Rail Example Value Management Approach

Strategic Roadmap
Enabling Sustainable Growth and Transformation

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Agenda
1. Executive Summary
2. Customer’s Business Strategy
3. SAP’s View on Opportunities and Value Proposition
4. Strategic Roadmap
5. Customer – SAP Partnership
6. Conclusion
Appendix
I. Opportunity Analysis & Benchmark
II. Benefit Estimation
Agenda
6. Conclusion

Executive Summary
n A first level of common foundation is in place at group level supported with a group SAP contract
(valid until 1/12/2011)
n This foundation needs to be further developed for each of the entities in the group in order to reach
optimization and operational excellence in the core business processes
n As to core business processes, different business models and different requirements ask for
specific industry solutions, expertise and approach per entity in the group
n Close collaboration with SAP as a partner is a must for customer to support the core industry
specific processes with the SAP solution portfolio
n customer and SAP assessed the current performance and pain-points :

n Comparison of performance with peer group
n Identification of initiatives which support customer to reach its objectives (Safety,

Sustainable and Solid Business, Customer Satisfaction and Punctuality) and to improve
performance
n Set-up of a partnership model customer-SAP to realize the roadmap of initiatives
successfully

Agenda
6. Conclusion

Strategic Objectives & Business Imperatives
SAP’s understanding
Market Drivers Business Business Imperatives/Principles

Strategy
Changing Macro Trends Safety for customers and employees as a

q International activities cornerstone
Ensure Safety
q Liberalization Focus on pursuing environmental policy
Respect for
q Reshaping Regulatory (sustainable mobility)
framework environment
Creating Actions to reduce the risk, not to shift the risk
Value for
Increasing Importance Shareholders
from technology and People
q High Speed trains
q Online – Mobile Bookings Ensure a Improve operational excellence to avoid increase
Real-time information of cost
q sustainable and
solid business Focus on profitability and revenue increase
Increasing Competition Right people in the right position
q Increased competition
q Need for clarity in
Performance
q New Pricing Models Be committed to Better and more efficient engagement with
customers customers
Demanding Customers satisfaction and
Enhancing business performance management
q High Quality Services ensure
q Better Offerings punctuality “Traffic punctuality remains our main focus: train
on time must be the company obsession”

Scope of Investigation
Rolling Stock
1
Management
Sales, Marketing &
Plan and Execute Passenger 2
Customer Services
Transportation and
Core Processes
related Services
e.g. car rental, hospitality etc.
Engineer
Maintain
Rolling
1 Stock
2
Plan and Execute Cargo Transportation
and related services e.g. warehousing,
shunting etc.
Sourcing & Procurement 3

Finance & Enterprise Performance Management 4
Support Processes
Sustainability & Governance, Risk and Compliance 5

IT Excellence 6
Mobile solutions 7
Human Capital Management 8
Real Estate Management* 9
* ongoing; to be verified
Business Intelligence & Enterprise Information Management* 10 by end of August

Key Challenges faced by B-Rail
Financials & Enteprise Performance Mgmt Real Estate Management

n Long financial planning, budgeting and closing cycle
n Lack of transparency of the status and
n Complexities in pricing and collecting for all services
condition of buildings and facilities (frequency
performed
4 9 of repairs, costs, availability)
Billing Sustainability & GRC
Real Estate
5 n Visibility on safe train and incidents
n Comply to hazardous materials
Human Capital Mgmt Finance regulations and transportations
n Acquiring/developing best talents
n Aging workforce
n Inability to address all HR aspects Sourcing & Sourcing & Procurement
through a central repository Procurement n High purchasing costs caused
by lack of internal & external
8 Human 3 collaboration and information
Resources exchange (EDI)
n Inability to monitor sourcing
performance and supply quality
10 Data Warehouse/
Analytics Transportation &
Business Intelligence & EIM Operations
Partners
n Inadequate data integration and data quality creating
n
errors, delays decisions, and increases compliance risk
Lacking scope and scale to manage high volumes of
2
granular data Customers Sales & Marketing
n Provide customers and business partners
Rolling Stock Management with timely information and apps anywhere
1 n Difficult to optimize , plan and perform (mobile) e.g. notification on delay, ticket
simulation on inventory and service levels mobile sales
n No integrated tool for vendor collaboration 7 n Capturing complete customer service,
n Lack of visibility on supply performance and history, and preferences
rolling stocks Mobile Solutions
IT Excellence
6 n Open and flexible mobile platform to retrieve data from any kind source,
n Time consuming (project) documentation to support build new mobile apps and connect various device types thru secure,
business performance efficient and reliable transport
n Need to better handle user experiences & usability
Agenda
2. customer’s Business Strategy
6. Conclusion

Key Opportunities/Areas to Support customer Business
Objectives (1/3)
Business Strategy Key Opportunity Key Initiatives Key Value Drivers
Regular review of performance of its

spare part suppliers
Supply Chain performance management Increase maintenance quality
1. ROLLING STOCK Predictive and Preventive Maintenance Optimize inventory turns for service
MANAGEMENT Shop floor Control System and maintenance parts
Assign work to right people using the
A right tools
Deliver the Comply to Sustainability KPIs

RSM: Dangerous goods compliance
service 2. SUSTAINABILITY Incident Management (“Safe Train”) (Safety, Environmental and Social)
ensuring safety & COMPLIANCE Automated Process Control Reduce Carbon Footprint
Sustainability performance Improve process control and
for customers, management compliance
employees and
respect for the Improve efficiency and productivity of
Mobile for Field Services field service engineers
environment 3. MOBILE
Mobile for Train Crew Execution and Planning information
SOLUTIONS
Mobile Quality management for/from the driver
Mobile Enterprise Asset Management Quality issue detection earlier and
reporting
Plan, execute and monitor upskill/

4. HUMAN CAPITAL update training programs for
Enterprise Learning
MANAGEMENT employee and workforce

Objectives (2/3)
Shop floor Control – multi-resource scheduling Create / increase visibility in shop floor
Purchase Order Collaboration execution, controlling
1. ROLLING STOCK Transport Monitoring & Tracking Regular review of performance of its
MANAGEMENT Supply Chain Performance Measurement spare part suppliers
Spare parts Optimization Reduce service and maintenance cost
2. SOURCING & Purchase Order Collaboration – Supplier

Reduce maverick spend (in %)
PROCUREMENT Network Collaboration & Information Exch.
Reduce procurement cost as % of spend
Vendor Performance Management
Fast Financial Closing

B 3. FINANCE & Financial Budgeting and Forecasting
Reduce days to close books
Reduce cycle time for financial planning
ENTERPRISE Finance Strategy & Leadership
PERF. MGMT and budgeting
Ensure a Review NewGL Setup
Reduce audit cost as a % of revenue
sustainable 4. SUSTAINABILITY & Segregation of Duties Improve segregation of duty and process
and solid COMPLIANCE Automated Process Control control efficiency
business Manage organizational & employee data Improve employee turnover (in %)
Intranet Portal for HR Increase employee engagement
5. HUMAN CAPITAL
Organization Visualization Reduced recruiting time
MANAGEMENT
E-Recruiting Keep competencies over the time
Talent Management
Increase SAP user adoption
User Experiences / Usability
Reduced development effort
6. IT EXCELLENCE Test & Quality Management
TCO/TCI reduction
Business Process Documentation
Reduce project delivery cycle
Dashboarding Improve decision making process
7. BI Analysis / Exploration Better reactivity
More consistent analysis with less effort
Objectives (3/3)
Reduce sales forecast cycle time

1. SALES & Complaint Handling
Increase sales achievement
MARKETING Lead to Order Management
Lower complaints handling cycle time
Loyalty management
C 2. MOBILE
Mobile for Train Crew Reduce operational error
SOLUTIONS providing/collecting data
Be committed Mobile quality management
Maximize operational effectiveness
to the
customers
Visibility and status of rolling stocks Improve railcar availability
satisfaction and 3. ROLLING STOCK Predictive and Preventive Maintenance Reduce failures and unplanned
ensure MANAGEMENT unavailabilities
Maximize operational effectiveness
punctuality
Get real time status of railcar status and
4. BI Real Time Analysis circulation
Maximize reactivity to mobilize resources
when necessary

Agenda
6. Conclusion

Translating Opportunities into Sequence
Priority, Feasibility & Probability
Foundation Business Improvement Business Excellence
2012 2013-14 2014+
Benefit Estimation
To be updated with the
Key assumptions results from benefit
§ ….
estimation.

Proposed 3 Phase Roadmap
Phase I – Phase II – Phase III –

Foundation Business Improvement Business Excellence
n Initiatives that are prerequisites

for many following
enhancements n Improve and enhance existing
business processes
n They are related to establishing
an integrated and scalable n Initiatives in this stage rely on
technical platform and foundations completed before n Mid to long-term initiatives
addressing urgent needs in enabling competitive
n Enabled by process automation,
existing business processes differentiation thru innovation
process integration, best
n Establishes foundations of future practice adoption, usability n Enhanced decision making
business processes capabilities and optimization

Rolling Stock Management Sales, Marketing & Services
Prioritization Matrix
Sourcing & Procurement IT & Business Intelligence
Financial & Enterprise Enterprise Information Mgmt
Performance Mgmt
Project Portfolio/Opportunities Sustainability & Compliance Human Capital Mgmt
Real Estate Management
III II I I Short-term (2012)

HIGH Spare parts
CRM & Loyalty 1. Spare Parts Management – CDP
1 inventory 2. SAP EH&S - Product Performance Stewardship
8 Management
optimization
Spare parts (Europe) 3. Document Manageme nt by OpenText
R Energy Management A (forecasting & 4. SAP BI Packages: Xcelcius, Crystal Reports etc.
distribution planning) User Experiences Enterprise
5 6 5. SAP User Experience Mgmt by KNOA
& Usability Learning
Loyalty Management Real Estate 6. SAP Enterprise Learning Solution
U Workforce
Preventive (Mobility) X Materials – 9 7. Sybase Unwired Platform & Device Mgmt (Afaria)
l Analytics
Maintenance W E-Recruiting V2D Project 8. SAP CRM & Loyalty Management for Europe
12 HR Portal/ESS
9. SAP BO/BI for HCM
Waste K Incident Mgmt Dangerous
Business Process 2 10. SAP Test Acceleration & Optimization
g Management P Goods Mgmt
Documentation 11. SAP Carbon Impact
D Tendering 7
Mobile Platform &
Real Estate Supply chain performance Test & Quality Device Mgmt
10
a
Rolling
Stock
Y Materials –
Rolling Mat.
B measurement Management
II Mid-term (2013-’14)
Sustainability Resource Carbon Document A. SAP APO-DP & SNP
Visibility C 11 3
Shopfloor M Performance Planning Footprint Meas. Management
j mgmt B. SBO Supply Chain Performance Mgmt
IMPACT
Monitoring Hazardous PO C. SAP Multi-Resourc e Schedulin g

f Substance Q Collaboration Contract Dashboard &
E Lifecycle Mgmt Streamlining operational 4 D. SAP Sourcing (Project/RFx/Auctio n)
Mgmt (on-demand) F procurement Reporting Tools
Kitting & Serial E. SAP Contract Lifecycle Management
Shopfloor N Personal
k Environmental numbers mgmt Supplier F. SAP SRM Self-Service Procurement
Execution h Cost & Project &
Permit Mgmt V G Network L Portfolio G. SAP Supplier Network Collaborat io n
Support Succession
Employee Collaboration Management H. SAP Sourcing
Intercompany Planning
e S Interaction
Consolidation Vendor & Purchasing I. SBO Business Planning & Consolidat io n
Center H Performance Mgmt Fast Financial
J Closing J. SAP Financial Closing Cockpit
GRC – Risk Real Estate:
o b K. SAP EH&S – Incident Manageme nt
Management GIS/CAD Integration
Financial Planning,
Predictive I L. SAP Project & Portfolio Management
O Budgeting &
GRC – Access & Collection & Maintenance M. SAP Sustainability Performance Mgmt
n c Forecasting
Process Control Dispute Mgmt N. SAP Extended Warehouse Mgmt
Fast Financial
T Closing ( Scheduler) O. RCMO by Meridium
Spend Credit Mgmt
m Performance d P. SAP Enterprise Modelling by IDS Scheer
Mgmt Q. SAP e-Invoicing by Crossgate
Classification R. SAP Energy Management
i
Harmonization S. SAP Employee Interaction Centre
T. SAP Central Process Scheduler by Redwood
U. SAP CRM – Loyalty Management for Mobility
W. SAP E-Recruiting
X. Y. SAP Flexible Real Estate Manageme nt
LOW
III Long-term (2015-’16)
a. SAP Object Event Repository
b. CAD/GIS-Integratio n
LOW FEASIBILITY HIGH c.
d.
SAP Collection & Dispute Manageme nt
SAP Credit Management
e. SAP Intercompany Consolidati o n
Ongoing/Approved Project f. SAP EH&S – Hazardous Substance Mgmt
Note: Listed Initiatives/projects are not exhaustive g. SAP Waste Management

Strategic Roadmap Foundation
Business Improvement
Initiative/Process View Business Excellence
IT, BI & EIM Human Resources Sustainability & Compliance Finance & EPM
BI Analytics Expense & Audit Mgmt & Access Treasury & In-House
Mobile Risk Mgmt
Sales & Marketing

BI Mobile Travel Process control Control cash Mgmt
Management Solutions
In Memory Risk
Management Collection &
Analysis
Personnel Cost Hazardous Dispute
Portal
Planning Material Mgmt Management
Personalization Succession Waste
Management Intercompany
Planning Consolidation
Data Cash &
Environmental
Exploration Liquidity
Permit
Management
e-Recruiting XBLR
Business Manager Reporting
Process Self-Service Sustainability
Documentation Performance Strategy
HR Forms Management
Mobile
Procurement
Sourcing &
Solutions
Project Employee Energy Spend
Portfolio IC Management New GL Mobile Performance
Mgmt Learning Credit Solutions
Environmental Management
Sustainability Fast Financial
Workforce closing Mobile Vendor
compliance Solutions Performance
BI Analytics (scheduler)
Financial Mobile (Supplier Infonet)
Reporting
Planning & Sales
Incident PO Collaboration
HR Portal Management Budgeting (x-gate)
Fast Financial Mobile
Rolling Stock
Management
Document Ticketing
Closing Operational Mobile
Management Core HR Contract Life
(Cockpit) Cycle Mgmt Procurement Solutions
Loyalty
Usability & Vendor Optimization Preventive
New GL Management
user Performance Tendering Maintenance Shop-floor
experience Test & QA Mgmt monitoring
CRM Mobile Work Rolling Stock
Management PO collaboration Order Mgmt visibility
Mobile back- (SNC)
Classification
end integration Predictive Harmonization
Maintenance Supply Chain Extended
Performance Warehouse Mgmt
Management
Device Resources
Real Estate
Transport Spare Parts Planning Distribution Measurement
Management Monitoring Mgmt 3rd Party Contract
Planning
Project Contract Mgt (MM)
Plant
Mgmt Mgmt
Maintenance Dangerous Document GIS/CAD
SAP ECC Mgmt Real Estate
Roll-out Goods Mgmt Real Estate Facility & Compliance & Integration with
masterdata Maintenance Real Estate Master Data
Reporting Safety Real Estate
(V2D) Mgmt (Rolling Material)
2011-12 (Foundation) 2012-14 (Optimization) 2014-16 (Excellence)

Agenda
6. Conclusion

Customer – SAP partnership
Based on benchmark studies & workshop conducted, we conclude:

1. Current SAP investment are mainly focused on the foundation layer, further investments are needed to optimize and achieve
operational excellence
2. Benchmarking shows that customer operates below peer average
3. Roadmap excercise is a collection of initiatives to
• Support the strategic challenges customer is facing
People
• Improve the performance of customer (benchmarked with the peer group)
4. A succesful transformation will imply changes to People, Processes (best practices), Product (SAP)
Process Product
SAP’s commitment towards customer to optimize the overall performance level:

• customer-SAP Partnership for realisation of the roadmap
• Support customer in the evaluation of the best solution
• Support customer in the delivery of the solution and processes (best
practices)
• Support customer in the preparation of the change to the organisation

Customer – SAP Partnership for success
Enable license growth based on reduced TCI
Mission Partnership Structured customer Approach via Domains
Optimize TCO – so more budget

available for new projects
Reduce TCI
Faster time-2-value
Bring innovative and creative

solutions
Services in picture for customer
Discovery
Reduce risk Expertise
Training & Prototyping
Consulting
Innovation
Business Continuity Develop
Certific. Max
CDP QA
Comp Center Attention
Increase business benefit

Agenda
6. Conclusion

Conclusions of the Roadmap and the Benchmarking
Based on benchmark studies & workshop conducted, we conclude:

1. Current SAP investment are mainly focused on the foundation layer, further
investments are needed to optimize and achieve operational excellence
2. Benchmarking shows that customer operates below peer average
3. Roadmap excercise is a collection of initiatives to
• Support the strategic challenges customer is facing
• Improve the performance of customer (benchmarked with the peer group)
4. A succesful transformation will imply changes to People, Processes (best practices),
Product (SAP)
People
Process Product

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Appendix
A. Opportunity Analysis & Benchmarking

Benchmarking with Peers
SAP and customer focused on 10 areas based on the Railways
Value Chain
Railways Value Chain Benchmark Main Peer Groups Used
Railways, Aerospace, Mining,
1 Rolling Stock Management Supply Chain Planning, WH mgmt,
Enterprise Asset mgmt
Industrial Machinery and Components
(maintenance large High Tech Equipt)
Customer Contact Interaction
2 Sales, Marketing & Customer Services Center* for Europe and Mobility # of interaction
Railways, Aerospace, Mining,

3 Sourcing & Procurement Procurement Industrial Machinery and Components
(maintenance large High Tech Equipt)
Finance & Enterprise Performance Finance
4 Management Finance Performance
Public Sector
Sustainability & Governance, Risk and Overall database

5 Compliance
EH&S and Compliance*
6 IT Excellence SAP TCO # Active Users
7 Mobile Solutions Mobility* Not yet available
8 Human Capital Management Human Capital Management # Employees
9 Real Estate Management
Business Intelligence & Enterprise

10 Information Management
Business Intelligence Railways
* Few data available ** Survey in ramp up

Opportunity Analysis & Assessment
1 Rolling Stock Management
2 Sales, Marketing & Customer Services
3 Sourcing & Procurement
4 Finance & Enterprise Performance Management
5 Sustainability & Governance, Risk and Compliance
6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis
8 Human Capital Management
10 Business Intelligence & Enterprise Information Management
© 2011 SAP AG. All rights reserved. Internal 27

Rolling Stock Management – Business Process Prioritization
HIGH Long-term Mid-term Short-term

Forecasting & Simulation &
Distribution Optimization of spare
Planning parts inventory
(Short-term) Supply Chain

Preventive Rolling Stock Dangerous Performance
Resource
Maintenance Visibility Goods Mgmt Mgmt
Planning
IMPACT
Business Value
Cost Savings
Kitting & Serial Predictive
Shopfloor
Number mgmt Maintenance
Monitoring
Shopfloor
Execution
Support
Classification
Harmonization
LOW
LOW FEASIBILITY Urgency/Pain Point

Organizational Readiness
Solution Coverage Ongoing initiative H M L
Ease of Implementation

Business Process Improvement initiatives
Rolling Stock Management (1/3)
Business Requirements and/or Current SAP Solution Enablers & Best
SAP Solutions
Challenges Apps Practices / Impact
n Cumbersome tools, or even n Excel n SAP CDP to perform n Optimized strategy for spare parts
impossibility to calculate the n BW Query simulation and optimization (both for planned and unplanned
Optimization of effect on inventory and n BW 7.0 n APO DP/SNP or Service demand)
spare service level of modified n SAP ERP Parts Planning as possible n Possibility to simulate effect of
parameters. extension for improved modified parameters on service level
parts inventory n No possibilities to simulate forecasting, distribution and capital employed.
(throughout the the effect of alternate planning and substitution n Optimal spread of spare parts
multilevel planning strategies planning throughout the central and local
network of n User friendly user interfaces warehouses.
warehouses) are not everywhere present n Reduce cost of inventory
n Increase service level
n No full set of KPI’s available n SAP ERP n SAP BI / SAP Business n Aligned KPI’s throughout whole
to measure efficiency of n Excel Objects organization.
processes being executed. n SAP BO SCPM n Measured performance of workshops.
Supply Chain n Not possible to drill down to (= possibly too standard to be n Clear root-cause analysis for
Performance find out the root-cause of used) problems taking place.
Measurement problems happening. n SAP MII : Manufacturing n Regular review of performance of its
n No triggering of workflows, Integration and Intelligence spare part suppliers
when parameters move
outside control boundaries.
n Productivity can be n SAP ERP n SAP SNC / SAP Supplier n Internal and external visibility and
Purchase order improved seriously for n Email Network Collaboration collaboration. (purchasing, advanced
collaboration purchasing. n Excel? shipping notification, supplier
(internal/external) n No integrated tools for managed inventory, subcontracting …)
vendor collaboration.
Visibility and n Where are the rail wagons n NA n SAP Auto ID Enterprise n Being able to report events and status
status of rolling and what is their status: (Object Event Repository) of railcars to increase visibility and
stock when do they need to go for lifecycle status of the railcar within the
(waiting/in repair) repair/maintenance? internal and external organization.
SAP Solutions
n No systems in place to allow n SAP ERP n SAP MII : Manufacturing n Creates visibility in shop floor
registering and monitoring Integration and Intelligence execution KPI’s .
progress of activities on the n Scanning on desktop + mobile n Supports execution of shop floor
shop floor. Registration is activities and light weight planning.
mostly done in an office- n MRS (under n SAP MRS: Multi Resource Assign work orders to operators with
environment. implementati Scheduling for resource appropriate skills.
n Mobile systems in place to on – May (people and tools) scheduling n Increases productivity thanks to
register the start of a work 2012) – CDP n Mobile Order management mobile devices
Shop floor control order in Mechelen, and roll- done. for EAM n EWM allows for ease of execution of
system out to other sites is ongoing. kitting, value added services, provides
(only throughput time is n SAP Extended warehouse full serial number picking and
tracked / there is currently no Mgmt for value added traceability in the warehouse,, and
material tracking) services, kitting, serial possible future integration into SAP
n People skills, materials and number management. PM,
tool requirements are not n Increase visibility and control on
enough being taken into activity planning execution, checking
account the right qualification and tools against
their relevant availability
n Assuring legal compliance n Excel n SAP Environment, Health, n Full visibility on all potential regulatory
requires a lot of manual and Safety violations
effort. n SAP IHS Incident, n Provide access to standardized
Assure regulatory
health and safety regulatory reports
compliance
n SAP PSS Product n Permissions and quantities of
Safety and dangerous goods are monitored
Stewardship centrally.

SAP Solutions
n Labor intensive interaction n Project going
communication process with on for
key carriers and parcel monitoring
service. tracking
Transportation
(SAP ERP)
planning
=> no other
initiative
needed in
this area
Classification n Can bring major gains for n SAP ERP n SAP MDM n Standardize the characterizing of
Harmonization Purchasing, and avoid n SAP BRF spare parts to enable rapid finding in
Maverick spend. There is a SAP and identification of identical
team responsible for master spare parts but named differently
data, and this is not a top- across sites
priority today
Engineering n Document management n SAP
integration processes to be put in place Document
for collaboration between Management
engineering and maintenance -Integration
activities. (Open Text)
Planned as
of Jan 2012
n Unplanned breakdowns need n Reliability Centered n Operational effectiveness is
Predictive and
to be reduced. Maintenance and maximized.
preventative
Optimization (RCMO) n More than 90% of critical equipment is
maintenance
covered by a preventative
planning
maintenance plan.

Benchmark results
1. Rolling Stock Management
Enterprise Asset Management Survey P1 = Customer specific peer group (*)
Peer Group P1
Key findings Metric Company
Average Top 25%
q The inventory planning and Inventory Turns for Service and Maint. Parts 0.7 3.5 8.0
replenishment planning of the Annual Service And Maintenance Cost (% of revenue) 14.0 4.5 1.5
Spare Parts inventory can be
optimized Wrench Time (in %) 64.0 76.4 90.0
FTE’s per 1000 Employees (Enterprise Asset Management) 289.4 200.4 71.7
q Increase visibility and control
on activity planning execution, Mobile Enabled Workers (% of maintenance personnel) 0.0 12.0 26.7
checking the right qualification Order Backlog (in weeks) 8.0 4.5 1.0
and tools against their relevant
availability
q Increases productivity thanks to

mobile devices
q Create visibility and status of

rolling stock (waiting/in repair).
Unplanned breakdowns need
to be reduced.
Figures provided are generated out of the available systems

(*) : a customer specific peer group has been composed. It is composed out of companies active in the following area’s:
Railways, Aerospace, Mining, Industrial Machinery and Components (maintenance large High Tech equipment)

Enterprise Asset Management: Best Practices Summary
Company Best Practice Importance Compared to Coverage Contrasted Against Peer Responses (Peer Group P1)
1 = No Coverage
Top 25% Average Customer Coverage Customer Importance 5 = Full Coverage
5 5,0 5,0 5,0 5,0

4,6
2,5
2,2 2,3
2 2,1
1,6
0
EAM Strategy And Governance Asset Visibility And Performance Reporting And Analytics Maintenance Execution Maintenance Planning and
Scheduling

Benchmark results
Supply Chain Planning & Manufacturing Survey P1 = Customer specific peer group (*)
Peer Group P1
Average Top 25%
q No full set of KPI’s available to On-Time Delivery Performance (in %) 52 90.6 97.0
measure efficiency of Forecast Accuracy (in %) 80.0 80.9 90.0
processes being executed
Inventory Write-offs (% of revenue) 0.527 0.096 0.010
q The inventory planning and FTEs per Billion in Revenue (supply Chain) 34.1 53.1 7.4
replenishment planning of the
Spare Parts inventory can be % of FTEs in Strategic & Expertise Functions 50.0 72.5 80.0
optimized % of FTEs in Transactional Functions 50.0 27.5 20.0
q Optimize workforce in SCP

(more Strategic & Expertise
functions)

Supply Chain Planning: Best Practices Summary
1 = No Coverage
Top 25% Average Customer Coverage Customer Importance
5 = Full Coverage
5 5,0 5,0 5,0 5,0

4,5
4 4,0
3,7
3 3,0 3,0 3,0

2,8
2,3 2,3
2 2,0 2,0 2,0 2,0 2,0 2,0 2,0
0
Sales & Demand Supply Inventory Distribution Customer Supplier Production Transportation Order Performance
Operations Planning And Planning Planning Planning (Demand) Collaboration Planning And Planning And Promising Management
Planning Forecasting Collaboration Detailed Vehicle
Scheduling Scheduling

Manufacturing: Best Practices Summary
Top 25% Average Customer Coverage Customer Importance

1 = No Coverage
5 = Full Coverage
4,3 4,3
4 4,0 4,0 4,0
3,8
3,3
3 3,0
2,3 2,3 2,3

2,2
2 2,0 2,0 2,0
1,5
1
0
Production Planning Manufacturing Quality Management Lean Manufacturing Plant Maintenance Manufacturing Manufacturing Environment, Health
And Scheduling Execution Integration Intelligence And Safety

Benchmark results
Warehouse Management Survey P1 = Customer specific peer group (*)
Peer Group P1
Average Top 25%
q Increase accuracy of inventory Inventory Accuracy (in %) 65.0 95.7 99.0
Average Number of Line Items Processed Daily 2800 2460 6700

q Increase productivity of
warehouse activities Pick to Ship Cycle Time (in days) 4.0 4.1 2.0

Warehouse Management: Best Practices Summary
1 = No Coverage
5 5,0
4,5
4,3
4 4,0 4,0
3,7
3,5 3,5
3,3
3 3,0
2,4 2,5 2,5

2 2,0 2,0
1 1,0
0
W arehousing Strategy Cross Docking Returns Processing Inventory W arehouse W arehouse Analytics Receiving Put - Away Shipment
Management Monitoring

© SAP
6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Sales, Marketing & Customer Services

Customer
Relationship
Loyalty Management
Management (Europe, Mobility)
(customer-
Europe)
IMPACT
Business Value
Cost Savings Loyalty
Management
(Mobility)
LOW

Solution Coverage Ongoing initiative H M L

Business Process Improvement Initiatives
Sales, Marketing & Customer Services (1/2)
Pain Points, Business Requirements and/or Proposed SAP Best Practices & Solution
Current Apps Solution
Opportunities Enablers
Customer n Complaint Handling n Different Legacy n SAP CRM n State-of-the-art solutions to manage
Relationship n Complaint & Sales Reporting Systems customers and to identify key
Management n CTI Integration & Inbound Automation customers
n Lead to Order n Early recognition of market trends
(Roadmap Defined
Customer & Prospect Management and synchronization of marketing
& Approved) n
and sales campaigns
n Contract Management
n Integrated customer processes along
n Scanning
the complete customer life cycle
n Marketing Management
n Centralized customer communication
channels (service/call/interaction
center)
n Business Intelligence regarding ticket
sales, Admin Subscriptions
n Complaint management

Business Process Improvement Initiatives
Sales, Marketing & Customer Services (2/2)
Loyalty n Getting closer to the customers, n e-Wallet n SAP CRM n Based on solid functionalities in the
Management understanding their needs and n Different Legacy Loyalty area of (Program Management, Reward
offering services accordingly. Systems Management Rule Management, Membership Handling, )
Processing Engine
n Providing reward and follow-up
n A flexible solution which can be
programs.
configured to meet various loyalty
management business strategies as
well as company individual rule
processing requirements.
n Bringing together leading-class
Loyalty Management with core CRM
Suite capabilities
Sales Enablement n Speed-up the Lead to Order process n NA n Mobile Sales for n SAP CRM Sales mobile application
by automating and mobilizing the SAP CRM enables Sales reps use their favorite
Sales people. mobile device to increase sales
Productivity and accelerate sales
cycles from anywhere.
n Complete Sales Cycle of Lead-to-
Order Process from mobile device.
n Critical Sales Process tools like
Sales Asset downloads, Factsheet,
Surveys and Marketing Attributes
n Complete offline data access

Benchmark results
2. Sales, Marketing & Customer Service
Customer Contact Center Survey P1 = # Interactions
Peer Group P1
Average Top 25%
q There opportunities to increase Interactions per Day per Agent 12.8 49.2 102.7
the number of interactions per Number of Employees per Supervisor 10.0 9.8 16.3
day per agent. IC Management FTEs as a % of Total FTEs 7.3 18.2 8.4
q Improved reporting capabilities Inbound and Outbound Calls as a % of Total Interactions 93.9 69.4 36.3
will allow for better visibility on
the CC efficiencies.
Peer Group P1 Customer Peer Group P1

KPI TeleSales
Service
Average Top 25% Average Top 25%
Interactions per Day per Agent 7.1 49.2 102.7 50.7 49.2 102.7
Number of Employees per Supervisor 10 10 16 10.0 9.8 16.3
IC Management FTEs as a % of Total FTEs 7.3 18.2 8.4 7.3 18.2 8.4
Inbound and Outbound Calls as a % of Total Interactions 47.6 69.4 36.3 46.3 69.4 36.3

Mobility Sales Effectiveness : Best Practices Summary
1 = No Coverage
Average Coverage Best Practice
Q1 Coverage Ranking
Company Coverage Company Importance 5 = Full Coverage
0
Sales Planning and Territory Management Account and Contract Opportunity Contract Management Quotation and Order Activity Management
Forecasting Management Management Management

Europe Sales Effectiveness: Best Practices Summary
1 = No Coverage
Average Coverage Best Practice
Q1 Coverage Ranking
Company Coverage Company Importance 5 = Full Coverage
0
Sales Planning and Territory Account and Opportunity Contract Quotation and Order Activity Management
Forecasting Management Contract Management Management Management
Management

Mobility Customer Contact Center: Best Practices
Summary
1 = No Coverage
Average Coverage Q1 Coverage Company Importance Company Coverage 5 = Full Coverage
0
Interaction Center Problem/ Dispute Multi-Channel Contact Center Sales/ Customer Service/ Case Interaction Center Tools
Reporting/ Performance Resolution Communication Marketing Management and Processes
Management

Europe Customer Contact Center: Best Practices
Summary
1 = No Coverage
5 = Full Coverage
Average Coverage Q1 Coverage Company Importance Company Coverage
0
Interaction Center Problem/ Dispute Multi-Channel Contact Center Sales/ Customer Service/ Case Interaction Center Tools
Reporting/ Performance Resolution Communication Marketing Management and Processes
Management

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Sourcing and Procurement
Long-term Mid-term Short-term
Tendering
IMPACT
Business Value Purchasing
Cost Savings Performance
Purchase Order Contract Streamlining Supplier Mgmt
Collaboration Lifecycle Operational Network
(on-demand) Management Procurement Collaboration Vendor
Performance
Management
Vendor (Scorecard)
Performance
Mgmt (on-
demand)
Spend
Performance
Management
LOW

SAP Solution Coverage H M L

Sourcing and Procurement (1/3)
Business Requirements and/or SAP Solution Enablers & Best
Current Apps SAP Solutions
Challenges Practices / Impact
n ERP transactions sometimes n SAP ERP n SAP Spend Performance n Use Data Cleansing & Enrichment
misclassified n ? Management technology to auto-classify spend
Spend transactions
n Master data duplicates
Performance
n Inability to understand spend n Special-purpose analytical application
Management
with sufficient granularity to navigate in Spend cube
n Complex legislation n Excel ? n SAP Sourcing n Modeling of tender procedures as

n High cycle times due to lack (Project/RFx/Auction) project templates
of templates and manual n Document libraries
approval process n Question libraries
Tendering Missed savings due to
n n Supplier answer online
obsolete negotiation tools n Online auctions
n Collaborative & automated scoring
Contract n Inconsistent and email- n SAP ERP n SAP CLM : Contract n Clause/template library to control
Lifecycle intensive processes Lifecycle Management contract authoring
n ?
Management n Contract workflow
n Long negotiation and n (=a module of SAP
approval cycle times Sourcing) n One central contract repository
n Legal risk due to lack of tight n Automatic alerts
controls
n Tracking of planned and actual dates for
n Organizationally dispersed key activities and milestones
contracts
n Follow up and monitor contract
n Poor contract compliance performance
(PO, invoice, audits, SLAs)
n Poor renewals mgt

Operational n Lack of productivity of n SAP ERP n SAP SRM Self-service n Indirect materials stored in e-Catalogs
procurement Purchasing organization procurement (internal & external)
streamlining
n Maverick buying n Easy-access shopping cart for
requisitioning
n High PO error rate
(erroneous material n Flexible workflow
numbers, generic groups…)
n Automatic creation of ERP PO
n High delivery cycle times
n Productivity can be n SAP ERP n SAP Information n Dematerialization of business

Purchase order improved seriously. n Email Interchange by Crossgate documents through EDI and signed
collaboration SAP e-Invoicing compliance PDF
n PO & invoicing cost too high n Excel ? n
(Crossgate) by Crossgate
(paper based)
n Productivity can be n SAP ERP n SAP SNC / SAP Supplier n Internal and external visibility and
improved seriously. n Email Network Collaboration collaboration. (purchasing, advanced
n Excel ? shipping notification, supplier
Purchase order n No integrated tools for
managed inventory, subcontracting,
collaboration vendor collaboration.
…)
(SNC)
n Suppliers have no visibility
of data, planning data &
stock levels,…

Vendor n We want to have a reporting n SAP ERP n SAP Sourcing (Supplier n Scorecards
performance on vendor performance; and local Management Module)
management applications
for vendor
(Scorecards)
qualification &
evaluation
Vendor n Provide a view to suppliers n SAP Supplier Infonet n Self-registration & acceptance workflow
performance of their own conformance
n SAP Sourcing (Supplier n Tracking of certificates
management (quality, delivery,
Management Module)
sustainability, joint process n Corrective action plans
(Supplier
improvement…)
Infonet) n Claim management
n Leverage external sources of data
Purchasing n ??? : n ??? n ??? n ???
projects & KPI’s

Benchmark results
3. Sourcing & Procurement
SRM / Procurement Survey P1 = Customer specific peer group (*)
Peer Group P1
Average Top 25%
q Increase productivity and cycle 10.1 (public 8.0 (public
Cycle Time - New Contract Creation (in weeks) 16.0
time in tendering process sector) sector)
Overall Procurement Cost (% of Spend) 5.4 1.3 0.6
q Improve Purchase
Performance Management % of FTEs in Strategic & Expertise Functions 27.0 36.6 60.0
% of FTEs in Transactional Function 73.0 63.4 50.0

q Internal and external visibility
and collaboration. (purchasing, % of Spend Managed Strategically-Indirect 40.0 50.6 80.0
advanced shipping notification, % of Spend Managed Strategically-Services 10.0 58.3 80.0
supplier managed inventory,
subcontracting …) PO Error Rate (in %) 3.0 3.0 2.0
q Improve Supplier Performance

Measurement

Supplier Relationship Management:
Best Practices Summary
1 = No Coverage
5 5,0
4,5 4,5
4,3
4 4,0 4,0 4,0 4,0
3,7 3,8
3,5 3,5
3 3,0
2,5 2,5
2,3
2 2,0 2,0
0
Strategy And Compliance Category Supplier Supplier Contract Supplier Requisitioning Order Materials Financial Supplier Data
Leadership Management Evaluation Performance Management Collaboration Processing Receipt Settlement/ Management
And Management Invoice
Negotiation Management

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Finance
Fast Financial Fast Financial

Closing (Scheduler) Closing (Cockpit )
New GL
(Review)
IMPACT In-house Cash
Management
Business Value
Cost Savings
Treasury &
Risk Mgmt
Cash &
Liquidity Mgmt
Collection &
Dispute Mgmt
Credit
Management
LOW
LOW FEASIBILITY Urgency/Pain Point Service/BP

Organizational Readiness M/ Quality
SAP Solution Coverage H M L Assurance

Finance (1/2)
SAP Solution Enablers & Best
Business Requirements and/or Challenges Current Apps SAP Solutions
Practices / Impact
n Long Closing cycles: n SAP ERP n SAP Financial n Increased efficiency and greater control
Execute & perform closing n MS Excel Closing Cockpit through standard reporting
cycle into acceptable period of n Miscellaneous n Improved control systems and processes at
Financial Closing time. Reduce number of day to applications n Intercompany lower cost
close the books. Reconciliation n Greater quality and greater efficiency
(Financial Closing n Ensure that close processes (see EPM) n Work-life balance for accounting staff
Cockpit) are consistent across
organizational units.
n Problem with ICO
reconciliation
n Execute a complex series of n SAP ERP n SAP Central n Faster access to financial information for
tasks on time and in the n MS Excel Process Scheduler decision making
correct sequence to meet n Miscellaneous n More time for value add financial analysis
reporting deadlines. Need for applications n Ability to respond to management requests
Financial Closing standardizing the closing cycle and support key initiatives
into a series of repeatable n Work-life balance for accounting staff
(Central Process process steps.
Scheduler) n Coordinate numerous
people across different
subsidiaries, divisions,
department and software
systems.
n No tools available to n SAP ERP n SAP Treasury and n The treasury system calculates various
calculate required treasury n MS Excel Risk Management treasury analyses such as mark-to-market
analyses n Miscellaneous n SAP Cash & and value-at-risk
n Need to integrate and align applications Liquidity n Forecasting models are online and
Treasury and process to have a view on Management accessible to the regional/ global
cash management future available cash-flow n SAP In-house organization to analyze current and historical
n Need to ensure Value-at-risk Cash Management cash-flow trends
Scenario’s and integration n Cash management system supports
with Accounting valorization multicurrency management and reporting in
© 2011 SAP AG. All rights reserved. any business unit Internal 57
Finance (2/2)

SAP Solutions
n No real cash collection n SAP ERP n SAP Credit n Days sales outstanding (DSO) reports by
process happening today: n MS Excel Management product line and region are automatically
only reminders are being n SAP Collection & generated for management to identify trends
sent. A huge effort is being Dispute Management and performance
Cash collection spent to follow-up cash n Reduce risk through consistent evaluations
and dispute collections. and policy
management n High volume of Overdue n Set and monitor credit limits, reduce bad debt
n High DSO expense
n Faster resolution and lower DSOs
n Streamline collections and improve success
rates
n SAP ERP n SAP Credit n Reduce risk through consistent evaluations
Credit n MS Excel Management and policy
management n Set and monitor credit limits, reduce bad debt
expense
n Consolidation of n SAP ERP n newGL is in place : n The financial system can support both
accounting of different n MS Tools the proposal is to internal as well as external accounting
companies requires a lot of n newGL / revisit the current set- requirements (e.g. statutory, segment,
effort parallel up of the newGL to regulatory and management views)
n Approval process of ledger avoid the recurring n Use one unified database for financial and
consolidated results can (IFRS, Local efforts in executing managerial accounting data
Revision of set-up necessary manual
be smoothened GAAP) n Improve user productivity with uniform user
of newGL bookings. interface and functionality
(audit the current n Reconcile reports easily
set-up) n Eliminate many period-end activities
n Support multiple reporting requirements
n Use parallel accounting; segment reporting;
cost of sale accounting; or profit center
accounting as needed
6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Enterprise Performance Management

Financial Planning,
Budgeting &
Forecasting
Strategy
Management
IMPACT
Business Value
Cost Savings XBRL
Reporting
Intercompany
Consolidation
LOW

References

Enterprise Performance Management (1/2)
Current SAP Solution Enablers & Best
Business Requirements and/or Challenges SAP Solutions
Apps Practices / Impact
To be improved: n SAP ERP n SAP BusinessObjects n Finance leadership spends more than
n Clear goals definition n Excel Strategy Management 2/3 rd of their time with executive
and communication n SAP BusinessObjects management on key risk and decision
n Co-workers buy in the Planning & Consolidation support.
corporate strategy n SAP Financial Closing n There is an effective close-loop
Finance Strategy n KPI follow up Cockpit management process that ties key
& Leadership n Progress towards goals objectives to strategic goals and
achievement assigns measures, and targets to
those objectives.
n Risk adjusted strategy
n Finance leadership has access to a
financial cockpit and/ or dashboard
that provides a timely view into pre-
defined set of key metrics (like sales
information on a daily basis)
To be improved: n SAP ERP n SAP BusinessObjects n Budgeting and forecasting is a
n Reduce planning and n Excel Planning & Consolidation continuous loop process of planning,
consolidation cycle time n SAP BusinessObjects measuring and modeling that relies on
n Versioning and Financial Consolidation up-to-date actual results.
Budgeting and
simulations n SAP BusinessObjects
forecasting
n Flexible modeling by Intercompany
business users n XBRL reporting
n Workflow and
validation

Benchmark results
4. Finance & Enterprise Performance Management
Finance
& Financial Performance and Risk Management Survey P1 = Public Sector
Peer Group P1
Average Top 25%
q There is potential to lower the Finance Cost as a % of Revenue 1.03 0.73 0.33
total finance cost/Bio€ revenue. Finance FTE’s per Billion Revenue (overall) 46.8 113.0 46.2
Days to Close Monthly Books (in days) 55 7.1 5.0
q The number of days to close
the monthly/quarterly/annual Days to Close Quarterly Books (in days) 55 7.3 5.0
books needs to be brought in Days to Close Annual Books (in days) 60 30.0 20.0
line with industry peers.
Cycle Time for Forecasts (in days) 90 67.9 10.0
q The lead time to create Uncollectible Accounts Receivable Write Offs (in %) 2 0.8 0.7
forecasts (annual budget) can
Overdue Accounts Receivable (in %) 47 21.0 0.0
be improved.
Days Sale Outstanding (in days) 33 16.5 0.0
q It needs to be investigated if
the large amount of Days Sale
Outstanding cannot be
reduced.
q Creation of dashboards, and

increase of visibility to support
management decision
processes will bring
improvements.

Finance: Best Practices Summary
1 = No Coverage
Average Coverage Top 25% Coverage Company Importance Comapany Coverage 5 = Full Coverage
0
Finance Compliance and Budgeting and Business and G/L and Treasury and Accounts Payroll Accounts Customer Billing,
Strategy and Risk Forecasting Operations Financial Closing Cash Payable and Administration Receivable Credit and
Leadership Management Analysis and Management Expenses Collections
Reporting

Financial Performance & Compliance: Best Practices
Summary
1 = No Coverage
Average Coverage Q1 Coverage Company Coverage Company Importance 5 = Full Coverage
0
Finance Strategy & Leadership Compliance & Risk Budgeting and Forecasting Business and Operations G/L and Financial Closing Cost Accounting and Analysis
Management Analysis and Reporting

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Sustainability
Energy
Management
Incident Carbon
Waste Management (Footprint) /
Management (safe train) Emission Mgmt
IMPACT
Business Value
Cost Savings
Hazardous Sustainability
Substance Performance
Mgmt Mgmt
Environmental
Permit Mgmt
LOW


Sustainability
SAP Solutions
n Monitoring of all incidents, n SafeTrain n SAP EHS Management, n Easy Entry of all kinds of Incidents,
with particular focus on Incident Management. near misses and safety observations
passengers. n Analyze incidents and taking
n Prevention of accidents is of measures with full task management
the highest importance at and workflow
Incident
customer. n Monitored statistics on incidents.
Management
n Managing action plans on n Actions in the area of health and
root cause analysis of safety, in relation to legal aspects and
accidents. specific company policy requirements
are being supported and guided by a
centralized system.
n Instructions need to be n SAP ERP n SAP EHS Management, n Central repository, and procedures to
available on how to handle n ? Hazardous Substance manage hazardous materials.
hazardous materials. Management n Full integration into purchase and
Management of storage locations for creation of e.g.
hazardous hazardous substance log or fire
materials brigade lists.
n Integration into purchase for blocking
the purchase of certain hazardous
substances
n Formalized programs to n ? n SAP Environmental n Monitoring, and management of
reduce environmental impact Performance, SAP Energy energy consumption.
with respect to energy Management n Taking and following up on actions for
Energy consumption. reducing energy consumption
Management

Sustainability
SAP Solutions
n Formalized programs to n Excel n Environmental Compliance, n Data can be collected on waste (liquid,
measure and reduce waste n ? Waste Management, air, solid), and are available for legal
Management of
Recycling administration purposes, and for defining and follow-
waste
(SAP REA) up of actions to reduce waste.
n Administration of recycling of waste
n Formalized and centralized n Excel n Environmental Performance, n Permits for allowed quantities of
follow-up of availability and n ? SAP Permit Management emissions all kind (to waste, water, air,
Environmental validity of environmental environment) are monitored centrally.
permits permits is required; n Current data on Permit validity, and
renewal process are centrally
available.
n Excessive resources, time n Excel? n SAP SuPM : Sustainability n Turns sustainability data into
and cost spent for collecting n SAP ERP Performance Management actionable information and insights,
data. enabling customers to aggregate
n Lack of a guided process for results and examine performance
qualitative and manual data across multiple dimensions.
Sustainability collection. n Provides planning workbooks to
Performance n Infrequent monitoring of support target and benchmark setting
Management sustainability KPI's for different organizations and
n Inability to integrate sustainability indicators, while
sustainability goals into graphical reports, dashboards and
operational business scorecards help provide stakeholders
practices. clear insight into a company’s
sustainability performance.

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Compliance
IMPACT
Business Value
Cost Savings Risk
Management
Access Control
Process Control
– Audit Mgmt
LOW


Compliance
n Management of roles and n GRC Access n SAP Identity Management + n Enables cross-system management of
the process for provisioning Management SAP Single-Sign-On identities (IT technical systems)
Enterprise GRC to users is very well under n Home n Enables cross-system management of
control. developed identities (ERP systems) while
Access Controls n Is there already a system in system integrating with SAP IDM.
place to allow for single sign- Assigner
on across different systems?
n There are currently not n GRC Process Control + n Enables automated monitoring, and
enough automated process SAP Audit Management testing of controls for key processes
controls in place. (free) using a single data source leading to
n First of all, the business operational efficiencies.
Enterprise GRC needs to take the time to n Provides automated exception case
Process Controls define the required generation and remediation case
automated process controls, management preventing material
which will bring benefit to the weakness and ensuring timely
organization. compliance.
n Taking risk information into n SAP ERP n GRC Risk Management n Aggregates risk exposure across the
account during business n MS Excel organization, with drill-down capability
Risk planning cycle, requires a lot into risks specific to a business unit or
Management of effort. departments within a business unit.

Benchmark results
5. Sustainability & Governance, Risk and Compliance
Governance, Risk and Compliance Survey P1 = 1 B€ < Revenue < 5 B€
Peer Group P1
Average Top 25%
q GRC: As company’s maturity Internal Audit FTEs per Billion Revenue 1.9 3.9 1.6
will grow, gaps will fade away. Automated Tested control as a % Total Control 0 34.5 55.0
q Consider implementation of User Permission Changes as a % of Total ERP Users 66.2 32.4 6.3
automated process controls.
User Permission Changes for ERP users (hours) 2.0 1.0 0.5
New ERP Roles Added as a % of Total Roles 14.3 15.4 4.0
New ERP Roles Added 2.0 1.55 0.8

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

IT Excellence

Usability &
User
Experiences
Business
Project & Test & Quality
Process
Portfolio Mgmt Management
Documentation
IMPACT
Business Value
Cost Savings
LOW


IT Excellence (1/3)
Project & n A good project portfolio management n Different n SAP PPM n Open and integrated application
Portfolio organization is in place (ie. Demand systems (xl,...) (Project Portfolio lifecycle management platform for
Management Office) n SAP ECC Management) SAP and non-SAP systems
n All projects are captured in SAP ECC, n Build a strategic IT solution in
to follow-up costs and resources. incremental tactical steps
n YPTO Time registration is being n Tactical solutions for key IT pain
implemented in SAP points
n Global project view and management n Drive a fast implementation and
is done manually in a consolidated ROI via professional services from
way. SAP and close partners
n There is an opportunity to manage all n Realize ongoing benefits and
this from within a single consolidated savings
system.
Business n Current Business Process n Different tools n SAP Enterprise n SAP Enterprise Modeling
Process documentation process is heavy to are used modeling by IDS accelerates the blueprinting process
Documentation maintain properly. (Industry Print, Scheer (ARIS + 20-40% by leveraging the SAP
n Some documentation is not updated Visio, Word, …) BPM) business process repository,
according latest developments. n Opentext reducing errors through automation,
Integration and eliminating the need evaluate
n Technical documentation is automated
process models posted on the wall. It
(up to 80%).
also helps to reduce the need for
n Need for an efficient way to design, customizations by giving you a clear
document & publish Business Process view of SAP’s out-of-the-box
associated documentation (used for capabilities, allowing you to make
support, online consultation and informed decisions about when to
training) and provide the capability to move forward without customizing
do process step checks! the solution.

IT Excellence (2/3)
Test & Quality n Due to the implemented SAP landscape n HP QC/QTP n SAP TAO (Test n Predefined test components are
Management and roll-out schedules from projects, Automation available to further optimize test
updates and smaller enhancements, Optimizer) management processes
testing is critical for an efficient roll-out of
projects.
n Currently HP QC is used and HP QTP is
used for Volume testing.
n There is potentially an opportunity to
further optimize the current Test
Management process
Project Blue n Blueprinting is currently executed by the n Industry Print n SAP Application n SAP application visualization by
Printing means of blueprint workshops. Process Visualization by iRise offers offers a collaborative
design is #1 priority during these iRise platform where authors can drag and
sessions. drop graphics and/or screen shots to
n There is potentially an opportunity to create visualualizations of a software
improve the collaboration amongst the application that can be reviewed
people doing and deciding on the final collaboratively by project team
blueprint design. members on an SAP implementation
or Custom development project. SAP
application visualization by iRise is
available as a ‘studio pack’, includes
the Studio - desktop authoring tool,
the Definition Center - central
repository, and the Reader software
applications available as a bundle.

IT Excellence (3/3)
Usability & n There is a need to better handle and n NA n SAP User n SAP UEM measures the
User define the systems User Usability. Experience performance of all end-users, all the
Experience n Understand how the systems are used Management by time, and for every SAP transaction.
(from a user interface perspective) and KNOA could SAP UEM tracks:
define an improved user interface. address part of n Response Time as
the requirement. experienced by the end user,
including Transaction
Response and Navigation
Response
n Quality of User
Experience, including
Infrastructure Errors from
Operating Systems, Servers,
Networks, & Databases; and
Application Errors, such as
ABAP Errors and “Method
Not Allowed” messages
n Adoption and Usage
Information, including User
Behavior issues like user
utilization, user errors, &
active/idle time; and
Workflow issues such as
process proficiency and
compliance.
n With SAP UEM customers can see
exactly what their end-user see and
every time they work in SAP.

Benchmark results
6. IT Excellence
TCO Survey P1 = # Active Users
Peer Group P1
Average Top 25%
q Stable Solution environment, IT Spend per Employee 1,904 12,724.7 3,299.9
setup and management. SAP Spend as % of IT Spend 50 26.8 44.1
q There are potential SAP Spend as % of Revenue 0.9 0.4 *

opportunities to reduce SAP Ongoing Support & Maintenance Only Spend as a %
27 48.4 32.3
complexity resulting in further of Total SAP Spend
deployment and management Number of Critical Interfaces 22.0 37.0 10.0
efficiencies
Critical Interfaces/Total Interfaces% 27.5 38.5 13.3
Total Interfaces per Production Instance 80.0 36.4 10.0
Total Number of Changes per 100 Active Users 54.7 19.8 11.2
Number of Production Instances 1.0 5.3 3.0
Active User per Production Instance 1,096 669.1 1,400.0
Concurrent User per Production Instance 900.0 372.3 800.0
Y/Z Programs 830.0 2,768.5 1,211.0

TCO Best Practices Summary
1 = No Coverage
Average Coverage Top 25% Coverage Company Coverage Company Importance 5 = Full Coverage
0
IT Governance Value Management Solution Portfolio IT Service Organization Business Process Business Continuity And
Management And Delivery Improvement And Test TCO
Management

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Mobile Solutions Infrastructure – Business Process Prioritization
Mobile Platform
Mobile Device
management
IMPACT
Business Value
Cost Savings
LOW

References

Mobile Solutions – customer Infrastructure
n Ability to connect different n NA n Sybase SUP n Create various types of backend

types of devices to different connections with ease.
back-end systems/solutions n Develop and Deploy Entire Mobile
Mobile Solutions using a uniform standardized Applications within Eclipse Plug-in.
Back-end platform.
n Extend Workflow Processes without
integration writing a single line of code.
n Connect various device types using
the Sybase Unwired Platform secure,
efficient, reliable transport
n Managing and securing the n NA n Afaria n Provision:
Device Lifecycle Assign membership/policies
Configure devices
OTA client delivery
Application deployment
n Production:
Track asset
Update/repair software
Device Distribute/update files
Management Software license tracking
Device remote control
n Production:
Reprovision/reimage device
Replacement device-same user
Repurposed device
Redeploy software assets
Restore data (after device kill)

Mobile Solutions – Functional Admin Personnel
n Provide quick views into n NA n SAP CRM Mobile Sales n Ability to perform Account & Contact
customer information management
n Provide critical sales n Perform Lead & Opportunity
analytics and reporting Management
CRM Mobile Sales n Perform Activity Management
n Quick view of CRM Calendar view
with today’s meetings
n Opportunity Analytics and Reporting
n Multi-Language Support
n Access relevant information n NA n SAP BusinessObjects n Search across all data sources
when outside the office. Explorer Mobile n Contextual exploration
n Visibility to time critical n Automated relevancy and chart
BO Explorer information. generation
Mobile n Working with Report & n High performance and scalability
Dashboards created by
n Share your results instantly
others
n Access financial data and n NA n SAP ERP Customer n List of all customers classified as
customer invoices real time Financial Fact Sheet ‘Critical’ according to predefined rules
n Avoid calls to back office / n Display financial details for a selected
Customer accounting, e-mails, fax,… customer
Financial Fact
Sheet n Call up oinal invoices

Mobile Solutions – Functional Admin Personnel
n Loyalty Members want to n NA n SAP CRM Loyalty Shopping n View your membership details
check Assistant n Access virtual cards
membership/transaction
n View transaction history
details instantly
Loyalty n Display location-aware offers
n No physical cards needed
Management n Access bar-coded offer codes that can
n Loyalty program host is able
be used at the store
to provide location based
offers to members.
n Managers work on n NA n SAP HCM Approvals n Notification of approval work items

workflows mobile n View team calendar
n Approve, reject requests
Managers work on n Grant system access
workflows mobile
n Manager signs off high value n NA n SAP ERP Payment n Push Urgent tasks to the treasurer
payments Approvals
Manager Signs-off
on high value
payments

Mobile Solutions – Workers on-site
n Deliver exceptional field n NA n SAP CRM Field Services n Push alerts to field engineers about
service while maintaining new assignments – engineers can
profitability view and accept or reject the
n Improve efficiency and assignment
productivity of field service n Debrief – engineer can debrief the
engineers order at the point of service thus
n Make optimal use of reducing billing cycle
Field Engineers
efficiency resources n Mobile access – Provides engineers
n Get timely and accurate with access to service, customer and
information from the field product information stored in SAP
CRM
n Support for offline work – Enable field
engineers to work offline and, when
online, have all data refreshed
automatically
Quality Issue n Employee detects quality n NA n SAP ERP Quality Issue n Create quality report
detection & issue and reports it mobile n Add photo and scan equipment
reporting
n Provide planning information n NA n SAP TM Transport Tracker n Display a list of assigned, open freight
for the driver orders
n Provide execution n Display stops for a freight order
information for the planner n Display events, freight units, location
Driver planning & from the driver data for a stop
Execution
n Display graphical information for a
freight order
n Trigger an event for a stop after
activity

Benchmark results
7. Mobile Solutions
Enterprise Mobility Survey P1 = N/A
Peer Group P1
Average Top 25%
q There is a need to implement Number of mobile devices deployed 9,000 - -
a common Mobile Solutions Number of Mobile Operating Systems supported 3 - -
platform that enables or allows IT FTE’s focused on Mobile Device Mgmt, Application
the management from different 50 - -
development or support
mobile solutions (applications)
and devices. Cycle Time to develop and deploy new Mobile applications 60 - -

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Human Capital Management
Manage Organizational &

Employee Self
Employee Data
Services
E-Recruiting
Adobe Interactive Workforce
HR forms Analytics
Employee
IMPACT Interaction
Business Value Center)
Cost Savings
Personnel Cost Succession Manager Self

Planning Planning Services
Enterprise
Learning
Travel & Expense

Management
System
LOW


Human Capital Management (1/2)
n HR system allows for a balanced

scorecard framework which supports
n customer has a reverse age pyramid which n Entire SAP HCM benchmarking and continuous
will force the HR organization to tackle the suite (incl. LSO, improvement
workforce planning differently. n SAP HCM Nakisa Talent
HR Planning, n HR system allows to analyze workforce
Management)
strategies and n There’s no central HR organization covering n LMS PeopleSoft data, implement and monitor strategies
HR business all HR aspects (incl. training) n SAP BO/BI for to optimize workforce and evaluate how
n Nakisa Org.Chart
HCM various actions affect business
n customer doesn’t address all HR aspects outcomes
through a central information repository n SAP NetWeaver
n HR intranet portal allows to communicate
with the employees.
n No visibility on the recruiting channels & n E-Recruiting @

recruiting processes which are managed by customer Holding n Use the available information of the
Sourcing & the customer Holding. recruiting system of customer Holding to
n N/A n E-Recruiting for a
Selection be kept informed about progress in
n The current regulations prevent customer to dedicated recruiting programs.
perform an internal recruiting program. population
n The customer doesn’t have a good view on n Evaluation of employee development

the new arrivals, preventing the company to and training needs performed as part of
perform an efficient on boarding process. performance appraisal process;
n SAP HCM
n No development & career planning n System automatically pushes course
n SAP LSO offerings to employees based on their
n No central repository (yet) to manage different
training types for employees and managers. n SAP NetWeaver job requirements or performance gaps
Developing &
n SAP LSO for ESS/MSS n Learning system has automated reports
Counseling n Training management is decentralized and
separated from HR scenario’s available to assess training effectiveness
by correlating corporate KPIs with
n No performance review processes n Nakisa Talent training results (e.g. successful technical
n No succession planning for critical jobs management training with railway equipment)
n Line managers are not coached to deliver n Use pre-defined content to accelerate
support in HR matters eLearning

Human Capital Management (2/2)
n Personnel cost planning system has

n There are no reward & retention programs. automated analysis capabilities to model
customer uses an appreciation parameter to the impact of personnel costs changes
n SAP HCM
influence a few premiums, but this system on the overall business model.
Personel cost Personnel cost
doesn’t allow to reward highly talented & N/A Learning system allows for streamlined
planning
n planning n
motivated employees. processing of follow up activities, such
n SAP LSO as test results, competency & proficiency
n An employee can grow in his career through
examination programs to shift to a new grade. results and provides validation with
digital signatures for approval
n Nakisa Talent
n The current process for retirements (with short
management
Deploy & Retire notice periods) prevents customer to anticipate
(succession
on workforce gaps.
planning)
n An integrated Employee Interaction

Center enables the management of
n Usage of other decentralised HR systems to employee inquiries, to reduce
guarantee correctness of operational planning administrative work and to ensure
n SAP HCM
tools in the various directions. information consistency
n Adobe interactive n Adobe interactive forms facilitate data
Manage n Paper-based forms to request changes to the n SAP HCM HR forms entry and information distribution
organizational & personnel file
Other HR tools towards customer Holding and customer
employee data n n SAP EIC
n No streamlined employee inquiry processes. HR systems.
(integrated with
n Majority of HR services, such as creation
n There’s no confidence in the provided customer Holding?)
of requisitions, new hire entry, change of
reporting salary request, request for separation
can be initiated by managers online and
entered in a simple format
Travel & n SAP Expense n The expense system runs an automatic

Expense Management audit that issues alerts to managers if
Management charges are outside of previously
System established limits.

Benchmark results
8. Human Capital Management
HCM Survey P1 = # Employees
Peer Group P1
Average Top 25%
q There is a potential to reduce Employee Turnover (in %) 5.71 10.5 5.0
the number of HR FTE’s per Employees Trained (in %) 79 79.1 100.0
employee.
Employees per HR FTE 49 109 158
q There are opportunities to HR Cost per Employee 1,224 1,323 454
reduce the cost per employee,
per hire, … Cost per Hire 5,000 2,532 996
q Creation of dashboards, and

increase of visibility to support
management decision
processes will bring
improvements

HCM: Best Practices Summary
1 = No Coverage
5 = Full Coverage
Average Coverage Top 25% Coverage Company Importance Company Coverage
5,5
4,5
4 4,0
3,8 3,8
3,5
3,3 3,3
3 3,0 3,0
2,9
2,5
2,3
2
1,8
1,5 1,5 1,5
1,3 1,3
1 1,0 1,0
0,5
0 0,0 0,0 0,0

HR Strategy Compensation Recruitment & Training & Employee and Compensation Benefits Pension or Personnel Data Payroll Time &
and Leadership and Benefits Staffing Development Labor Relations Administration Administration Superannuation Management Management Attendance
Planning Plan
Administration

Talent Management: Best Practices Summary
1 = No Coverage
Average Coverage Top 25% Coverage Company Coverage Company Importance 5 = Full Coverage
5
4.5
3.5
2.5
1.5
0.5
0
Strategy and Leadership Strategic Resource and Compensation Planning Recruitment and Staffing Training and Development
Succession Planning

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

Real Estate Management (Stations, Buildings, Equipments, …) 1/4

SAP Solutions
n High Need to ensure
Management of the
inventory of the n Ability to manage maintenance in a
buildings in the more detailed of granularity
maintenance work
shops n Complete insight in portfolio
Management of the n MARS n Better cost and land use management
Inventory of the n SAP Flexible Real Estate
n Local
buildings, Terrains & Management
Application n Geographical reporting on portfolio
Real Estate Master ICT owned and rented n SAP ERP
(GMAO) and assets with the integration into
Data by the customer n SAP Asset Accounting
n SAP FI-CO GIS systems
n High Need to Manage n SAP Enterprise Asset
n SAP AA
the Installations in the Management
workshops (MARS) n SAP Flexible Real Estate
n High Need to Management ensure native integration
integration between the with Other SAP Modules as
Real Estate Portfolio Accounting, Controlling,, Material
and Management, Plant Maintenance
Accounting/Controlling
n Need more details on
Real Estate
n Geographical reporting on portfolio
and assets with the integration into
n Low Need to integrate n SAP Flexible Real Estate
n GIS GIS systems
Real Estate Master the Real Estate Management
separated n Architectural reporting on portfolio and
Data – GIS/CAD Portfolio with GIS and n CAD & GIS
from RE assets with the integration into CAD
CAD
systems


SAP Solutions
n High Need to ensure n Mobilized management of assets and
Management of the facilities
installations in the
n Complete communication solution for
buildings (Furniture,
inbound/outbound providing multi
Installations, IT SAP Flexible Real Estate
n queues/channels/skills
Equipments, …) Management n Complete Process integration
n High Need to ensure SAP Plan Maintenance
n between different Roles &
Facility & Maintenance of the
n MARS n SAP Resource & Portfolio Responsibilities involved (Activities)
Maintenance historical data of all
n Local Mgmt. n Ensure native functionality of keeping
management executed works on
Application n SAP Multi-Resource Historical Data with the “From.. To…)
Buildings
(GMOA) Scheduling n SAP Flexible Real Estate
proper staffing for n Integration to GIS / CAD / Management has native integration
maintenance works on CAFM with Multi Resources Scheduling and
buildings and terrains Plan Maintenance
n High Need to ensure n Reminder and Tasks definition,
definition of the explanation are part of standard
Maintenance tasks to functionalities within the Flexible Real
be performed Estate Management
n High Need to ensure n Full transparency of all investment

Management of alternatives and their approval status
construction and n SAP Flexible Real Estate n Complete project insight, full budget
n MARS
embellishment projects Management control, and less risk of unexpected
n Local
for investments n SAP ERP (MM) deviations from plan
Project Management Application
n High Need on n SAP ERP (PM) n Saved time & effort in supplier
(GMOA)
management of n SAP FI-CO (Budget follow- collaboration, complete insight into the
Purchase and Sales of up) bidding process and easier decision
Real Estate finding
n Full control of acquisition process


SAP Solutions
n Centralized contract and partner
management
n Medium Need to
ensure the contract n Automated periodic postings
monitoring internally
with holding and n Simple-to-execute one-time postings
externally with third
n Contract parties n SAP Flexible Real Estate n Full reflection of all real estate
n MS Excel
management n Medium Need to Management contracts and link these contract with
n SAP FI-CO
(Rental manage the complexity n SAP Contract Management Real Estate Objects. Therefore ensure
n SAP CM
contracting) on some contracts n SAP ERP proper allocations of Costs and
n Medium Need of Revenues towards it
Management of
contract and letting n SAP Flexible Real Estate
contracts for buildings Management ensure complete
and terrains Contract Life Cycle Management
(ensure Occupations of Buildings
owned by other Holding, …)
n High Need to ensure n SAP Flexible Real Estate

reporting for Format Management ensure full scope of
Reporting, Alert reporting for each Roles &
Reporting, Ad Hoc Responsibilities related to process of
n SAP Flexible Real Estate Real Estate Management
Queries, ...
n MS Excel Management
n Reporting n High Need to ensure
n SAP BW n SAP BW
reporting of Budgeted – n Aligned KPI’s throughout whole
n SAP ERP n SAP BI / SAP Business organization.
Actuals Costs per
Objectd
Maintenance works
n High Need on n Asset performance can be monitored
reporting related to in real time.
Occupancy
SAP Solutions
n SAP Flexible Real Estate Management

natively integrated with SAP Material
Management ensure saved time &
n Low Need to ensure
effort in supplier collaboration, complete
Management of
n SAP Flexible Real Estate insight into the bidding process and
Real Estate 3 rd Party Cleaning Contracts
n None Management easier decision finding
Contract Management n Low Need to ensure
n SAP Material Management n Ensure Integration to Account
Management of waste
Payables and Accounts Receivables
removal contracts
n Complete communication solution for
inbound/outbound providing multi
queues/channels/skills
n Medium Need of
Management of a
document repository for
n SAP Flexible Real Estate Management
all documents per
Real Estate ensure native integration between Real
buildings (Contracts, n SAP Flexible Real Estate
n Word Estate Object (eg: Opentext, …) in
Document PV’s, Letters, Safety Management
n Paper order to ensure archiving of Letter,
Management declarations, ..) n SAP OpenText
Contracts, Declarations, Certifications,
n Medium Need to
..
integrate with Enterprise
Documentation
Management
n Low Need to ensure n SAP Flexible Real Estate Management

compliance with natively integrated with SAP EH&S
environmental and ensure Compliance and Safety related
n Real Estate n SAP Flexible Real Estate
safety regulations to Employees, Building, Environment, ...
Compliance & n None Management
n Low Need on follow-up n SAP EH&S and SAP Flexible Real
Safety n SAP EH&S
of energy consumption Estate Management ensure follow of
per building* different keys of consumptions and
(Environment)
© 2011 SAP AG. All rights reserved. ensure proper follow of these ones
Internal 98
Real Estate Management – Business Process Prioritization

Real Estate Master Real Estate
Data Master Data
Part II (Rolling Mat) Part I (V2D)
2014 2013
Real Estate
Reporting
Sept 2013
Facility &
Maintenance Mgt
IMPACT
2013
Contract Project Document

Business Priority Management Management Management
Expected Business Value
2015 Sept 2013 2013
TCO Savings
GIS/CAD Compliance &
Integration with Safety
Real Estate
2015
2016
3rd Party Contract
Mgt (MM)
2015
LOW

References

6 IT Excellence
Key
7 Mobile Solutions
Opportunities
Analysis

The Solution Enablers SAP can provide
Key Strategic Goals BI Objectives SAP Solution Enablers
n Drive visibility throughout the organization

n Enable real time insight into performance on some
Contribute to the area
customer Strategy
n Deliver automated reporting to operations
for the next 5 Accessibility
highlighting issues and enabling cost management
years
n Deliver drill-down reporting with traceability to
source information
n Ensure easy to use ways of gathering information
n Drive accurate and timely reporting

Contribute to n Minimize manual analysis with continued leverage
operational Credibility of the SAP solution
excellence n Maintain accurate regulatory compliance
n Empower operations management as owners of
information management
n Ensure “One version of truth” through the company

n Ensure answering to all needs of information in a
Risk Mitigation reactive way
Ensure a BI n Standardize processes within SAP
strategy platform n Consolidate and control the flow of data
for the long term n Rely on a scalable robust BI environment with low TCO

SAP Solution can help mitigate BRail Risks
n The unique semantic layer ensures that all reports, dashboards and
Ensure analyses rely on the same data definitions
“one version n Ability to access and combine multiple sources easily, without
of the truth” n Leverage the data definitions from BW, including complex
aggregations defined in the BW cubes
Ensure n Access the data directly, no need for IT to create new extracts to
answering all populate dashboards and reports
needs in a n The content and data access can be created by business users
reactive way n Ability to access data in real time if needed
n Both decisional and operational reports can be integrated in the SAP

Risk Mitigation environment in a natural way.
Standardize
n Native connectivity to SAP is used for all BI content – no need for
processes within
complex extraction layers.
SAP
n Invest in a complete Business Intelligence solution for all BI needs on
the same platform (dashboarding, analysis, reporting, exploration, …)
Consolidate and n Easy to manage and control the origin of the data behind the reports
control the flow n Identify all reports that rely on a specific data source
of data n Control the data quality from the original source to the final report
n Directly reuse the data security defined in SAP
n BI environment can grow over time, and supports multiple operating

Rely on a systems (Windows, Unix, Linux, …)
scalable, robust, n Low TCO through ease of maintenance (web based)
BI environment n Ability to rely on a broad community of implementation partners with
with low TCO a broad knowledge of the BI solution
Overview of the BI initiatives
BI Objectives
BI Initiatives
BI Launchpad
Accessibility
Dashboards
Analysis
Interactive reporting
Credibility Data Exploration
Embedded Analytics
Static reports
Mobile BI
Risk Mitigation Real Time & In-Memory Analysis
BI Acceleration
Metadata

Process Priorization
Strategic IT

SAP Solutions
n Ensure consistency in the n Portal n SAP Business Objects BI n Enables the use of an integrated
reports / analysis access (one package: SAP business platform of Business Intelligence tools,
single point of access) Objects Enterprise and the reuse of data in a common
(Infoview / BI Launchpad) semantic layer to reduce
n Ensure consistency in access implementation time and associated
between SAP and BI costs
n Process the reports / KPIs n Provides a single access point to

review between data steward/ broad sets of information, thereby
stakeholders and management increasing user satisfaction
n Provide flexibility in managing n Setup a manageable process and

the reports and their distribution framework to validate and distribute
BI Launchpad reports and KPIs
n Provides user-appropriate analytic and

reporting tools, meeting various user
needs for visualization, analysis, or
static reporting
n Reduces training expense by providing

intuitive, easy-to-use BI front-ends
n Reduce IT costs for information

delivery by providing an out-of-the-box
and fully featured Business
Intelligence web navigation interface

Strategic IT

SAP Solutions
n Dashboard done in local tools n Excel n SAP BusinessObjects BI n Unlocks data assets by providing
based on reports generated package: Xcelsius access to all information available,
through BI (Dashboards) enabling better and confident decision
making
n Need flexibility in building the
dashboard (be able to n Provides real-time updates to key
personalize them) performance metrics so business unit
managers have immediate visibility to
n Need to include comments on business changes
some part of the dashboard
n Provides managers with direct access
n Need to drill down easily in order to business unit performance metrics
to analyze the causes of a poor and underlying analysis thereby
Dashboards or good performance reducing time spent for extraction,
preparation and delivery by analysts
n Need to link several dashboards
with different KPI to help in the n Allow to optimize the way information
analysis is consumed through compelling and
highly interactive visualizations
n Give insight into the root causes of a

certain KPI result directly within the
dashboard interface, allowing to
navigate contextually to detailed
analysis

Strategic IT

SAP Solutions
n Create your own analysis and n Excel n SAP BusinessObjects BI n SAP metadata is reused to connect to
publish it as a report to others. n Portal package: Analysis for OLAP SAP BW sources, but with the same
n Bex web look & feel as the other SAP BOBJ BI
n Need to records comment on the analyser n SAP BusinessObjects BI tools, so the user is not lost
analysis to share it with others package: Analysis for
Microsoft Office n Enables ad-hoc query and analysis
capabilities to allow easy manipulation
of data so that users do not have to re-
extract data from source systems and
waste valuable time
Analysis
n Allow consistent navigation and
consumption of the data, regardless of
the interface (web, excel, …)
n Empower analysts with a

comprehensive set of
multidimensional data analysis
capabilities, with a direct link to the
underlying SAP BW environment

Strategic IT
SAP Solutions
n Use standard reports as a n Excel n SAP BusinessObjects BI n SAP metadata is reused to connect to
starting point of analysis n BW Query package: Web Intelligence SAP BW sources, but with the same
n BW 7.0 look & feel as the other SAP BOBJ BI
n Improve effectiveness in creation tools, so the user is not lost.
of reports by BI team
n Give self-service access to the data,
allowing end users to be independent
from IT
n Allow end-users to interact

dynamically with the data, reducing the
number of needed predefined views
and standard reports
Interactive
Reporting n Provides flexible access to
information, integrating SAP- and non-
SAP data, for more complete analysis
n Provides users with the ability to

create and change their own reports,
increasing the speed with which they
answer their analytic needs
n Build ad-hoc queries, interact and

adapt predefined reports, analyze
information, distribute printable
formatted reports, all from the same
user interface

Strategic IT

SAP Solutions
n Today reports are static n Excel n SAP BusinessObjects BI n Give search & self-service access to
n BW Query package: Explorer the data, allowing end users to be
n No exploration possible in BI n BW 7.0 independent from IT
n Allow to explore the data first, and

then share the result with others and
distribute it in the BI environment like
Data any other BI content
Exploration
n Provide the end user automatically
with the most pertinent data
combinations, making it more intuitive
to analyze

Strategic IT

SAP Solutions
n End-users don’t have a way to n Excel n SAP BusinessObjects BI n Reports directly embedded within SAP
look efficiently at the input into n BW Query package: Embedded interfaces allow the feedback the
the operational system. n BW 7.0 Analytics information directly to the people
n SAP BusinessObjects BI entering the information, allowing for
n There is no common way to package: Crystal Reports immediate data quality check
consume Business Intelligence n SAP BusinessObjects BI
information on operational package: Xcelsius n Enhance the way the information is
systems (Dashboards) visualized in the SAP interfaces using
Embedded the same technology as the one used
Analytics to distribute decisional Business
Intelligence content
n Gain time to build operational reports

by leveraging best practice content for
each line of business

Strategic IT

SAP Solutions
n No requirement today n Excel n SAP BusinessObjects BI n With predefined, formatted reports, the
n BW Query package: Crystal Reports number of “unmanaged” excel reports
n BW 7.0 can be reduced
n Visual
Composer n Allow to build and distribute pixel-
perfect reports to a large number of
Static Reports users
n Enable operational reporting with

direct connectivity to the underlying
transactional system

Strategic IT

SAP Solutions
n Mobile is not in the BRail n Excel n SAP BusinessObjects BI n Give access to the data anywhere
strategy today n BW Query package: Mobile BI & boosts the usage of BI and avoids the
n BW 7.0 Explorer for iPhone/iPad, need to print out data before leaving
n Visual Augmented Reality
Composer n Provide pertinent contextual
Mobile BI information, based on the actual
localization of the mobile users

Strategic IT

SAP Solutions
n Need train availability and train n SAP n SAP High Performance n Empower people to make smarter
circulation (3 times a day) Business Analytics Appliance (HANA) decisions and react quickly to market
suite changes with a solution to turn
n Need Visibility on train status in n SAP BW 7.0 corporate data into meaningful insight
Real Time & maintenance process
In-Memory n Immediately reflect changes in
Analysis operating system into all BI front-ends,
enabling the right decision making at
all times
n Performance is good today (5 to n SAP BW 7.0 n SAP NetWeaver Business n Increases user satisfaction by
8 s) but need to keep it in next Warehouse Accelerator reducing the query time through the
gen BI use of an accelerated BI infrastructure
BI n Need to keep an effective n Ensure a broad user adoption by

Acceleration response time independent from providing immediate click-through
the used front-end behaviour, independently from chosen
front-end

Strategic IT

SAP Solutions
n When there is a problem with a n BW 7.0 n SAP BusinessObjects BI n Allow interactive navigation in the
data source, it is very difficult to package: Metadata Manager metadata relationships to directly find
find out which reports and users (Information Steward) the reports impacted by a specific
are impacted source
n People don’t trust the data
because they don’t know where n Give information about underlying data
it comes from, and how it is to the end-users, which raises their
calculated confidence in the correctness of the
data and boosts the usage of the BI
environment
Metadata n Provides users and IT staff the ability

to easily view, analyze and explore
metadata. Information about structure,
end-to-end impact analysis, report-to-
source data lineage supports
compliance and internal control
requirements reduces users calls to
the IT help desk and reduces research
time

Prioritization Matrix
High Dashboards
BI Acceleration
Interactive reporting BI Launchpad
Analysis
Embedded Analytics
Metadata
Importance/Urgency
Value &
Real Time & In-
Priority Memory Analysis
Static reports H M L
Data Exploration
Low Mobile BI
Low High
Feasibility

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Strategic Roadmap

Enabling Sustainable Growth and Transformation

This limitation shall not apply in cases of intent or gross negligence.

© 2011 SAP AG. All rights reserved. 2

© 2011 SAP AG. All rights reserved. 4

n customer and SAP assessed the current performance and pain-points :

n Identification of initiatives which support customer to reach its objectives (Safety,

© 2011 SAP AG. All rights reserved. 5

© 2011 SAP AG. All rights reserved. 6

Market Drivers Business Business Imperatives/Principles

Changing Macro Trends  Safety for customers and employees as a

© 2011 SAP AG. All rights reserved. 7

Sourcing & Procurement 3

Sustainability & Governance, Risk and Compliance 5

© 2011 SAP AG. All rights reserved. 8

Financials & Enteprise Performance Mgmt Real Estate Management

© 2011 SAP AG. All rights reserved. 10

 Regular review of performance of its

Deliver the  Comply to Sustainability KPIs

 Plan, execute and monitor upskill/

© 2011 SAP AG. All rights reserved. 11

2. SOURCING &  Purchase Order Collaboration – Supplier

 Fast Financial Closing

 Reduce sales forecast cycle time

© 2011 SAP AG. All rights reserved. 13

© 2011 SAP AG. All rights reserved. 14

Priority, Feasibility & Probability

Foundation Business Improvement Business Excellence

2012 2013-14 2014+

© 2011 SAP AG. All rights reserved. 15

Phase I – Phase II – Phase III –

n Initiatives that are prerequisites

© 2011 SAP AG. All rights reserved. 16

Real Estate Management

III II I I Short-term (2012)

Monitoring Hazardous PO C. SAP Multi-Resourc e Schedulin g

© 2011 SAP AG. All rights reserved. 17

Initiative/Process View Business Excellence

Sales & Marketing

2011-12 (Foundation) 2012-14 (Optimization) 2014-16 (Excellence)

© 2011 SAP AG. All rights reserved. 19

Based on benchmark studies & workshop conducted, we conclude:

SAP’s commitment towards customer to optimize the overall performance level:

• Support customer in the preparation of the change to the organisation

© 2011 SAP AG. All rights reserved. 20

Mission Partnership Structured customer Approach via Domains

Optimize TCO – so more budget

Bring innovative and creative

Increase business benefit

© 2011 SAP AG. All rights reserved. 21

© 2011 SAP AG. All rights reserved. 22

Based on benchmark studies & workshop conducted, we conclude:

© 2011 SAP AG. All rights reserved. 23

© 2011 SAP AG. All rights reserved. 24

© 2011 SAP AG. All rights reserved. 25

Railways, Aerospace, Mining,

Sustainability & Governance, Risk and Overall database

6 IT Excellence SAP TCO # Active Users

7 Mobile Solutions Mobility* Not yet available

8 Human Capital Management Human Capital Management # Employees

9 Real Estate Management

Business Intelligence & Enterprise

* Few data available ** Survey in ramp up

© 2011 SAP AG. All rights reserved. 26

Changing Macro Trends Safety for customers and employees as a

Regular review of performance of its

Deliver the Comply to Sustainability KPIs

Plan, execute and monitor upskill/

2. SOURCING & Purchase Order Collaboration – Supplier

Fast Financial Closing

Reduce sales forecast cycle time