sap active quality management april 2015 - · pdf filesap active quality management april...

Celebrating Excellence in SAP Implementations Vorstellung der Gold-Winner-Projekte Österreich

SAP Active Quality Management April 2015

Herzliche Gratulation

an alle Gewinner

SAP Quality Awards 2015

Innovation Category

Gold

Winner

2015

Bronze

Winner

2015

Silver

Winner

2015

PS L

B4B Solutions

DAS – Digitaler Arbeitsschein

Tieto

SAP

HEC Transition

Gold

Winner

2015

PS L

B4B Solutions Dipl.-Ing. (FH) Wolfgang Pölzl

© 2015 SAP SE or an SAP affiliate company. All rights reserved. 3 Confidential

Company Overview

Company name: PS Logistics GmbH

http://www.sagergruppe.at/CMS/ps-logistics-gmbh/

Headquarter location: Grazer Strasse 9, 8120 Peggau / Austria

Industry: Forwarding agency / Logistics

Main products/services: Forwarding services

Operating countries: Central Europe

Annual turnover (optional): 7 Mio Euro

# of employees: 15









Project Overview

Project name: PS L

Project scope: SAP Business ByDesign

Process coverage: Order fulfilment, procurement, cash and liquidity management, assets accounting,

periods closing, tax management, project management. In addition industry specific

requirements have been developed and deployed to fulfil the customer’s industry

specific needs.

Partner(s): B4B Solutions GmbH, Graz/Austria

Rollout scope: 1 (Austria)

Implementation method: ASAP


Project Overview

Project duration: 1.1 months

Go-live date(s): Sept. 1st 2014

# of users implemented: 15

Additional users planned: -

Estimated project effort: 10 days


Highlights from your quality approach … from any of the 10 Quality Principles

Areas where you were particularly innovative or successful (any of the 10 Quality Principles – areas such as but not limited to):

Choosing a Standard Software instead of a branch software to stay flexible; Add-ons which closed

the gap

Bottom-Up Implementation

Early involvement of the (highly experienced) key users which lead to a high acceptance of the

system and helped tailor a standard software to the branch specific needs

A short but intense test phase

Regular project meetings (remote, in person); SAP JAM


Business Case and Actual Business Benefits

Business objectives you initially intended to realize through the project

Implementing a business software which ensures the efficiency of the operational doing as well as

supports the management by providing extensive reporting capabilities to enable effective

management control in real time

Business benefits actually achieved

Thanks to the workshops at the beginning of the project, where we illustrated our needs, we were

able to “get what we wanted”. On basis of our explanations our consultant B4B Solutions prepared

a show case and illustrated how “our” processes would look like in SAP.

Future business benefits planned

Extension of logistics services

If you wish to measure your company’s performance versus 10,000s of industry or geographical peers, please access SAP Value Lifecycle Manager.

https://valuemanagement.sap.com/


an alle Gewinner


Fast Delivery Category

Gold

Winner

2015

B2B Ecommerce@HANA

SAP

TTTech SAP ERP

scc EDV-Beratung

Silver

Winner

2015

Bronze

Winner

2015 SAP

Apollon - Cost Accounting

Gold

Winner

2015

B2B Ecommerce@HANA

SAP Günther Lanner / Senior Technology Consultant


Company Overview

Company name: D. Swarovski KG, http://www.swarovskigroup.com

Headquarter location: Wattens

Industry: Consumer Products

Main products/services: JEWELRY, WATCHES & ACCESSORIES, Crystals & Gemstones for

Business Customers

Operating countries: Production locations: Austria, China, Czech Republic, India,

Liechtenstein, Thailand, Vietnam, and the US.

Annual turnover (optional): EUR 2.33 billion

# of employees: 24.000


Project Overview

Project name: B2B Ecommerce@HANA

Project scope: SAP HANA

Process coverage: Customer developed B2B Ecommerce Platform

Partner(s): SAP

Rollout scope: 15 markets (100 countries)

Implementation method: Traditional Project Management according to company standards in

combination with agile PM (SCRUM)


Project Overview

Project duration: 6 months

Go-live date: 13.10.2014

# of users implemented: 8.000

Additional users planned: no

Estimated project effort: 300 PDs internal, 30 PDs external consulting (SAP AGS)




How you ensured end users and the organization were ready to embrace new processes and the

business transformation

More Stability --> this was measured via our “Service Interruption Log”. Since the Go Live of the project we did not

have any issue, whereas before we had several outages per year

Better Performance --> this was documented with SAP Solution Manger EEM which was implemented before the

Go Live of the project, so we had graphs before and after




Business and IT collaboration aspects, stakeholder management

We created a stakeholder analysis and a communication plan for the project. With that communication plan

communication was very effective and worked very well. Besides several project presentations have been done

with different audiences (IT, Business, SAP Teched)

Means used to ensure operational readiness for go-live and run phase

In fact we had one major milestone in the project, this was a Gate to evaluate if the implementation approach

works as designed (stability / performance) and if we go on with the project.

We implemented a switch on customer level to control who uses the old SHM functionality and who uses the new

HANA functionality. With that we ensured a smooth Go live and always had the chance to go back if we would

have issues (which we luckily never had to do).

To support the go-live and post go-live phase we use the Technical Monitoring feature of SAP Solution Manager

(to monitor ABAP, HANA and also the SLT server).


Business Case and Actual Business Benefits

Business benefits actually achieved

Improvement of stability

No order taking by telephone (as workaround)

Reduction of maintenance and operation costs

Increase of customer satisfaction / revenue

Calculated payback period of 23 months

Future business benefits planned

Improvements in the Search (Fuzzy Search / Auto Completion)


an alle Gewinner


Business Transformation Category

Gold

Winner

2015

Bronze

Winner

2015

Silver

Winner

2015

Multi-GAAP GL Program

Accenture, PwC

IDEO (Ideen von Odörfer)

Plaut, FIS

SAP, Sycor Germany

Better, faster, cheaper

Gold

Winner

2015


Accenture, PwC Alexander Plöderl (Head of IT Delivery Finance)

•

Implementation for Raiffeisen Bank International and Raiffeisen Zentralbank

Company name: Raiffeisenbank International AG www.rbinternational.com

Headquarter location: Vienna, Austria

Industry: Banking

Main products/services: Corporate Banking (Austria) Corporate & Retail Banking (CEE)

Operating countries: Austria, Albania, China, Belarus, Bosnia & Herzegovina,

Bulgaria, Croatia, Czech Republic, Germany, Hungary, Kosovo, Poland, Romania, Russia, Serbia, Singapore, Slovakia, Slovenia, Ukraine, UK, USA

# of employees: 58,000

Initial situation Finance IT landscape to be enhanced

In the long run, time lines not achievable

High operational risk due to manual workarounds

Missing granularity despite high operation effort

Supervisory

Requirements

Publishing of

Results

Comply with

Legislation Complex new legislation (e.g. IFRS 9) not covered by

existing systems

New requirements (e.g. “Bilanzpolizei”) not covered by existing

systems

Lack of transparency and data availability

Accounting

Technology Only UGB covered by internal systems

IFRS values derived by IDV / manually

Finance IT system landscape to be enhanced substantially !

19

Implementation of SAP General Ledger incl. Multi-Currency Accounting (MCA)

Migration of existing SAP sub-ledgers (CO, AP, AR, AA, SD, MM, CIM, SD-CMK)

Integration of 20 feeder and 7 receiver systems

IFRS 9 compliant new Multi GAAP capable General Ledger (IFRS, UGB, TAX ledgers)

Simplified new Chart of Accounts (accounts reduced from 17.000 to 6.000)

Workflows adapted

Users trained

The Target – implement SAP New General Ledger

20

Fixed go live date 1.1.2015 – no parallel run possible, high time pressure on implementation project

Lack of SAP know-how

Implementation and management of the process changes in various business areas

High complexity of interface integration

Complex migration and changeover scenario

Business resources capacities during peak times

Overall 240 people involved (28.000 MD to deliver)

Lead time: 3 years – marathon with several sprints

The Challenge – high complexity and fixed date

The Execution – all project goals achieved !

Time Go live 1.1.2015 accomplished

Project end mid May 2015

Budget Project concluded below budget

Quality All functional milestones accepted

Granularity and quality level significantly increased

Stability Handover to operations concluded

End-of-day procedures optimized

Business All initially planned business objectives and benefits

Benefits were achieved

© 2015 SAP AG. All rights reserved. 22 Public

Fast Delivery Business Transformation Innovation

Quality Awards 2015 The winners are:

Bronze

Winner

2015

Gold

Winner

2015

Silver

Winner

2015

Bronze

Winner

2015

Gold

Winner

2015

Silver

Winner

2015

Bronze

Winner

2015

Gold

Winner

2015

Silver

Winner

2015

PS L

B4B Solutions

DAS – Digitaler Arbeitsschein

Tieto

SAP

HEC Transition


Accenture, PwC

IDEO (Ideen von Odörfer)

Plaut, FIS

SAP, Sycor Germany

Better, faster, cheaper

B2B Ecommerce@HANA

SAP

TTTech SAP ERP

scc EDV-Beratung

SAP

Apollon - Cost Accounting

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