global sap roll out
DESCRIPTION
Global SAP Roll OutTRANSCRIPT
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SAP Rollout ProjectSAP Rollout Project
Opatija, June 4, 2002
mr.sc Mirko Slovjak
Iskustva u vodenju globalnog projekta
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n As a global company, we have a critical mission to
undertake: we must successfully meet the rising
challenges and complexities of business world.
n To get there, we need an integrated system that delivers
the right blend of functionality, flexibility and
technology.
n Moreover , we need a comprehensive solution that
optimises and supports all of our global business
processes.
n To achieve this goal we need:
a reliable strategy to analyse our businessoperations and new opportunities and
an integrated information system
Project ApproachProject Approach
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Project approachProject approachCase studies show that most of the successful SAP implementations arebusiness-driven from start to end
Successful com panies realise from the start the importance of business-driven SAPimplementation and secure that the business focus is never lost through out the process.
Successful com panies realise from the start the importance of business-driven SAPimplementation and secure that the business focus is never lost through out the process.
Dif ferences between IT-dr iven and b usin ess-dr iven SAP imp lementat ions
IT-driven implementationsIT-driven implementations Business-driven implementationsBusiness-driven implementations
Replacement of old IT systemsthat are difficult to maintain andsupport
Increase accuracy of data
SAP regarded as an IT solutionto all business problems
Replacement of old IT systemsthat are difficult to maintain andsupport
Increase accuracy of data
SAP regarded as an IT solutionto all business problems
Reengineering of businessprocesses in alignment withcorporate strategy
SAP regarded as an enabler to
change the way the business isrun
IT structure and businessprocesses are aligned
Reengineering of businessprocesses in alignment withcorporate strategy
SAP regarded as an enabler to
change the way the business isrun
IT structure and businessprocesses are aligned
CIO
IT department
Todays IT users define systemrequirements and architecture
CIO
IT department
Todays IT users define systemrequirements and architecture
CEO
Senior management, includingIT manager
Requirements based on futurebusiness needs
CEO
Senior management, includingIT manager
Requirements based on futurebusiness needs
Key decisionmakers duringimplementation
Rationale for
using SAP
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Project approachProject approach
Complexity driversComplexity drivers
Global business issues Global data standards
Global/standardised processes
Global products
Global business issues Global data standards
Global/standardised processes
Global products
Geography and cultural issues Cultural differences between international sites
Communication challenges and local acceptance (buy-in)
Geography and cultural issues Cultural differences between international sites
Communication challenges and local acceptance (buy-in)
n Complexity drivers for multi-site, multi-national SAP implementations
The complex i ty increases signif icant ly for glob al SAP implementat ions - putt ing m any potent ial
pi t fal ls and r isks on the map to project success.
The complex i ty increases signif icant ly for global SAP implementations - putt ing m any potent ial
pi t fal ls and r isks on the map to project success.
Multi-site, multi-nationalSAP implementations
International team structure and project organisation Internationally balanced teams
Distributed support over regions
Coordination of rollouts in multiple countries
International team structure and project organisation Internationally balanced teams
Distributed support over regions
Coordination of rollouts in multiple countries
Diversity within regional IT systems in use More complex configuration management
Variations in regional IT infrastructures
Difficult definition process for standardisation through multipleviewpoints
Diversity within regional IT systems in use More complex configuration management
Variations in regional IT infrastructures
Difficult definition process for standardisation through multipleviewpoints
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Project approachProject approach
Global ASAPGlobal ASAP
Provides Global Strategy definition before startingimplementation project
Approach driven by global business processorientation
Opportunity to integrate business reengineering
and value chain improvements Opportunity to align business processes across
international borders and realisation of significantcost reductions and enterprise-wide benefits
Opportunity for SAP programs across all enterprisesites, product lines and international divisions
Ideally fit for big multi-national enterprises toprepare for the challenges of global markets
Provides Global Strategy definition before startingimplementation project
Approach driven by global business processorientation
Opportunity to integrate business reengineeringand value chain improvements
Opportunity to align business processes acrossinternational borders and realisation of significantcost reductions and enterprise-wide benefits
Opportunity for SAP programs across all enterprisesites, product lines and international divisions
Ideally fit for big multi-national enterprises toprepare for the challenges of global markets
Global ASAP is especially designed to fit the needs of mu lti-site, mu lti-national enterprises and tohelp them implement glob al business operat ions, based on SAP.
Global ASAP is especially designed to fit the needs of mu lti-site, mu lti-national enterprises and tohelp them implement glob al business operat ions, based on SAP.
Project complexity
Size of company
ASAPASAP
Clear local focus of SAPimplementation
Process optimisation on locallevel
Benefits on local level
No business process
reengineering
Clear local focus of SAPimplementation
Process optimisation on locallevel
Benefits on local level
No business process
reengineering
Localmethodology
n Characteristics of Global ASAP methodology
Global
methodology
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Global ASAPGlobal ASAP
Global ASAP methodology will not substitute experience and
necessary skills, such as:
Business acumen
Project management
Business process know-how
SAP know-how
IT architecture know-how
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Rol l Out ASAP Roadmap
Global ASAPGlobal ASAP
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2 41 3
Business Bluepr int Real isati onProject Set-up
Where we
want to go
How to get
there
Translate
business
processes
in to logical
operation
of R/3functionality
Maintenance & Support
Customer
Competence
Centre
Global ASAPGlobal ASAP
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Global ASAP PhasesGlobal ASAP Phases
Activities
Activities
Define globalstrategy
Set up globaltemplate project
Define globalstrategy
Set up globaltemplate project
Global ProGlobal ProjectjectSetSet--UpUp
GlobalGlobalBusinessBusinessBlueprintBlueprint
GlobalGlobalRealisationRealisation
GlobalGlobalMaintenanceMaintenanceand Supportand Support
Prepare template
Define globalbusiness processmodels
Develop globalBusinessBlueprint
Prepare template
Define globalbusiness processmodels
Develop globalBusinessBlueprint
Configure andconfirm template
Define globalsystemmanagement
Perform finalintegration test
Execute rollout
Configure andconfirm template
Define globalsystemmanagement
Perform finalintegration test
Execute rollout
Support local sites,subsidiaries
Perform post-rolloutactivities
Ensure continuousimprovements
Support local sites,subsidiaries
Perform post-rolloutactivities
Ensure continuousimprovements
ProjectManagement
Quality Assurance
Change Management (Training, communication, team building, motivation, and so on)
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ProjectSet-up activitiesProjectSet-up activities
Activities
Activities
DefineDefineglobalglobal
strategystrategy
Prepare proPrepare projectject(template/rollout(template/rollout
strategy)strategy)
Set up globalSet up globaltemplate projecttemplate project
Opportunity andreadiness assessment
Strategy Study
Risk Assessment
Business Case
Review and sign-offof Global Strategy
Opportunity andreadiness assessment
Strategy Study
Risk Assessment
Business Case
Review and sign-offof Global Strategy
Detailed projectplanning
Project procedures
and standards
CCC implementationstrategy
Sign-off of high-levelproject plan
Detailed projectplanning
Project procedures
and standards CCC implementation
strategy
Sign-off of high-levelprojectplan
Global template projectcharter
Project scope
Project plan
Project team
Template-specificstandards andprocedures
Review and sign-offof Project Charter
Global template projectcharter
Project scope
Project plan
Project team
Template-specificstandards andprocedures
Review and sign-offof Project Charter
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Strategy StudyStrategy Study
ContentContent
Project
governance
Projectgovernance
Enterprise ScopeEnterprise Scope
Scope of sites, countries
Scope of processes
Information and process flowsbetween enterprises
Graphical representations ofeach organisation and mapping
to SAP organisational hierarchy Listing of all high-level
functional gaps and potentialsolutions
Policy statement on how gapsare to be resolved
Scope of sites, countries
Scope of processes
Information and process flowsbetween enterprises
Graphical representations ofeach organisation and mapping
to SAP organisational hierarchy Listing of all high-level
functional gaps and potentialsolutions
Policy statement on how gapsare to be resolved
Global Strategy forSystem Architecture
Global Strategy forSystem Architecture
IT-system topology
Network overview
Instances: number, locations,relationship, and so on
Analyses of distributedapplication alternatives
IT-system topology
Network overview
Instances: number, locations,relationship, and so on
Analyses of distributedapplication alternatives
Implementation ApproachImplementation Approach
Implementation approach
Outline of configuration strategy(how, where, configurationaccess, and so on)
Outline of development strategy(how, where, developmentaccess, and so on)
Overview of rollout strategy
Outline of CCC concept
Implementation approach
Outline of configuration strategy(how, where, configurationaccess, and so on)
Outline of development strategy(how, where, developmentaccess, and so on)
Overview of rollout strategy
Outline of CCC concept
Project ManagementApproach
Project ManagementApproach
Overview on overall Project
Management Approach
Organisation structure
Roles & Resposibilities
Overview on overall Project
Management Approach Organisation structure
Roles & Resposibilities
Change ManagementChange Management
High-level Change
Management Strategy
High-level training strategy
High-level Change
Management Strategy High-level training strategy
n Key deliverables of Strategy Study
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Business ExpectationBusiness Expectation
n Enabling better PLIVA position
n To build an Integrated IS on group level
n To improve communication between PLIVAs
company
n Real time and standardise reporting systemn To standardise and optimise business
processes
n To increase level of efficiency
n To improve customer servicen Perform C&V activities according the Project
Scope
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Project BenefitsProject Benefits
n Cross application
Accuracy of data
Cross company data availability
Elimination of double work processes
n Finance & Controlling
Accurate Cash Management Group credit limits monitoring
Shortened period of reporting
n Sales & Distribution
Increased inventory turnover
Reduction of Customer complaints
Better stock controlling and sales forecasting
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Project BenefitsProject Benefits
n Product Supply
Increased inventory turnover
Reduced planning cycles
Reduction of cycle time
Shortened order availability check
n Quality Assurance
Decreased GMP deficiencies
Standardisation of QA data, documents and
processes
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Project AssumptionProject Assumption
n Key team members must be full-time on the project
n Scope must be controlledn Where possible existing solution in PLIVA Zagreb will
be sought
n Business change will be driven by SAP
n Complexity must be kept low
n Identification of master data must conform to globalstandard
n Team members are empowered to make decisions
n Core team will work closely with Country teams
n Organisational structure will be frozen
n Standard reporting will be utilised where possible
n Top management involvement and quick decisionsmaking process
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B u s i n e s s P r o c e s s
C ont r o l e r s
C o u n t r y t e a m K r a k o w
P r o j e c t S p o n s o r
C o u n t r y P r o j e c t M a n a g e r
C o r e t e a m
C o u n t r y P r o j e c t M a n a g e r
S A P I n t e g r a t i o n M a n a g e r S A P C o o r i d i n a t o r s
B P M - F I ; I n t e r n a l C o n s u l t a n t - F I B P M - F I
B P M - C O ; I n t e . C o n s u l t a n t - C O B P M - C O
B P M - S D ; I n t e . C o n s u l t a n t - S DB P M - S D
B P M - M M ; I n t e . C o n s u l t a n t - M M B P M - M M
B P M - P P ; I n t e . C o n s u l t a n t - P P B P M - P P - P I
B P M - Q M ; I n t e . C o n s u l t a n t - Q M
C h a n g e M a n a g e m e n t
M a n a g e r
C & V M a n a g e r
B u s i n e s s S p e c i a l i s tE x t e r n a l C o n s u l t a n t s
S i t e U s e r sE x t e r n a l C o n s u l t a n t s
- E n d U s e r S u p p o r t
- T e l e c o m m u n i c a t i o nI T S u p p o r t
S A P C o o r i d i n a t o r s
B P M - F I
B P M - C O
I n t e gr a t i on t e a m
F I t e a m
M M t e a m
C O t e a m
S D t e a m
P P - P I t e a m
Q M t e a m
C h a n g eM a n a g e m e n t t e a m
C & V t e a m
B P M - S D
B P M - M M
B P M - P P - P I
B P M - Q M
C h a n g e M a n a g e m e n t
M a n a g e r
C & V M a n a g e r
S i t e U s e r sE x t e r n a l C o n s u l t a n t
C h a n g e M a n a g e m e n t M a n a g e r
B P M - Q M
C & V M a n a g e r
P r o j e c t A s s i s t a n tC o u n t r y P r o j e c t
S p o n s o r C o u n t r y P r o j e t
S p o n s o r
- E n d U s e r S u p p o r t
- T e l e c o m m u n i c a t i o n
- B C- A B A P
- T e l e c o m m u n i c a t i o n
P r o j e c t M a n a g e r
I m p l e m e n t a t i o n M a n a g e m e n t T e a m
C o u n t r y S C C o u n t r y S C
C o u n t r y t e a m B r n o
Project OrganisationProject Organisation
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Implementation ApproachImplementation Approach
n The main effort during the Business Blueprint phase
will be develop global template
n Its possible that some business processes will beoptimised during the project, due to better practice
either in PLIVA Krakow or PLIVA Lachema
n The term rollout project refers to the process of
repeated activation of one or more templates.
n One of the areas in which there can be no SAPstandard is the mo t ivation for c ol laborat ion between
local and g lobal levels
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Implementation ApproachImplementation Approach
Documentation
IMG structures
and settings
Global
Developments Organizationalstructure
Master Data
documents
CountryVersions
Localdevelopments
Global andintegratedprocesses
Local
processes
GlobalTemplate LocalRequirements
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Implementation ApproachImplementation Approach
n Global A process is global when it is integrated
throughout the enterprise
n Standard A process is standardised if it must be
executed in the same way in the enterprise
n Local A process is local if it is not possible or it
makes no sense to define as global or standardised
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Availibility ofresources to supportthe Project activities
Existing SAPinstallations
(SAP know-how)Geographical scope
Complexity of extended
requirements
Number of sites andbusiness units involved
Degree of readiness
(preparation status, previousinternal experience)
Functional scope ofimplementation
Duration of theDuration of theSAP RollSAP Roll--outout
ProjectProject
Timeline ImpactsTimeline Impacts