing during procurement, production and delivery can ensure the safety of the food products.

SAP can help Food safety through Quality planning, Quality inspection, recording of laboratory analysis, Quality reporting and Quality improvement.

Benefits:

  • Reduced penalty risk
  • Decreased risk of food-safety compensation payments
  • Reduced risk of bad reputation
  • Lower operating costs

3) Handling Unit Management:
Due to the increased global networking of manufacturers, forwarding agents, merchants, and consumers, the communication between all those involved in the supply chain is becoming more and more important. A common numbering standard that is defined by the international standardization organizations (UCC, EAN International) forms the basis for efficient processing in this field.

These standards include the UCC/EAN128 and one of its sub-components, the Serial Shipping Container Code (SSCC), which can be used to identify the handling units that were shipped. Within the supply chain, handling unit data can be transferred from one section to the next, for example, through EDI with EDIFACT or EANCOM standards using the UCC/EAN128 and the SSCC.

A handling unit is a physical unit that consists of the packaging materials (load carrier / packaging material) and the goods contained therein. A handling unit is always a combination of materials and packaging materials.

In SAP Handling Unit Management (HUM) for Food Safety the SSCCs assigned as unique numbers as the handling unit is created. These numbers then serve to identify and track the handling units. The EAN128 numbering system is integrated in the SAP packing function (Handling Unit Management).

In SAP, Master Data can be maintained for packaging instructions and packaging instructions determination records. Handling units can be created at the time of packing in Process Order or at the time of creating a delivery in the sales cycle.

4) Batch Recall:

When a food item with a defect batch is identified then it must be recalled from customers and prospects who received / could receive the batch.

SAP has the functionality to find and recall a defective batch already delivered to a customer and trigger batch specific returns processing.

After the customer has received his order and he realizes that the batch is defective, he notifies the vendor. The vendor creates a sales activity to begin a direct mailing to all recipients of the defective batch. Once the mailing list is determined, the letters are printed. This action automatically completes the first sales activity and subsequently creates individual follow-up sales activities per customer, like creation of returns document and returns delivery.

The quality inspection takes place after the returned goods have been received and booked into Returns. During GR for returns a quality inspection lot is automatically created. After quality inspection, the further handling of the returned goods is decided, like transferring the goods to unrestricted used stock or blocked stock.

The origin of the defective batch can be identified all the way up to the vendor who supplied the raw material.

5) Customer Returns:

The process of Customer Returns or Sales Returns can also be handled in SAP.

The returns order and delivery are created while the goods are in blocked storage. The credit memo is created based on the analysis results of the lab. The optional credit memo or full goods depends on the analysis results. Thereafter, the subsequent order settlement is done.

Food Safety and Traceability is one of the key challenges in the CPG industry. To effectively compete in this environment, the CPG companies must address the food safety and traceability requirements of various markets/geographies. SAP being the market leader in the ERP technology space, addresses all the challenges posed by the food safety and traceability needs of the CPG industry.

Do share your views on this and also if you are from this Industry then let me know how you are addressing this issue.

December 21, 2009

How could digital marketing impact your company processes and systems?

For the last months there have been huge debates regarding the use of digital communication channels for promoting products and services, and overall digital marketing seems to be in constant growth.
How this costant growth will impact your company in order to get best results?

 

Nowadays a huge spectrum of channels and sophisticated tools are available:

 First of all the Internet has enriched its early phase tools (e.g. email, banner ads, dedicated websites, pop up ads, sponsored content, paid search) with emerging “vehicles” such as social media platforms, virtual worlds, blogs, online gaming, wikis, and widgets.

 Secondly Mobile channel is going beyond SMS and MMS allowing mobile web, video and content download, and dedicated applications.

 Finally we can also consider digital outdoors like digital video displays and interactive kiosks.

Market forecasts are confirming this growth, predicting that digital market spending should reach up to 20% of total advertising expenditure by 2012-2013 from the current 10-12 percent.

What is relevant is that the spend increase should come not only from the industries that have been until now the pioneers and big spenders in digital media (like financial services, computer and communication, and automobile) but also from industries that have dedicated until now limited resources and a small percentage of total spending.

Particularly CPG industries that are among the top advertisers in traditional media are now also going to focus on digital marketing and increase in a relevant way their investments.

What are the reasons that are accelerating the use of digital channels?
In my opinion there are four main reasons:

 The economic downturn is pushing for innovation in an attempt to explore and adopt cheaper and more effective ways to reach the customers.

 Internet and mobile device population as well as the amount of time spent by the user on the Internet or using mobile applications are constantly increasing. 
What’s more, digital channels are going to represent the 1st choice of communication media among young people.

 The consumer is doing more and more pre-shopping on line: gathering information, consulting blogs, reading expert opinions and user feedbacks.

 Digital channels allow interacting with the customer in a very personalized and targeted way and, in case of the mobile, in real time.
These characteristics could allow for the development of very innovative approaches.
For instance through the mobile channel a CPG company could recognize the presence of its customer in the shop when he is buying and reach him with a timely and personalized instant message and promotion.

In which areas will an extensive use of digital marketing channels impact a CPG company, or which capabilities will the company need in order to obtain best results?

 Multichannel Campaign management: With digital marketing we see a proliferation of channels. The marketing campaign will be more and more executed across a mix of traditional and digital channels.
Therefore it will be critical to have processes and platforms that support preparation, execution and control of the campaign across channels and as well as tools that allow comparison of the effectiveness of each channel.

 Customer data management: In the digital world quality and quantity of information available on the customer (e.g. demographic attributes) will dramatically increase.
Also the customer data will come from different sources because of the proliferation of communication channels.
A company needs, therefore, to improve its capability to collect, manage, and integrate the digital data with traditional media data and to make it available for sophisticated analysis.

 Direct and personalized communication: Direct and personalized communication with the consumer such as the use of emails will constantly increase as will the possibility to provide other types of content (e.g. videos, gadgets, dedicated promotions) according to the specific characteristics of the customer.

 Digital content creation and management: Content will be highly personalized, used and consumed faster, while being made available in different formats and through different channels.

 Data analysis: Digital channels provide huge quantities of highly measurable customer data.  On this subject, two aspects will be key. Firstly, specifically for the Internet channel, the capacity to analyze navigation behaviour of the customer on the web is critical. Secondly it is necessary to maximize the capacity to analyze customer data gathered from multiple sources in order to define a model of customer behaviour along the complete purchasing process.

What is your point of view on this? Your thoughts are highly appreciated and more than welcome.
I will blog again providing more thoughts on digital marketing impacts going deeper into the aspects related to information systems and how vendors are ready to support them.

December 17, 2009

Food Safety and Traceability in CPG Industry (Part 1 of 2)

These are challenging times for the Consumer Packaged Goods (CPG) industry. Food safety, traceability, health-conscious consumers, retailer power, new regulations and corporate social responsibility are some of the key challenges faced by the CPG industry. Fierce competition and industry consolidation are placing enormous pressure on food companies to cut costs. Meanwhile, increasingly sophisticated consumers are demanding greater levels of corporate accountability as well as constant product and service innovation. These forces are causing food companies to search for new ways to improve margins, increase asset efficiency, manage food safety risks, and grow revenues. This post outlines the Food Safety and Traceability needs of the CPG industry and in my next post I will explain how these needs can be addressed by SAP.

Addressing consumer concerns over Food Safety, Integrating legislation and regulations around Food Safety and tracking, monitoring and tracing products are some of the key business requirements in the Food Safety and Traceability space.

Why is Food Safety a key issue today?

Food safety is a worldwide issue affecting hundreds of millions of people who suffer from diseases caused by contaminated food. The World Health Organization (WHO) calls it "one of the most widespread health problems and an important cause of reduced economic productivity".

  • Annually, over 3 million children under the age of 5 die of diarrheal diseases among approximately 1,500 million episodes of diarrhea in developing countries. 70% of these incidences are attributed to food borne illness.
  • 6.5 million to 80 million cases of food borne illness occur annually in the United States.
  • About 13 million children under the age of 5 die each year from infections and malnutrition, most often attributable to contaminated food.
  • Serious and chronic health effects of food borne illness present an additional burden on the health care system, and affect an estimated 3 of every 1,000 prenatal infants.
  • The estimated annual medical costs/productivity losses due to the 7 major food borne pathogens range from $6.6 billion to $37.1 billion, according to USDA and Centers for Disease Control and Prevention (CDC) figures.

You can refer to some of the most high profile news articles related to Food recall in US from the recent past:

http://www.fda.gov/Safety/Recalls/MajorProductRecalls/Peanut/default.htm

http://www.fda.gov/Safety/Recalls/MajorProductRecalls/Milk/default.htm

http://www.fda.gov/Safety/Recalls/MajorProductRecalls/Pistachio/default.htm

Having looked at Food Safety, lets understand what do we mean by Traceability in the food industry.

What is Traceability?

“Traceability” means the ability to track any food, feed, food-producing animal or substance that will be used for consumption, through all stages of production, processing and distribution.

Why is Traceability needed?

  • Traceability is a way of responding to potential risks that can arise in food and feed.
  • It is vital that when national authorities or food businesses identify a risk they can trace it back to    its source in order to swiftly isolate the problem and prevent contaminated products from reaching consumers.
  • In addition, traceability allows targeted withdrawals and the provision of accurate information to the public, thereby minimizing disruption to trade.
  • Safeguards against Bioterrorism.
  • Fights product counterfeiting.
  • Protects and serves brands through quick and accurate access to information.

With food safety issues being identified almost every month in the EU countries and US, the authorities of EU and US have formulated some strict regulations to contain and eradicate the problem.

The European Union passed a General Food Law in 2002 – Regulation EC/178/2002. The details of it are available at the European Commission website - http://ec.europa.eu/food/food/index_en.htm. They have also provided guidelines on the implementation of traceability in EU. It is published on their website: http://ec.europa.eu/food/food/foodlaw/guidance/index_en.htm.

Similarly, US Food and Drug Administration (FDA) has comprehensive guidelines on product specific safety and traceability regulations. The guidelines are available at the FDA website - http://www.fda.gov/Food/FoodSafety/default.htm.

In my next post I will throw some light on how SAP can help address this issue.

December 15, 2009

Business Process – Adopting Industry Best Practices (Part 2 of 3)

What ERP Vendors are saying?

Sales pitch of many ERP Vendor is that they provide the Business solution based on the Best Practice in your Industry. Many of the Industry leading ERP Vendors are providing bolt-on Industry specific Business processes based on Best Practices in that industry. Some of the leading ERP Vendors provide Best practice base lines products which include Detailed System and process documentation along with pre-configured systems.

What we suggest?

Because Wisdom can not be told; it is important to weigh the cost and benefit of adopting Industry Best practices. Especially in case of COTS products, any deviation from configurable process steps leads to Custom Development, which is always a costly proposition. In a away, when you adopt a COTS product, it is advisable to go with best practices inbuilt in the package. This reduces implementation time and subsequent maintenance cost. But this has to be compared with cost involved in organizational change management.

The success of your complex IT or ERP Projects primarily depends on the Project Initiation and Project Planning Phase. Unfortunately many companies rush through the Project Initiation & Project Planning Phase. As part of adopting Best Practices from the industry, following are some of the key activities during the Initiation & Planning face:
- define the future (TO-BE) business process keeping the strategic business objectives in mind
- using consulting support, identify the suitable IT/ ERP Vendor based on your unique needs
- Overlay the Business Best Practices to your proposed TO-BE processes and create an alternative fitment/ development needs need
- Considering high-value and High-impact processes, create Justification and Return on Investment for modifying the proposed TO-BE Process to converge to Best Practices
- Develop an organizational change management, communications, and training plan
- Forward looking implementation strategy with Project Plan including internal and external resource identification and deployment, project budgeting, contract negotiations, and quality assurance (QA) planning

In the third and final post we will see what are the key success factors and benefits that we can get out of it.

December 10, 2009

Taking the “giant leap” into the world of Business Objects reporting on SAP

The last couple of years have been exciting times in the SAP-Business Intelligence (SAP-BI) space with SAP making a flurry of acquisitions in the Business Intelligence and Enterprise Performance Management (EPM) areas with the big fish being the Business Objects acquisition in the middle of 2007. With the Business Objects acquisition came a host of applications in the area of reporting, data services and EPM, into SAP’s kitty.

 

Now within the specific area of reporting and BI there were offerings for the various service lines like OLAP analysis, dash-boarding, enterprise, regulatory reporting and so on and so forth. Then SAP took the much predictable route of trying to provide a very tight integration road map of this product suite with its home grown datawarehouse solution, the SAP-BW. In the last two years SAP has also come up with an official roadmap of how each of these products in its enlarged suite would either be evolved or married with another product or retired altogether.
While this rationalization idea sounds quite logical and the natural way forward but it put quite a few questions and should I dare to say headaches in front of one person. And that is the IT Manager who was till now running his SAP-BI team using the home grown BI products and solutions from SAP. Over the last few months I have had the opportunity of meeting quite a few SAP-BI IT managers of some of our marquee clients and most of them are in a state of confusion. Their main dilemma is on whether to take the “giant leap” now or to wait and watch for some time to come. 
Some of the pertinent questions that are tormenting them at the moment are:
         i.      Should I or should I not start looking at/adopting the BO tool set like WebI/XCelsius/Crystal for my reporting needs?
       ii.      With SAP talking about drawing the curtains for BEx by 2016, should I already start thinking about Pioneer (as and when it is released) or should I adopt a mix of WebI /Crystal/XCelsius, right away?
      iii.      The tools from the BO suite look good and have rich capabilities, how do I go about migrating my current reports on BEx to WebI/XCelsius? Should I go "big-bang" or should I take baby steps? Is a PoC/pilot really required?
      iv.      Last but not least how about my TCO?  By paying an upfront license fees and doing a migration do I gain in my TCO over say a 5 years time scale?
If you are an IT manager running a SAP-BI unit for you organization, I am sure such questions would have definitely crossed your mind and if you have already not done anything  about them yet, I am sure you must be thinking very hard by now.

Wish I had a simple solution or a step by step approach to get to the bottom of this well.However I would like to propose a thought process around trying to prepare or not to prepare for this “giant leap”.  The following are some of the key considerations that someone should have while thinking about that giant leap.

Does the BO suite fill-in the gaps? : First try and see if the tool set that is on offer plugs those white spaces or gaps that exist in your current reporting NEEDS. The features that WebI, XCelsius, Crystal offer are indeed very rich and are positioned for specific needs like analytical reporting, dash-boarding, enterprise reporting respectively. Should your business have some such need(s) which it is not able to realize using BEx/WAD then it does make all the sense to look at the suite. For example a burning desire for power users to be able to create their own reports. However on the other  hand should you have strong and compelling reason(s) to believe that your current tool set is largely able to address the business needs then possibly you need to put the considerations in the back burner for the moment. My mantra here is that one should not think of adopting this tool because it is the new gizmo in the block. The driver should rather be some strong business vacuum that this suite should try and fill.
Test the waters:  Once you have decided that you really have that strong and compelling reasons to look at BO suite of products as they might be able to bridge some of the gaps that your current SAP reporting platform has, you need to test the waters. You could orrather should plan a Proof of Concept (POC) phase which would look at identifying some of your critical reports/dashboards in BEx or WAD and do a migration to WebI or XCelsius as the case may be. In our experience we have seen the PoC phases to be of an immense learning phase where we are able to de-risk, mitigate and plan work around for specific reports/functions. A PoC phase is definitely a MUST HAVE which will not only help you to understand the technical challenges and the magnitude of  the same but also to help you get the necessary “buy-in” from your business community. It would serve as a good phase for business to also understand the nuances of the tool set and find out if it is indeed satisfying their needs and addressing their aspirations and much desired needs.
Also it is the right time to try and chart out a broad roadmap to perform the migration. This will help give you a clear idea of the detailed activities and an indicative time line to get this done.
Does it make “business sense” at  the end of the day?: Before you actually cut that cheque to settle your license fees- you need to do some back of the envelope calculations as well. Now while all the benefits that you may derive out of your BO investments may not be quantifiable or tangible but you should not definitely look at what realizations you are going to get by saving on IT resources, increased development cycle time, ease of maintenance etc.
Once you are through with the above steps you should be more or less in a position to either take the plunge or retract your steps. As I said there is no one size that fits all and what makes sense to one organization may not make sense to another and deciding either way may be just alright. But what I have tried to bring to fore is a thought process which I believe should be adopted to decide on whether that giant leap is something worth taking or not.

December 8, 2009

Apparel & Footwear Industry

Even during these troubled economic times, when most of the industries are falling by the side, Apparel and Footwear industry has managed to come up with positive growth numbers year after year (at a global level). With a global market volume of about EUR 300 billion and an annual growth rate of 4 % Apparel and Footwear industry is poised for an exciting journey. The athletic apparel and footwear market, which caters mainly to the sports industry, is about 25% of the overall apparel and footwear market volume.

So what exactly is an apparel and footwear company? These are companies that design, manufacture, market, and/or license brands for men's, women's, and/or children's clothing, footwear, and accessories. With increasing focus on cost reduction and the need for responding faster to the market needs, there has been a distinct split in the activities that companies perform in the apparel and footwear space. On one hand we have the brand leaders e.g. Nike, adidas etc.  who are involved in design, marketing, and/or licensing brands for men's, women's, and/or children's clothing, footwear, and accessories. On the other hand we have the companies who manufacture the products. Having said that there still are many apparel and footwear companies who perform all the activities themselves. However the trend is to shift the manufacturing operations to a low cost location

So what is so specific about the industry?

Global setup: The supply chain of an apparel and footwear industry is truly global in nature. Different partners involved in the supply chain e.g. designers, marketing team, manufacturers, raw material suppliers, customers etc. are spread across the globe.

Focus on Design: There is a constant focus on design as there is a need to come up with cheaper and innovative products which meet the customer taste and requirement, in order to stay above the competition

Lead Time: Lead time for product development is high. However there is a constant pressure to shrink the lead time and respond faster to changing market demands

High Volumes: The product volumes handled are high. This comes from the fact that one single product may have multiple dimensions like different colors, sizes and styles.

Complex Forecasting: Long lead times, global setup and high volume of products make the forecasting process complex and long drawn. On the other hand growing market pressure forces the companies to reduce the lead time for a new product introduction into the market. In addition forecasting has to be accurate to the SKU level

Complex Customer Demand: Customer demands are complex and varies based on various criteria like geography, culture, Pricing, period of the year etc.

Seasonal: Demand is seasonal

Multiple Distribution Channels: Multiple distribution channels exist in the product distribution. Shrinking margins has forced many of the companies to come up with own retail shops. Web based ordering is also catching up

Samples Handling: With customer demand becoming complex and with increasing competition companies are having to come up with more and more new products each season. As a result companies have to procure a high number of samples each season. Also the fact that the percentage of samples which end up on the shelf for sale is low does not help the companies.

Collaboration & Flexibility: The changing retail industry practices combined with the global nature of the supply chain necessitates high degree of shared information and systems integration, flexible manufacturing strategies, stronger planning systems and highly sophisticated order allocation capabilities to meet customer service requirements, both in terms of fill-rate and on-time delivery

Even with all these challenges and unique setup apparel and footwear industry is growing. Leading software companies like SAP have come up with industry specific solutions (SAP-AFS, SAP APO etc.) to cater to the specific needs of the industry.

Having said that the collaboration and flexibility requirements combined with the unique industry characteristics is putting pressure on apparel and footwear companies to move from their complex legacy applications based system architecture to a leaner and flexible system architecture which supports them in their growth. This in turn is putting pressure on software companies like SAP to constantly improve their products and also come up with new solutions.

December 7, 2009

Activity based costing for profitability analysis (Part 1 of 2)

In the previous blog series titled - “Why do you need profitability analysis?” we discussed how profitability analysis can help a business analyze the profitability of one’s offerings (product, customer, channels etc); manage costs by identifying the non-value adding activities; and provide a benchmark to measure the output of an improvement initiative.

Moving ahead, profitability is a function of revenue and cost. The prerequisite for analyzing profitability is the understanding of revenue and cost by products, services, customers, channels etc (also called cost objects). And no methodology provides a better way to understand your costs than Activity Based costing (ABC).

ABC is a costing methodology that assumes that activities cause costs and that cost objects (products, services and customers) create the demands for activities. Costs are assigned to products based on individual cost objects’ consumption or demand for each activity. ABC systems simply recognize that businesses must understand the factors that drive each major activity, the cost of activities and how activities relate to cost objects.

Implementing a costing information system (CIS) based on ABC is a big step towards adopting profitability analysis. However it is easier said than done. It’s a major change management exercise that extends beyond the costing department to production, sales, procurement in fact to the entire organization. What are the challenges in implementing ABC and how to prepare the organization for such a change? Please look on for the next blogSmile.

December 1, 2009

Business Process – Adopting Industry Best Practices (Part 1 of 3)

Introduction:
Change is the only constant in today’s Business world. Hence the obvious question is, can we benchmark a successful corporate Business Process as Best Practice?

The trend certainly suggests that the answer to the above question is YES. But the true answer is not just Yes. It has a rider to it! Yes, but under specific set of Business & social Parameters.

It is that “but”, which require careful attention when we an organisation want to adopt the industry Best Practice.

What is the trigger?
For an existing and running organisation, the best time to adopt modified or best business process is when you are Implementing a organisation wide ERP. It may be a Commercial Off-The-Shelf (COTS) ERP package or the custom developed Software solution.

Organizational Change Management
Adopting Best Practices involves Organizational Change Management. Organizational Change Management in view of adopting any new processes is critical. Even adopting Best Business Practice produce changes in cost, quality, and productivity, and perhaps organizational culture itself.
Any change in the organisation business process, will have internal & external resistance. Hence Change Management is the key not just to being in change the existing business process, but also to bring-in Best Business processes to an organisation.

In the next part we will look at what ERP vendors are saying? And what we suggest?

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