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Get Ready to Modernize the Core

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The Infrastructure backbone is the core to any successful business. Customers planning their move to SAP S/4 HANA rely on Capgemini and HPE to modernize that core. Complexities can arise that delay companies from moving to SAP S/4 HANA. However, many customers are realizing near-term business value by modernizing now. Together we deliver a HANA ready environment today and a clear path to SAP S/4 HANA tomorrow.

Join us to learn how HPE and Capgemini jointly deliver modernization assessments that will help you define your organization's transformation.

Presented at HPE Discover Las Vegas 2016.

Publicada em: Tecnologia
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Get Ready to Modernize the Core

  1. 1. Get ready to Modernize the Core Bill Wood, SAP Solution Architect, Capgemini Jay Survil, HPE Solution Architect, Capgemini June, 2016
  2. 2. Digital Disruption is Pressing Business Model Changes 4
  3. 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. 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. 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. 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. 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. 8. Why Should I Change Now? 10
  9. 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. 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. 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. 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. 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. 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. 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. 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. 17. How do I get there from here? 19
  18. 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. 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. 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. 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. 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. 23. Why Capgemini and HPE? 25
  24. 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. 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. 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. 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. 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. 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. 30. Questions 32
  31. 31. Thank you Contact information 33
  32. 32. Appendix 34
  33. 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. 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. 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. 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. 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. 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. 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. 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. 41. S/4 HANA assessment: Roadmap strategy (Example)
  42. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 53. SmartShift : Sample of results of analysis for ABAP – Based on extra large system
  54. 54. SmartShift : Sample of results of analysis for HANA – Based on the same extra large system

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