Desirey Wells Sapphire 2005

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S&OP Presentation with Steve Desirey at SAP SAPPHIRE 2005

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Desirey Wells Sapphire 2005

  1. 1. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM Leading Practices in Sales and Operations Planning and the DuPont Journey to Improved S&OP Steve Desirey, CFPIM Manager of Business Planning, DuPont Arnold Mark Wells, CPIM Solution Principal, SAP America
  2. 2. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM S&OP – What and Why The DuPont Journey Working Examples Wrap-Up
  3. 3. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM What is Sales and Operations Planning? Why is Sales and Operations Planning Crucial? Divider Page Section 3 Divider Page Section 4 Divider Page Section 5 Divider Page Section 6 Divider Page Section 7 Divider Page Section 8
  4. 4. What Is S&OP?Sales & Operations Planning (S&OP) is the process ofmaking business decisions  Synchronizing decisions across business functions (marketing, sales, manufacturing, procurement, distribution, finance)  Testing assumptions and alternatives (strategic and operational)  Optimizing decisions for profitability (e.g. gross margin or EBIT) or value (e.g. EVA)  Making decisions feasible for execution  Aligning tactical decisions with strategy and goals  Adapting continuously for improved performance SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 4
  5. 5. What Is S&OP? 18 months out S&OP provides future planning to avoid surprises … What can Unexpected levels of be done differently now? working capital required Demand exceeds capacity Unexpected plant shutdown Competition grows capacity New product intro & cannibalization Impact of planned price increase Supply Inventories S&OP Things seem OK at the moment Process New Backorders are high Demand Products Today Not all shipments are on timeSales and Operations Planning integrates into a single operating plan for the next 18 months  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 5
  6. 6. What Is S&OP? Strategic planning and Operational planning and budgeting Plan evaluation target setting on group level in the business units Reconciliation of operational plans with strategic targets Production planning Sales and Operations Planning Sales planning Marketing planning Strategic Targets (Operating Profit + 4%, Market share + 10%) Strategic PlanningTn T0  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 6
  7. 7. What Is S&OP? - Fully Integrated, Closed-Loop Process All Five Steps of the Process are Integrated 1. Strategic Planning  Market planning  Product planning  Resource Planning  Alignment to Corporate goals 2. Demand Planning  Quantitative Forecasting5. Evaluation &  Sales, Marketing Input  Orders/Demand Balancing Analysis  KPI Measurement  Plan vs. Actual  Forecast error  Margin Management  Root Cause Analysis 3. Supply/Demand Balancing 3. Supply Planning  Product Mix  Capacity Planning  Constraint Management  Inventory Planning  Allocation of Demand to Supply  Procurement Planning  Logistics  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 7
  8. 8. What is S&OP - Demand External FactorsHistory Isn’t Enough  Customer input  Competition  Economy  Regulation Internal Factors  Market trends  Price changes  Lead times  Sales plans  Product promotions Unconstrained  New products Demand  Product withdrawal Forecast  Senior management  Objectives  Strategies  Expectations History of Demand  Actual sales  Unmet demand  Unwanted  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 8
  9. 9. What is S&OP - DemandDemand Differentiation Is Critical!  Three categories Unmet  Demand that meets the Demand business’ criteria and can be met Sales  Demand that meets the business’ criteria but exceeds available supply Unwanted  Demand that does not meet Demand the business’ minimum criteria and is thus not wanted “How do you determine the category of your demand?” SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 9
  10. 10. What is S&OP - SupplyMultiple Considerations with Many Implications Supply Capabilities Make Imports OutsideAvailable Finished from Purchase Product OtherInventory Capacity Regions Capability Contract Manufacture or Tollers Procurement of Ingredients  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 10
  11. 11. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM What is Sales and Operations Planning? Why is Sales and Operations Planning Crucial? Divider Page Section 3 Divider Page Section 4 Divider Page Section 5 Divider Page Section 6 Divider Page Section 7 Divider Page Section 8
  12. 12. What Is S&OP Crucial? In a marketplace of constant change, sales and operations planning (S&OP) has become one of the most critical business processes required to enable companies to achieve profitable growth. The Sales and Operations Planning Benchmark Report “Leveraging S&OP for Competitive Advantage”Source:  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 12
  13. 13. What Is S&OP Crucial? S&OP practices are a prime determinant of business performance and competitiveness 100% 90% 80% Current % performance 70% Laggard 60% Industry norm 50% Best in class 40% 30% 20% 10% 0% Complete order % Gross margin % Customer fill rate retention Performance Metric Source:“The Sales and Operations Planning Benchmark Report”Leveraging S&OP for Competitive Advantage”  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 13
  14. 14. What Is S&OP Crucial?S&OP: Then and NowWednesday, May 05, 2004Vinay Asgekar, Jill Gazzi The S&OP process, by definition, has always been a multidisciplinary process. But up until now, the lack of technology prevented multiple groups from simultaneously participating in the process. In many cases, the scope was limited by region. Source: AMR Research SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 14
  15. 15. Same Data, but from Different Perspectives All departments can see the same data at the same time from their own perspective SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 15
  16. 16. What Is S&OP Crucial? Inventory Days of Supply (Days) Cash-to-Cash Cycle Time (Days) 101,2 125 121,1 Immature 100 78,8 100 91,5 Mature 75 66,3 72,3 75 Mature w/Best 50 In Class 50 systems 25 25 0 0 Immature Mature Mature w/BIC Immature Mature Mature w/BIC Systems Systems 22% reduction with mature practice 24% reduction with mature practice Additional 16% reduction with BIC Additional 21% reduction with BIC systems systems Inventory Carrying Cost (% of revenue) Total Obsolescence for Raw Material, WIP and Finished Goods Inventory as a % of 3,2% Revenue 3% 2,3% 0,9% 1,0% 2% 0,8% 1,5% 0,6% 0,5% 1% 0,4% 0,3% 0,2% 0% 0% 28% reduction with mature practice 44% reduction with mature practice Additional 35% reduction with BIC Additional 40% reduction with BIC systems systems SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 16
  17. 17. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM S&OP – What and Why The DuPont Journey Working Examples Wrap-Up
  18. 18. Victory for DuPont will be “When customers have a need for goods and services, they will always contact DuPont first.” SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 18
  19. 19. DuPont, Continuous Renewing • Coatings & Color Technologies • Performance Materials • Safety & Protection • Agriculture & Nutrition • Electronic & Communication Technologies “With five growth platforms, DuPont integrates research and new product development with confirmed market need to make life better, all around the world.” SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 19
  20. 20. SAP in DuPont R/3 (transaction system) will be typically by strategic business unit or by global geography (Americas, Europe, Asia/Pacific). DuPont’s landscape is by business. Within the landscape, there are multiple R/3s  Incumbent R/3s, R/2, Joint Ventures  Focused DSAP activity that was launched in 2000 4 R/3 clusters with multiple strategic business units  Multiple APOs by strategic business units  One business warehouse (BW) Today 90% of DuPont is on SAP  75% is in the DSAP activity SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 20
  21. 21. Managing Process SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 21
  22. 22. Zippered Integration SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 22
  23. 23. “Trying to execute R/3 without an integrated planning system is like tossing darts blindfolded” SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 23
  24. 24. Leading Edge Process Approach Supply Demand SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 24
  25. 25. Critical Few Metrics Sales Forecast Accuracy Production to Plan Supplier Deliveries Customer Deliveries On Time On Time Demand, Supply, Sales and Operations Inventory Planning Financial Outlooks SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 25
  26. 26. The molecule must be closed loop Sales Forecast Accuracy Production to Plan Supplier Deliveries Customer Deliveries On Time On Time Demand, Supply, Sales and Operations Inventory Planning Financial Outlooks SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 26
  27. 27. Use a consistent audit listPreparation Meeting Execution Continuous Improvement  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 27
  28. 28. Where should this activity take place? NewProduct PlanDemand Plan Integrated resources r Business Team MeetingCapacity Plan linked to the X Sales and Operations r Business Plan Planning Meeting r Not necessary Supply PlanFinancial Plan  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 28
  29. 29. Not so easy, agreements required Metric calculation  Sales Forecast Accuracy  Identify where forecast accuracy is within 10%  Measured two months in advance of actual month  Supplier Delivery 5 buckets (>5 days early, 2-5, On day to 1 day early, 1-3 late, 4 late)  Production to Plan  Volume of process order is 10% of planned volume  Customer Service Delivery  Buckets similar to Supplier Delivery  S & OP  Demand, Supply, and Inventory  Units and Currency SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 29
  30. 30. Not so easy, agreements required Metric calculation  Make different from incumbent where possible -- raise the bar Data design and cutoff  Monthly cutoff/run dates versus Monthly financial cutoff/run dates  Acceptance that regional cutoffs are trumped by global cutoffs  Remember the goal is making an impact on the trend line Leveraged corporate consistency  Queries have hierarchical capability for details Keep it simple with the definitions Measure Analyze Improve Control SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 30
  31. 31. Now how do we build it? SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 31
  32. 32. Standards and Governance All business units will use the same set of reports jfjfjfjf The originals of the standard configured reports will not be changeable. The reports can be copied and changed to meet any business specific reporting need under a different name space. Variances to the standard reports will need approval from the Corporate Process Owner as well as the BW governance board Security is enabled at Info Cube level and will have additional flexibility after upgrade to BW version 3.5 All measurements and metrics will be available in BW and the operational reports are available in APO SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 32
  33. 33. Standards and Governance All business units will use the same set of Reports The originals of the standard configured reports will not be changeable. The reports can be copied and changed to meet any business specific reporting need under a different name space Variances to the standard reports will need approval from the Corporate Process Owner as well as the BW governance board. Security is enabled at Info Cube level and will have additional flexibility after upgrade to BW version 3.5 All measurements and metrics will be available in BW and the operational reports are available in APO SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 33
  34. 34. Supporting Architecture SAP APO SystemsSBU 1 SBU 2 SBU 3 SAP BW SBU 4 SBU 5 SBU 6 BW Extractors SAP R/3 ClustersCluster1 Cluster2 Cluster3 Cluster4 BW Extractors Non SAP File  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 34
  35. 35. Staging the ActualsSales and Movement Info Structure 1Transactions Data Collection R/3 Info Structure 1A Archive Sales staging DSI staging Delivery Service MPSInfo Structure 2a Info Structure 2b Info Structure 2c Info Structure 2dV.001 Sales staging V.001 DSI staging V.001 Delivery service V.001 Mstr schedV.100 Sales backup V.100 DSI backup V.100 Delivery backup V.100 Mstr sched backup Info Cube A4 Info Cube A5 APO Aggregated Info Cube A1 Info Cube A2 Info Cube A3 Info Cube DP DSI Delivery Ser. MPS –Comp. Capacity Info Cube B3 Info Cube B4 Info Cube B5 BW Info Cube B1 Info Cube B2 DP DSI Delivery Ser. MPS Comp. MPS Capacity  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 35
  36. 36. Data flow: Staging the Plan Live Cache APO Demand Demand Planning Info Cube DSI Supply Network Info Cube Planning Extraction MPS-Comp to BW Production Info Cube Planning & MPS-Cap. Info Cube Detailed Scheduling Uptime Info Cube SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 36
  37. 37. Data Flows and timings The timing of data extraction is critical for both the plan and actual transaction data. The actual transaction information from R/3 is extracted every day by scheduling the BW extractors The Final Demand Plan for the month is automatically scheduled to be extracted into BW periodically at the third work day before the end of the month The DSI (Demand, Supply & Inventory) plan is scheduled to be extracted into BW periodically at the third work day before the end of the month. The same data is converted into value for Revenue Outlook and Inventory Projection The detailed Production Schedule is extracted to BW at the end of each week SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 37
  38. 38. Performance and Archiving The performance of the reports can be maintained only by managing the volume of data in the individual Info Cubes The plan for each month is stored in BW Info Cubes as separate versions. There is a minimum of six previous versions of plan and the older versions are deleted two times a year The actual transaction data up to a minimum of two years in the past will be available for reporting in the Info Cubes. The older transactions will get deleted two times a year. This above strategy is purely for supporting the performance of BP reporting and is not part of the corporate archiving strategy for transaction information SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 38
  39. 39. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM S&OP – What and Why The DuPont Journey Working Reports Wrap-Up
  40. 40. Supplier Delivery Performance On Time Performance Supplier Deliveries 70.00% 64.41% 60.00% 50.00% Pecentage of Total Purchase 40.00% 30.00% 20.00% 18.62% 13.34% 10.00% 1.86% 1.78% 0.00% > 5 days early 5-2 days early 1 day early to on time 1-3 days late > 4 days late Supplier deliveries SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 40
  41. 41. Customer Delivery Performance Customer Delivery Service Performance 35.00% 30.00% 25.00% Sales Orders 20.00% 15.00% 10.00% 5.00% 0.00% <= -7 Days -4 to -6 Days -1 to -3 Days On Time 1 to 3 Days 4 to 6 Days >= 7 Days Planned versus actual ship date SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 41
  42. 42. Product Group DP C DP O EM C O CL EM EA BA RC SE O C DP AT O A DP C /B T C I S RE DP OEM NDE OL F. C V PR R S EN CL O E M IM O TB 0.00000 % 20.00000 % 40.00000 % 60.00000 % 80.00000 % 100.00000 % 120.00000 % DP EA ER LVE OR C Draft of chart RC SOL NT N RE O VE SO BO E FI AT NT L V NI /B S EN RN S I DP DP H A NDE OLV TBO E C C D R E RN RE RE DIT IV SO NT E FI FI LV BO DP DP NIS NIS ES EN RN C C H H SO TB E B L O New chart will have more data RE RE BA FI FI SE ASE VEN RN NI N CO CO T E SH ISH Forecast Accuracy SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 42 AT AT BOR SI P NE NG RIM SO PO LE ER LVE WD ST S N T ER AG OL BO PE V RN RF E S EN E O O TB RM LV O AN EN RN CE TBO E SO C O R N LV AT E E I SO NT NGS LV BO E RN SO N T LV BO E Forecast Accuracy E RN Percentage of Hits SO N T LV BO E E RN SO N T LV BO E E RN SO N T LV BO E E RN SO N T LV BO E E RN SO N T LV BO E EN R W TB NE AT O ER R N BO E O ve RN ra E ll r es ul t Forecast Accuracy (Q)
  43. 43. Production Quantity D PC O EM AL C U LE BL M IN 5,000,000.000 KG 10,000,000.000 KG 15,000,000.000 KG 20,000,000.000 KG 25,000,000.000 KG 0.000 KG AR AC C C K UM D O R PI S AT AS G PC D /B TI M R PC IN N EN EF O D C TS .C ER O LE EM M SO PO D AR PR LV U PC C IM ND R O ER EN EF AT TB IN /B SO O IN Draft of chart IS LV RN D H D EN E PC ER BA TB R SE SO O EF C LV R IN O N IS AT EN E H TB PR SO O IM LV RN ER EN E TB SO O IN LV RN New chart will have more data EX O TE EN E R N G D TB AN O R SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 43 ER IC N PI E YE G O LL M R O EN G W TS AN O R IC PI G G BL M AN EN IC UE TS Product Family YE PI G PE LL M R O EN FO W TS R PI M G AN M C EN Production Plan Accuracy E TS PL C AS O TI AT C IN IZ G ER S R ES IN SO S U U RC V IN ST AB G W IL H IZ IT E ER S Production Schedule Performance PI G M EN TS Actual Production Qty Planned Production Qty
  44. 44. Demand, Supply and Inventory Demand, Supply & Inventory 1,600,000,000 1,400,000,000 1,200,000,000 1,000,000,000 DSI in Units Demand 800,000,000 Supply Inventory 600,000,000 400,000,000 200,000,000 0 M M M M M M M M M M M M 03.2005 04.2005 05.2005 06.2005 07.2005 08.2005 09.2005 10.2005 11.2005 12.2005 01.2006 02.2006 Time Period Draft of chartNew chart will have more data  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 44
  45. 45. Revenue Outlook Draft of slideA new graph will have more data  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 45
  46. 46. Projecting Cost of Inventory Draft of slideA new graph will have more data  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 46
  47. 47. Return on Investment Return on Investment is going to be best measured when you are meeting your goal This requires a end to end business strategy and an integrated demand and supply chain Using the principles in this approach will result in an ROI that will best result in leading edge performance SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 47
  48. 48. Leading Edge Practices Sales and Operations Planning Six Sigma SCOR with a few vital metrics SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 48
  49. 49. EXPERIENCE YOU CAN TRUST INSIGHTS YOU CAN USEINNOVATION YOU CAN PROFIT FROM S&OP – What and Why The DuPont Journey Working Examples Wrap-Up
  50. 50. Key LearningsEngage in S&OP as a business planning process with bottom-lineimplicationsIdentify your business goalSelect a few critical measurementsPlan your executionMeasure your performance with sensitive measures that will be hard to hit  Keep measurements simple and easy to relate to their area for impactAssess for continuous performanceRepeat the process SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 50
  51. 51. Customer’s Response to “Why SAP?”1. Enable Transformation 2. Integration & Innovation• Higher business transparency & Visibility • Fast Implementation – Best Practices for Chemicals• More efficient business processes • Proven Methodology• IT has the flexibility to respond to changing • Trained implementation Consultants market conditions • Preconfigured system – full• Higher asset utilization & Lower inventory transparency• Higher revenue, lower cost • Industry specific Team FOUR REASONS WHY SAP IS THE PREFERRED4. Lowest Risk CHOICE 3. Lower Total Cost of• Proven solution Ownership• Industry regulations compliance • Integrated Business processes• Industry partner of choice • Lower cost through standardized processes• Execute M&A Strategy • Open standards – scalable and secure• SAP Management committed to your success • Flexible and adaptive to organizational and structural changes• Future-proof • Lower maintenance cost with one integrated platform  SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 51
  52. 52. What additional questions do you have?Steve.Desirey@usa.DuPont.comMark.Wells@SAP.com SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 52
  53. 53. Copyright 2005 SAP AG. All Rights Reserved  No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice.  Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.  Microsoft, Windows, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.  IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, and Informix are trademarks or registered trademarks of IBM Corporation in the United States and/or other countries.  Oracle is a registered trademark of Oracle Corporation.  UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.  Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.  HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.  Java is a registered trademark of Sun Microsystems, Inc.  JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape.  MaxDB is a trademark of MySQL AB, Sweden.  SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary.  The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG.  This document is a preliminary version and not subject to your license agreement or any other agreement with SAP. This document contains only intended strategies, developments, and functionalities of the SAP ® product and is not intended to be binding upon SAP to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by SAP at any time without notice.  SAP assumes no responsibility for errors or omissions in this document. SAP does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement.  SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence.  The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages. SAP AG 2005, SAPPHIRE Copenhagen / SLOT # / Speaker Name / 53

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