1.
Get ready to
Modernize the Core
Bill Wood, SAP Solution Architect, Capgemini
Jay Survil, HPE Solution Architect, Capgemini
June, 2016

2.
Digital Disruption is Pressing Business Model
Changes
4

3.
By 2025 we will become an ultra connected, digital world
Transforming
how we live and work
Digital everything . . . everywhere, everyday, everyone connected1
Disrupting every
industry
Creating new business models
& removing barriers to entry
Sources: 1,2: IP & Science business of Thomson Reuters – The world in 2025 – 10 predictions in innovation, 2014
Nanotechnology coupled with
more widespread big data
technologies make DNA mapping
at birth the norm1
25% of businesses will lose their
market position by 2017 due to
digital business incompetence.
By 2025, Smart Cities shift
behaviors of government
workers, business, and citizens
so that cities can develop more
sustainably

4.
The Disruptive Digital “Idea” Economy is here
Disrupt the way you think, the way you
work, and the way you engage with
your customers.
Think Digital
Be Digital

5.
HPE 4 Transformational Areas
Transform
to a hybrid
infrastructure
Protect
your digital
enterprise
Enable
workplace
productivit
y
Empower
a data-driven
organization
MANAGE
YOUR JOURNEY TO THE
CLOUD
CONTROL AND SECURE
YOUR DIGITAL ASSETS
OPTIMIZE
YOUR BUSINESS & IT
OUTCOMES
DISRUPT
WITH DIGITAL

6.
Real time
Applications
Real time
Analytics
Transactional
Intelligence
Big Data
Real Time Business
An evolving paradigm: Real-time business
with SAP S/4 HANA
Real Time analytics
Analytics becomes part of the end-to-end business process and
participates live to decision making. Kill the batch!
Transactional Intelligence
Bring intelligence to daily business. With platforms like SAP HANA
and Big Data we can simplify processes by integrating corporate
intelligence into daily business.
Real Time applications
Optimize the usage of corporate resources by accelerating
processes and giving real-time insights into business.
Big Data
Keep and analyze all data, in any format: Luxury retailer uses Big
Data for integrating information from unstructured data coming
from social networks

7.
…but we need to match new opportunities with real needs!
How to anticipate
financial risks ?
I need to set up
decisional reporting,
which roadmap to
adopt ?
How to optimize
productivity of the shared
service centers?
How to utilize
big data in my
forecasts ?
What are the new
Management
practices ?
I must control and
improve the working
capital of my main
business activity
How to improve
employees
productivity ?
Our Managing Director
asks me to perform YTD
margin analysis by
Business Unit in my next
meeting, 2h from now.
I must shorten
the closing
period
You tell me that SAP
HANA can help my
company, but how ?

8.
Why Should I Change Now?
10

9.
What can you achieve with S/4HANA?
– Accelerated responses and calculation
times for Complex Profit Analysis: from 20
min to less than 1 minute
– High satisfaction of controllers community:
allow them to make detailed margin
analysis and finish closing
period earlier
SIMPLICITY
Deal with both transactional and analytical
workloads, simplifying your IT landscape.
SPEED
Perform real-time planning, execution, reporting,
and analytics based on live data.
COST EFFICIENCY
Reduce total cost of ownership (TCO) by combining
analytics and transactions.
INNOVATION
Unlock new growth opportunities by rethinking
business processes and enabling the business
platform for mobile devices
AGILITY
Access to real-time business insights on
any device, anytime, anywhere.  More speed in the implementation of
projects
 Competitive advantage due to a single
system to manage all the business units
 ROI estimated to ~9% in a highly
competitive industry pulp & paper)
 Improve the performance of Payroll and
MRP process by 50%
 Time to Value acceleration for Analytics
 Support new business models such as
Beauty and be the platform for continued
revenue growth
 Providing a future Digital platform –
enabling transformation of the business
processes, operations and analytics
UK Based Global
Luxury Brand
French Global
Luxury Group

10.
SAP HANA Impact on Operational Expenditures
A recent study was commissioned by Forrester Research1, in April 2014 to conduct cost-based analysis by utilizing the
Total Economic Impact (TEI) methodology and to examine the potential cost savings and reduction in total cost of
ownership (TCO) that enterprises may realize by deploying the SAP HANA platform
“Prior to the SAP HANA platform, customers were using traditional database platforms for their applications (both SAP and non-SAP), incurring costs
associated with required hardware and software for processing and data storage, as well as the labor required for development and administration. By
transitioning these applications to the SAP HANA platform, customers have experienced and projected that they are able to reduce the hardware and
software required for these applications, as well as reduce the efforts for administration and development resources” - Forrester
TCO savings
across modeled
scenarios:
37% 11
Total cost with
the SAP HANA
platform:
USD19,663,124 12
Total cost
without the SAP
HANA platform:
USD 31,324,017 13
Net cost savings
with the SAP
HANA platform:
USD 11,660,893 14
Financial
Summary
Showing
Three-Year
Results
1. Forrester Report - ‘Projected Cost Analysis of the SAP HANA Platform’: April 2014
2. IDC Reports on SAP HANA implementations
For this study, Forrester interviewed four
existing global customers of SAP HANA and
conducted subsequent financial analysis which
inferred that a composite organization based
on these interviewed companies could expect
to experience the risk-adjusted costs and costs
savings as showcased below:
 An electricity supply company for a large region of the western United
States
 An American global aerospace, defense, security, and advanced technology
company
 An Italian multinational manufacturing company with over 20 production
sites and a network of 10,000 distributors and retailers
 A German regional energy service provider for electricity and gas
Four existing global customers of SAP HANA were interviewed:

11.
Simplify Your Landscape, Aggressively Engage the Digital Economy
• Instant insight to action on live data
• One copy of the data
• No ETL and batch processing
• Multiple copies of the data
• Decisions and actions on old Data
• ETL and batch processing efforts and costs
R3 and ECC S4HANAMiddleware Reporting

12.
SAP Application Roadmap
 The traditional Business Suite will continue to
evolve till 2025. However it will be limited by
compatibility constraints.
 S4/HANA platform will have most key
innovations
 Upgrade to SoH is a technical upgrade
 Technically we need to do a migration for
moving to S4/HANA. Right now, given that the
technical gap between the two products is
smaller the migration cost can be highly
automated/industrialized. In the future things
may change
 Fiori will be the future UX of choice. We should
expect SAP GUI to be discontinued in the
future…
2010 2015 2020
Suite on any DB SoH S/4HANA
Keyinnovations
Suite on
HANA
S/4
HANA

13.
Target end state in 5 years (Example)
Classic DB
ECC 5
Classic DB
ECC 6 EHP
7
HANA DB
ECC 6
EHP 7
ECC5
“ECC 5 out of maintenance”
ECC6 SOH
ValueTCO
 Financial Penalties reduction
 Data mining and presentation
 HANA real-time analytics
• Low cost option compared to other
end states
• HANA Analytics licenses
• Limited ability to scale up
• Incidents might required additional
funding to be fixed by SAP as version
is in customer specific care
Description
 No ECC5 upgrade
 BW migration to HANA (Hana Live,
Lumira, Real Time BPC)
HANA
BW +
Sidecar
BW
APO
HANA
BW +
Sidecar
APO
A
P
O
S4
FIORIBPC
 ECC6 upgrade to HANA compatible EHP
7
 New GL for Finance available with
potential performance impacts
 Multi-dimensional Finance Reporting
 New data model and alignment between
GL and CC Accounting
 Disputes and Collections
 ECC5 option + ECC6 upgrade costs
 Supported version
 Suite on HANA and BW on same
DB platform
 Operational reporting through
HANA Live
 Fiori Smart Apps
 ECC 6 value
 User productivity gains for non-
professional users
 Exploratory reporting with
streamlined presentations
 Landscape simplification through
multi-tenant
 Licensing offers through bigger
bundle
 Potentially higher hardware costs
HANA DB
S4
(Simple
solutions)
BW
I
B
P
FIORI
 S4 with Simple Finance solution
activated and Simple Logistics
 Integrated Business Planning
solution
 Simple Finance alignment of data
models between FI, CO, COPA
 Streamlined MRP
 New applications
 SOH option costs
 Lower cost for adoption of new
innovations

14.
ECC database growth (Example)
– Method of calculation : monthly average
based on the growth in 2014 : 23GB each
month.
– Oracle Database 11G is the first release
supported by SAP to reduce quickly the
database volume by compressing the data.
But this version is only supported until
January 2016
– Upgrade to last version of SAP ECC6 EHP7
is required to use Oracle 12C (Last version
of Oracle)

15.
MSEG MARC
Master
Data
MSEG
New
AC
DOCA
BKPF BSEG BSET BSIS BSIS BSIK BSET
COBK COEPLFC1 GLT0 GLT0 GLT0 COSP
MSTQH MSTEH
MSTBH
MSSQH MSSAHMSPRHMSLBH MSKUH
MSKAH
MKOLH
MCHBH
MARDH
MARCH
MSTQ MSTE
MSTB MSSQ MSSA
MSPR MSLB
MSKU MSKA MKOL
MCHBMKPF MARD
SAP Logistics with aggregates and indices
SAP S/4HANA Materials Management & Operations
SAP Finance with aggregates and indices
SAP S/4HANA Finance
Traditional DB on HANA S/4HANA
593 GB
118.6 GB
42.4 GB
S/4HANA database & table structures
Reduce database size and prepare for high throughput and transaction intelligence
Illustratvie example
Column store Any attribute as an index OLAP + OLTP togetherCompression

16.
S/4 HANA –“Why Now”
The time is NOW to embark on the S/4 HANA journey
with Capgemini and create competitive advantage
Business
Value
Time
 Next Business Practices –
competitive innovation
“Next Generation”
Applications
 Adoption of latest
innovation – standard
from SAP
“Simple” Applications
 Custom code
optimization
 Business process
improvement
Business processes
optimization
 Migration to new HANA
platform
 Virtualization and cloud
options to reduce TCO
Technical
migration
Now
1 Based on a recent Forrester study (Sept 2013)
3 Years TCO savings 1
Up to 37%

17.
How do I get there from here?
19

18.
The Roadmap to S/4HANA
SAP Suite
Database
BW 7.4BW 3.5 BW 7.xAnalytics
ECC 6.0 Business Suite
Xchange
Innovation
S/4HANA
HANA Platform
SoH
HANA sup platform
(x86, Linux)
Platform not
supported for HANA
IT infrastructure
Any DB
Modernize the Core
Accelerate with HANA
STEP 1 STEP 2 STEP 3
Transform into a digital enterprise

19.
S/4 HANA Strategic Value Assessment - Methodology
 Identify Key Stakeholders
 Secure Executive
Sponsorship and
commitment of resources
(customer IT and Business
Representatives)
 Review Scope and Project
 Signed-off on Project Plan
 Leverage questionnaires to
capture information relevant
for assessment.
 Execute BSR and Custom
code check to collect
system usage and process
information
 Constantly engage with the
key resources through
follow-ups, clarification
sessions and interviews.
 Review the filled up
questionnaire and sign-off
on data collection
 Leverage filled questionnaire
collected from the customer
along with predefined
hypothesis for analysis.
 Value Map development of
each option
 Prepare Target System
Landscape and Operating
Model
 Validate with customer to get
an early feedback and
incorporate them.
 Recommend transformation
roadmap
 Present Business case
elements and Final
Assessment Report
 Propose next steps to
embark on the
transformation journey
Prepare Collect Analyse Recommend

20.
S/4 HANA assessment:
Roadmap strategy (Example)
Time
Business
performance
Step 1 Step 3 Step 5 Step 7
Step 6Step 4Step 2
Identify improvement
areas
SAP HANA
Adoption Roadmap
S/4HANA
Migration
Customer process
optimization
(wave 2)
SAP HANA Quick
assessment
SAP Business Suite
Migration to HANA
Customer process
optimization
(wave 1)
Strategic Value
Assessment Value Upgrade
Continuous
Improvements

21.
The roadmap to S/4HANA
23
Standardize
and
consolidate
Virtualize and
automate
HPE
infrastructure
and OneView
Self-service
infrastructure
plan/build/
run/deliver
SAP
Solution
Manager
DL 580 for enterprise class
SAP HANA TDI Workloads
SD/X for Extreme
Scale SAP HANA
TDI workloads
HPE Converged
System 900
HPE Converged
System 500
SAP HANA
platform
DL 580 for
enterprise class
SAP HANA
TDI Workloads
SD/X for
Extreme Scale
SAP HANA TDI
workloads
HPE Converged
System 500
SAP S/4HANA
simplified user
experience
HPE Converged
System 900
EmpowerModernize Transform

22.
Roadmap: Upgrade then Transform
(recommended)
2016 2017 2018
Q1 2016
BW
migration
(3-4 mths)
Q4 2016
ECC 6 migration to EHP
7 on HANA (SOH)
(5-7 months)
BW BW
1. UPGRADE 2. TRANSFORM
Q4 2017
Adoption of new
Finance data model
(6 months)
BPC – HR &
Commerce
Q4 2018
Activation of Simple
Finance
Activation of Simple
Logistics (tbc)
Q4 2017
Fiori SmartApps
V1
Q2 2017
HANA Live
Penurie 2x/d
Q1 2018
Fiori SmartApps
V2
SOH SOH
New Finance
BW & BPC
SOH
Simple
Solutions
BW
BPC - Finance
BW
Q1 2017
BPC –
Finance (6
mths)
Q4 2017
BPC – HR and
Commerce (6 mths)

23.
Why Capgemini and HPE?
25

24.
The Capgemini and HPE Strategic Alliance
– The HPE - Capgemini alliance is one of the deepest and broadest in the industry with a heritage of joint solutions and
satisfied customers spanning more than 25+ years. Together, we provide complementary, integrated, and complete
solutions that support clients’ business demands in secure infrastructure, application testing, and Big Data and
analytics, with extensive experience in SAP environments.
– Capgemini has a world-leading Business Information Management (BIM) practice that has a proven track record,
extensive analytics experience, and the ability to go very deep in certain industries (e.g., financial services, HLS,
oil/gas, utilities, CME, retail, public sector).
– HPE and Capgemini have been consistent winners of the SAP Pinnacle Awards since 2010 and are leaders in
providing platforms and services for HANA infrastructures.
– Capgemini has significant experience delivering services with HPE tools - HPE Testing and QA solutions represent
65% of Capgemini Testing Services.
– Every year, HPE and Capgemini jointly publish the World Quality Report, which surveys more than 1,500 customers to
gain better insights into ALM and Testing related issues.
– Capgemini was awarded the HPE AllianceOne Partner of the Year in “Mission Critical Computing” in 2013

25.
Capgemini – A Global SAP Leader Since 1993
 SAP consultants in more
than 40 countries
 More than 1,300 SAP
clients in 2015
 Consultants average over
8 years of SAP
experience
 SAP skilled resources,
present in our Onshore,
Nearshore and
Rightshore® centers
 Intellectual Property
solutions for the Cloud,
Mobility, Analytics, and
HANA
 Preconfigured industry
solutions
Canada
United States
Mexico
Brazil
Argentina
Chile
Guatemala
Colombia
Morocco
South Africa
All over Europe
Australia
People’s Republic
of China
India
Singapore
Philippines
Taiwan
United
Arab Emirates
Malaysia
New Zealand
Japan
Vietnam
Saudi Arabia
2012 2013 2014 2015
In 2015 more than 17,800 global SAP resources
North America
2,700
Latin America
1,400
EMEA
4,450
Asia-Pacific
9,250
SAP Gold Partner
Reseller Program
SAP Global
Services Partner
SAP Global
Hosting Partner
Hosting
Centers in each major region of the world, with SAP subject matter and solution delivery specialists, in 40+ countries.
More than 1,300 SAP clients in 2015. We are global and local — just like your business.
2016

26.
S4 HANA Digital Core . SAP Industry Best Practices . SAP Certified . Rapid Results . Highly Scalable
Accelerated & Certified SAP Solutions
DIGITAL INDUSTRY HANA and S4 SOLUTIONS LOB SOLUTION
Procurement
EDGE
Procurement
Solution for all
Companies
certification in-
process
Financials
EDGE
Financials
Solution for all
Companies
certification in-
process
CRM EDGE
CRM Solution
for all
Companies
HCM EDGE
HR LOB
Solution for all
Companies
MFGPath
for Discrete,
Repetitive, MTO
Manufacturing
and Mill
Products
Companies
AutoPath
for Automotive
Suppliers and
Aftermarket
LifeSciencesPath
for Pharmaceuticals, Life
Sciences and
Medical Device
Companies
READY Upstream
for Upstream Oil &
Gas, Independent
Exploration, and
Production
Companies
CPGPath
for Consumer
Goods and Food,
Beverage
Companies
EnergyPath SM
for Energy, Oil &
Gas, and Energy
Services
Companies
DistributionPath
for Wholesale
Distribution
Companies
RetailPath
for Online &
Brick and Mortar
Retail Companies
UtilityPath
for Utility and
Energy Services
Companies
certification in -
process
GroceryPath
for Grocery ,
Health & Beauty,
Baby, Bakery,
Floral, Photo, C -
Store,
FashionPath
for Apparel,
Footwear and
Retail
Companies
Media
Path
(in development)
for Software,
TV/.Film, Gaming,
Studios and
Publishers
A&DPath
for A&D Suppliers
and Aftermarket
A&DPath
for A&D Suppliers
and Aftermarket

27.
The HPE SAP Alliance Strategy
Enabling SAP customers for the New Style of Business
29
Our joint foundation To our joint strategy To customer
transformations
2500+
Shipped HANA appliances5
46%
SAP licenses on HPE4
25+
Years of partnership
The right technologies
for managing growth
The right innovations to
deliver business outcomes
in the future
The right partners to
accelerate your digital
transformation
Validated
Consistently YOY
Simplification
and
Innovation
Business
outcomes
Infrastructure
solutions
4 Historically over the 25 years of partnership 46% of all SAP customers are running their SAP application (R/3) on HPE servers. Source: HPE internal installation tracker.
5 HPE shipped over 2400 HANA appliances (BL 460 based or DL 980 based AppSystem for SAP HANA or CS 500 or CS 900 or SDX) to around 1100 customers. In average a customer is
running 1–3 appliances per HANA installation. WW shipment numbers from September 2015.

28.
Leading innovation far into the future
A new generation of computers and software is coming
30
Traditional
computing
SAP ERP with Oracle
Universal-memory
computing
S/4HANA on “The Machine”
from HPE
Main memory
Universal CPU
Copper
TodayFor 20 years Starting 2019
10,000X
poerformance
10,000X
performance
HPE/Intel
Moonshot
technology
HPE Memristor
technology
HPE/Intel
Superdome
technology
Multi core
universal CPU
Storage
Copper
In-memory computing
S/4HANA on HPE 12 TB
scale-up CS 900
Persistent
data
Main
memory
Special purpose cores
Photonics
Persistent
data
Universal
memory
Persistent
data
Storage

29.
Get more information
31
Attend these sessions:
– BB8331 - Business Case Calculator for
DevOps Initiatives
– BB8404 - Emerging trends in testing
– 10134 - - Failing and Failing fast in AppDev
Visit these demos: Follow us on Social Media:
– Discover Zone - Transform
– Discover Zone - Empower
– Twitter: @HPE_Alliances
– Twitter: @Capgemini
– Hewlett Packard Enterprise & Capgemini
– www.capgemini.com/hpe

30.
Questions
32

31.
Thank you
Contact information
33

32.
Appendix
34

33.
HPE addresses the market from infrastructure to cloud
Secure, automated, high-available operation
35
Hardware IaaS
Infrastructure-as-a-
Service
PaaS
Platform-as-a-Service
AaaS
Application-as-a-
Service
SaaS
Software-as-a-Service
HANA appliance, TDI, base config, storage, network
High availability, disaster tolerant data center
Operating system
virtualization
HANA platform
Application
S/4HANA, ERP, BW
Application license
VPC10 SAP Practice
HANA White Label
HPE runs SAP HEC
10 Virtual Private Cloud
HPE SAP operation on
all service levels

34.
HPE: Leader in the HANA ecosystem
Asset-powered
36
6 TB
8-socket
12 TB
16-socket
Maximum scale-up node for business applications
2X capacity
IBM
Fujitsu
2 TB
4-socket
Cisco
Dell
Huawei
Industry-standard servers comparison
Bigger apps
More data
More choice
Uninterrupted
performance
50%
0%
Lenovo
23%
Fujitsu
16% Cisco
and VCE
10%
HANA hardware market share6
43%
Double the Experience for Mission Critical HANA
6 Gartner, December 2015
HPE HPE

35.
Out of all certified SAP HANA vendors HPE is the clear leader
37
16-socket
24 TB
HPE CS 900
supports up
to 24 TB
12 TB CS 900
8 TB CS 900
8-socket
6 TB CS 900
No 8-socket Haswell
system available
4 TB CS 900
4-socket9
3 TB CS 500
2 TB CS 500
2-socket 1/1.5 TB CS 500
# of sockets
(CPU’s)
Main
memory of
single node
8 Update from December 2015. For latest certifications check always: global.sap.com/community/ebook/2014-09-02-hana-hardware/enEN/appliances.html
IBM not listed here: IBM is selling Power-based systems only. Power-based systems are not certified by SAP in general, only project based.
9 SGI offers 4-socket appliances with 1 TB and 1.5 TB
No 16-socket Haswell system available
No certified “Haswell“
system available at all
(these vendors
do offer “Ivy Bridge”
systems)
Only HPE delivers certified HANA scale-up servers > 6 TB
with Intel Haswell8

36.
HPE portfolio for SAP HANA
38
HPE ConvergedSystem 900
for SAP HANA
HPE ConvergedSystem 500 for
SAP HANA
and Intel Xeon® E7 and E5
based TDI compute blocks
3TB2 TB1.5 TB1 TB768 GB512 GB384 GB256 GB128 GB
Scale-up Scale-out
    
         
    
 HPE ConvergedSystem 500 for SAP HANA Appliance
 HPE TDI Compute Blocks for SAP HANA with the Intel E7-4880
 HPE TDI Compute Blocks for SAP HANA with the Intel E5-26XX
16 TB
Scale-up Scale-out
16-socket
4 TB
8 TB
12 TB
16-socket
4 TB
8 TB
12 TB
4-socket
1TB
2TB
3TB
HPE Superdome X
BL920s Gen 8 Blades
Intel Ivy Bridge E7-2890 or 2880 V2
(2CPUs per Blade/15 Cores per CPU)
HPE Superdome X
BL920s Gen 8 Blades
Intel Ivy Bridge E7-2890
or 2880 V2
(2CPUs per Blade/15
Cores per CPU)
8-socket
2 TB nodes
Scale-out to 32 TB
(96 TB possible with
custom SOW)
Scale-out to 48 nodes

37.
Technical Pain points analysis (Example)
ID Description Business Impact Desr. Volume
Impact
Perf
Impact
UX
Impact
(Y/N)
Batch
TEC_1 Peak of I/O during batch activity
between 5000 to 14000 I/OPS
No Business impact currently but
SAP application should be lock if
the database size increases a lot
X X X
TEC_2 SAP Application server CPU : more
than 80% during batch activity .
SAP recommendation : CPU <= 65%
in average
No Business impact X X X
TEC_3 ZQM4
Transaction response time > 1min
Wait more than 1 minute to
receive the result of the
transaction
X
TEC_4 Database version is no more
supported by Oracle
See details in slide “ECC database
growth”
No Business impact

38.
Solution and migration impacts (Example)
Scenario Solution Migration
Scenario A : Fresh implementation
New environment initialized from
current production system without
data
- Implementation of new company
codes
- > use new chart
-> create new controlling area /
operating concern
-Review all integration with logistics /
Manufacturing solution
-Align solution to model for cost
centers, internal orders and
budgeting process
-Review investment process
-Review all interfaces and impacts on
source applications
Migration as a new SAP system
Migrate all logistics and finance static
and dynamic data
Scenario B : Upgraded current system
- Current production system is
upgraded to target version
- Data in production will stay
Migrate as an existing system
- Migrate Finance static data (chart of
accounts, cost centers, …)
-Transfer Finance dynamic data to
new org. structures (open items, fixed
assets, …)
-Transfer logistics data in integration
with finance to new org structures
(open PO in new plants, inventory, …)

39.
HANA Sizing – First estimation (Example)
– Calculation method : Use SAP report “ZNEWHDB_SIZE“
– First results :
Option Required memory Size
HANA memory size Now HANA memory size with
300 GB growth over 3Y
SOH Without Simple
Finance
865 GB 1 TB 1,2TB  2 TB
BW 638 GB 1 TB 1 TB
Optimization options:
- Archiving data
- Archiving of voluminous tables (…)
- Purging PSA, Archivlog deletion for BW

40.
S/4 HANA assessment:
Architectural recommendations (Example)
Corporate Finance Hub (target)
Business Area 1 SAP
ERP 1
Business Area 2
SAP
ERP 2
Business Area 3
SAP
ERP 3
Business Area 4
Non-SAP
ERP 4
SAP BW
(BPC)
 Central corporate hub for
Finance
 Real-time analytics
 Full benefit of S/4HANA
technology
 Low impact on corporate
architecture
 SPoT for MD, CO and FI
Solution
Manager
SLT
Replication
S/4HANAS-FIN MDG-F

41.
S/4 HANA assessment:
Roadmap strategy (Example)

42.
Rather Cloud AND on-premise…
Cloud
On
premise
– Both deployment models have advantages
– An hybrid model would allow to bring together the best
of both worlds
– Hana Enterprise Cloud and on-premise S/4HANA
solutions share the same “code line”
– S/4HANA lower data footprint simplify moving
deployments between on-premise and cloud…

43.
What’s next? …S/4 HANA assessment:
Tasks description
BSR execution
• In this tasks the scripts necessary for the BSR
report should be executed in the customer’s
production system. And the results should be sent
to SAP
Customer interviews
• During those interviews Capgemini’s consultants
should get information about business issues and
priorities. Specific sessions should be planned in
order to get an idea of the complexity of the key
applications (2 or 3 max)
Code extraction
• During this activity Capgemini’s experts extract the
ABAP/Java code from our customer’s system
Custom code analysis
• The code files will be automatically analyzed by
Capgemini’s tools. The analysis takes into account
real system usage.
• The key areas of improvement will identified from
system usage statistics
Brainstorming sessions
• In this task the results of both BSR and Customer
interviews will be analyzed. Possible architectures will be
evaluated with pros & cons, as well as possible roadmaps
and a high level evaluation of efforts.
Final Workshop preparation
• In this task we will prepare the material necessary for the final
Workshop: Presentations and other logistical elements
Final Workshop
• The final workshop should be realized together with the Customer.
The objective is to discuss the results of the assessment, as well as
to take decisions with respect to next steps
• The end of the workshop should be reserved for discussing about the
possible innovation areas that could be created by the adoption of
SAP HANA
Documentation
• This task is reserved for finishing up the documentation of the Quick
assessment service..

44.
Functional Interviews : Content & prerequisites
Workshop 1
Questionnaires Review
Project 3Y portfolio overview
(0,5 Day – All streams
1 Day - Finance)
Business Volume
Questionnaire
Business Process Maturity
Grid
Workshop 2
Stream Specific Interview
(0,5 Day – All streams
1 Day - Finance)
Workshop 3
KPI & Dashboarding
requirements
(0,5 Day – All streams
1 Day - Finance)
ANALYSIS PHASE
Workshop 4
Stream Specific Analysis
(0,5 Day – All streams
1 Day - Finance)
Workshop 5
Stream Specific Analysis
(0,5 Day – All streams
1 Day - Finance)
RECOMMEND PHASE
Workshop 6
1st Findings workshop
(0,5 Day – All streams)
Workshop 7
2nd Findings Wshop
(0,5 Day – All streams)

45.
Finance - Impact Analysis (Example)
Requirements Business Driver Solution impacts
Implementation of the
operational chart of accounts
- Use of the operational standard
chart (SCoA)
- Use of the country chart for
legal purposes (PCG)
- Use of HFM Reporting chart for
group reporting
-Group Finance Requests to align
all accountants to the same
group operational chart :
- faster and more accurate
consolidation
- better communication between
entities
- harmonized processes around
the globe
High Impacts :
-All Finance solution
(configuration) to be reviewed
and mapped to the new chart :
⇒ Processes configuration
⇒ Interfaces configuration
⇒ Custom development
⇒SD/MM integration
configuration
P&L Reporting Re-design
-Use ECC and CO-PA as main
solutions and possibly FI-SL
-Use BPC for allocations by
market/product line and
intercompany elimination (or
intra-company).
-Simplify reporting solution and
correction process at closing
period (quicker, better closing
results)
-Obtain real time P&L according
to group chart of account
-Concentrate all mapping in a
single system avoiding
inconsistencies and lack of audit
trail
High Impacts
-CO-PA to fully redesign
(characteristics and value fields)
- COGS solution review (cost
allocation rules, chart of account
change, …)
-CO-PA Update rules review
(sales, returns, …)

46.
Finance - New functions available in target systems (Example)
ID Description Business Impact Desr. Priority End
State
ECC5
End
State
ECC6
End
State
SOH
End
State
S4
Other
FI_1 P&L Reporting
Multi-layer solution to
report Group and Local
Tedious work to correct and
close books
Reliability of data if mapping
is performed at multiple
levels
Difficulties to reconcile with
intercompany cost
reallocation
1 +
Redesign
-
Without
Redesign
+
Redesign
-
Without
Redesign
++
Redesign
+
Without
Redesign
++++
Simple
Finance
++
Without
Redesign
FI_5 Cost reallocation not in
real time
Costs have to be
reallocated at period-end
Reporting only available at
period-end 2
- - - +++
Simple
Finance
FI_4 Liquidity forecast
Level of details requested
by Group Treasury not
provided
Actuals vs. Forecasts
reporting not provided by
SAP
Business requirements not
met
2 - - ++
Custom dev
++
Custom
dev

47.
SCM - Target end state Pain points evaluation (Example)
ID Description Business Impact Descr. Priority
(1 – 5)
End State
ECC5
End
State
ECC6
End State
SOH
End State
S4
Other
SCM_1 Mobile acces Improve user access and reactivity 2 - +
Fiori
++
Fiori
++
Fiori
SCM_2 Supplier collaboration
insufficient
Extra stock, reactivty of supply chain not
optimum
1 - - - ? SNC
SCM_3 Long term shortage Loss of sales, penalities 1 - - - ? /APO SNP (optimizer) design
SCM_4 QA Record Documents are late 1 + + ++ ++ Redesign current program
SCM_5 Global product catalog Current solution not efficient 2 - - + ? ?
SCM_6 PMX evolution difficult Time consuming 1 - - - - ?
SCM_7 BOM version & Incomplete
task kist
Stock not correct, time consuming
Scheduling takes more time than needed,
lack of space
1 - - - - design
SCM_8 No price simulation & No
workload simulation
Scheduling not optimum 1 - - - ? /APO SNP (optimizer) design
SCM_9 WMS getting obsolete No evolution possible 3 - - - - EWM
ITS mobile
SCM_10 Long term planning per
week/material
Long term planning difficult 1 - - - ? Organization/ APO SNP design
SCM_11 Product launch Need for a better anticipation of product
launch
2 - - - ?
SCM_12 Planning with MC94 time
consuming
Inefficient planning 1 - - - ? /APO SNP (optimizer) design
SCM_13 Expiry date Stock includes expired goods, production
creates extra stock
1 - - - ? APO / design
SCM_14 QM has many specific
program
Evolution difficult 3 - + ++
Fiori
++
Fiori

48.
OTC - Target end state Pain points evaluation (Example)
ID Description Business Impact Descr. Priority
(1 – 5)
End State
ECC5
End
State
ECC6
End State
SOH
End State
S4
Other
SD_1 Order quantities re-
allocations job runs once
per day @22H.
Realtime order processing and
logistics execution - potential
benefits on customer satisfaction
and reduction in penalties
1 +
Sidecar
+
Sidecar
++
I/O
improvment
s
?
Simple
Logistics
SD_2 Standardize quota
management processes
Simplification of screens and
planning at different level could
reduce business planning effort.
3 - - - - Process redesign to plan at
product category level or
investigate APO options
SD_3 S&OP planning process
(Besoins Bruts
Commerciaux) and
gestion BNC for product
launches
Integrate full planning cycle within
the same tool
2 - - - ? IBP and
Simple
Logistics
SD_4 Inbound sales order
IDOCs handling and error
reporting
Streamlined monitoring and
controlling of interfaces to reduce
blocked orders
4 - +
EHP4 -
ECH
+ + SAP AIF
SD_5 Rebate agreements –
occasional issues with
updates of infostructures
and retro-active correction
of rebate values
Greater flexibility in rebate planning
processes and less errors
Ability to derive scale base value
from multiple condition types
4 - +
EHP0
+ ?
Dynamic
generatio
n of info
structures
Vistex – SAP partner product
SD_6 Info-structures – update
issues
5 - - - ?
SD_7 Maintenance of product
and customer hierarchies
cumbersome
4 - - - - Design – hierarchies in BW

49.
Tools & Accelerators used by Capgemini within our Assessment and
Migration Projects
o UPL
o SQL Monitor
o SQL Performance Tuning
o DMO with SUM
o SUM
o SWPM
o CAST
o smartShift
o smartShift
o Questionnaire
o CAPTURE
o Auto2HANA
Analysis
Migration
Custom Code
Adaptation &
Optimization
o Delivery Methodology

50.
Product Code Quality Estimation Automation Comment
Code Inspector Main focus on code quality. No automisation and estimation can be
made manually on code quality analysis.
CAST Not just for ABAP and has a bigger application scope. No
automisation.
Capture Specially made for estimation but using a statistical approach. At the
moment still see a larger discrepancy when comparing smartShift
and Capture analysis.
smartShift For any technical SAP Project. For assessment to HANA
recommendation and Upgrade
Auto2HANA Specifically for HANA Upgrades, and for assessment for a HANA
upgrade. Currently (August 2015) still immature.
Tool Summary
Summary
Currently only two products also allow automatic changes, namely smartShift and Auto2HANA.
smartShift has far more rules than any other product and is therefore the leader. Auto2HANA will run
in parallel to smartShift in the next months to fine tune the rules and accuracy. Aim is to make
Auto2HANA mature as quickly as possible in the area of HANA Upgrades and make this the standard
tool.

51.
Code Analysis results (Example)
– To estimate the workload for the first step, we used two approachs :
– Internal Capgemini Tool : Capture Plus to identify all custom objects and estimate the workload to retrofit
these objects to be compliant with the new SAP version.
– External Capgemini Tool : CAST – This tool identifies all violations of development best practices and
standard rules. It was also used to evaluate the health of the system.
Main Workbanch custom
objects
Quantity
Z Programs 2061
Custom Reports 832
Function Groups 584
Function Modules 188
Worfflow 153
SAP Scripts 106
SAP Forms 53
TOTAL 3977
Capture Tool Extraction synthesis
(Only SAP Upgrade)
Functional
Domain
Total of
violations
Required for
Upgrade &
Migration
Nice to Have
FI-CO 2582 1633 949
SD 5046 2873 2173
MM 4062 2604 1458
PPPI 2168 1498 670
QM 1667 1058 609
WM 277 230 47
BW 577 292 285
BC 564 380 184
TOTAL 16943 10568 6375
CAST Extraction synthesis
(SAP Upgrade & HANA Migration)
Scope
1969
Zprograms
186 used in
May
9,5%

52.
CAST code analyser rules (Example)
Rule Required / Nice to
Have
Avoid nested SELECT ... ENDSELECT statements Nice To Have
Avoid Open SQL queries in loops Nice To Have
Avoid using SELECT ... FOR UPDATE Nice To Have
Never use SQL queries with a cartesian product Nice To Have
Avoid SELECT ... BYPASSING BUFFER Nice To Have
Avoid "SELECT *" or "SELECT SINGLE *" queries Required
Avoid Open SQL SELECT queries without WHERE condition Required
Avoid using FOR ALL ENTRIES IN without emptiness check on XXL Tables Required
Avoid using Native SQL Required

53.
SmartShift : Sample of results of analysis for ABAP
– Based on extra large system

54.
SmartShift : Sample of results of analysis for HANA
– Based on the same extra large system