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Sap mobile strategy v3 for si
 

Sap mobile strategy v3 for si

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    Sap mobile strategy v3 for si Sap mobile strategy v3 for si Presentation Transcript

    • Hosted Cloud LandscapeDMZ 0
    • Edwin Ramos 14th October 2012The contents of this document.Entirely based on my view and notThe opinion of Fujitsu.
    • To enable our customers to reliably move any SAP system to thecloud.Our on-demand applications can be seamlessly integrated with SAPon-premise applications in order to share master data or businessprocess across both on-demand and on-premise solutions.Provide ability for hybrid solutions with a mixture of on-premiseand on-demand components allowing the customer to select thedeployment model that best fit their business objectives.To enable consumption of SAP backend resources from non-SAPtechnologies whatever they may be, via standard protocols anytimeand anywhere.To deliver solutions with lower TCO and support enterprisecompanies during various stages and all areas of servicerequirements. 2
    • To define and create new ways of enabling business processefficiency for enterprises by delivering a mixture of innovativemobile applications and services.Support the latest mobile channels and hardware capabilities.To be pro-active and to promote that mobility is essential for theenterprise.Host an appstore for enterprise with innovative off the shelfoffering of mobile applications.Ride the wave of convergence between mobile, in-memory dataand the cloud to create possibilities that previously could not beachieved.Enable our customers to reap the benefits of a sustainable andmaintainable SAP systems that is easily consumed through varioustouch points. 3
    • To deliver competitive deployment option and services tonew/existing clients. To be positioned within the top five and a partner of choice for SAP globally. To be the chosen service provider when it comes to mobile and stand out amongst our competitors in the market. Publish successful case studies that is publicly available on the web that clearly demonstrate our expertise. 4
    • There is a mobile opportunity inside every customer.To be ahead of the game, enterprises need to define the most suitabletechnical approach which form as part of a mobile strategy.The competitors are always actively looking to deliver value addedservices through available mobile channel.Access to streamlined business processes and data when/where duringthe point of action and in turn positively impacting decision makingand increase productivity.Clear return on investment and able to calculate overall value, can besold.Mobile can effectively serve across all vertical markets.Certain scenarios within a business process may not be possible toachieve without using mobile workflow.To empower ideas and drive innovation. 5
    • Market statistics - Mobile “The market for “Global NFC m-payment transactions will enterprise mobile be almost US$50 billion worldwide by applications is 2014. 20 countries are expected to launch NFC services in the next 18 months.” set to grow 25% every year for the “Mobile to overtake fixed Internet access by 2014” next five years.” Gartner predicts that in 2016 there will be 448 million m-payment users, in a market worth $617 billion. Asia/Pacific will have the most m-payment users, but Africa will account for the highest revenues. 13.1 million consumers access retail content via mobile phones By 2013 more people will use mobile phones with 8.2 million of those visiting mobile commerce websites than PCs to get online (Gartner 2011) (Source: comScore/Millennial Media Mobile Retail Study, 2011). The list of interesting stats for mobile is virtually endless. 6
    • Enable timesheets, vacation requests and expense reimbursements on the moveHuman Resources Managers approvals increasing effectiveness Faster turnaround time of overall process can have measurable lower costs Powerful productivity gains through portability Supply Chain Monitor, maintain and control operations more effectively Streamlined production and logistics automation Handle greater volumes, increase in revenue Serve more clients per day Service Faster turnaround time during problem resolution Create value and higher sales revenue Enables managers to make optimal decisions on the spot Management Provides leadership when away from the office Provides better advice while call up pertinent data margins or order history Real time information Sales Better customer service - CRM Digital materials and catalogue Marketing channel Retail Simplify payment through mobile touch point and NFC Increase efficiencies on Stock take and control 7
    • 8
    • Strengths Weaknesses• Fujitsu has a broad portfolio of cloud solutions and •No successful case studies specific to cloud and SAP MobileServices. Just need to adapt to be mobile related. Currently at early stages of defining line of business.• Global partner status with SAP. •New teams are in process of bonding and understanding Expected way of working.• Strong team from varied backgrounds, just needto unify and provide continuous motivation. •Technical resource yet to be established.• Have experience in enterprise mobile implementation •Disparate global team, possibly working against each otherglobally and not towards a common goal. •Early stages of service incubation which means lots of risks. •Internal company politics.Opportunities Threats•Identify and create market leading service offering. •Competing against SI’s already established.• SAP and Sybase yet to be fully moulded as one, good time •We are not able to adapt quickly enough to the everto start at this early stage of the game and nurture partnership. changing market needs.• More powerful devices and lightning speed mobile networks •Offering not flexible enough and to rigid to enablemeans that users will have ever increasing functionality. Smooth transformation between on-premise and• Build and publish strong case studies to demonstrate in the cloud scenario.Capabilities in enterprise mobile arena. •Offering too flexible and difficult to define Standardised service level agreement.•Embrace bleeding edge technology such as NFC and RFIDto seamlessly concatenate process that involves •Costs too high against other service providers.mobile workflow. •Requires financial investment that must have measurable profits in return. •Failing to understand the security requirements and legal policies towards data. 9
    • Challenge Response To keep abreast of ever changing Stay in-line with product strategy asMEAP, Mobile O/S from various defined out of the merger from SAP &vendors. Sybase. Pricing structure and high costs Ascertain cost indication and earlyassociated with design, development agreement signed off with vendor.and implementation of mobile. Impactbased on SAP’s three layer pricing Obtain full scoping of what is possiblemodel. and packaged into a structured functional offering. Ability to understand theimplications of data security and legal Explore and use global talent also resultpolicies based on varying customer in lower implementation costs if done outrequirements. of UK. No available resource pool locally. Creation tightly knitted team. Completion of innovation centre and Ability to deliver on our promises. demo mobile applications. Prove value and measurable return. 10
    • Numerous existing partners of SAP that have strong global presence. Top tier includesthe following companies.Capgemini Group aiming to secure € 400m in annual revenue by 2015 through creationof a new division solely focused on mobility related IT services.Accenture another large integration partner of SAP/Sybase for more than 30 years.Announced a deal to builddifferentiated solutions that draw on the breadth and depth of mobility capabilities thatthe companies have developed.IBM Very strong presence in the mobile market have been buying multiple companiessince 2006 in preparation for next era of enterprise mobility.Logica considered as a big player in enterprise mobility solutions. Has deployednumerous successful mobile based solutions around the globe.Bluefin solutions has gained good traction over the years as a niche consultancy andintegration provider of SAP related services and technology.Tata Consultancy Services partnership which supports the global expansion of Mozido’sunique mobile payment platform, including a robust Enterprise Global Cloud PaymentNetwork.Good sound grasp of the market and have deployed a number of successful mobilityimplementations. 11
    • One-stop shop for all Legacy to Latest business needs Skills ranging from mainframes to eBusiness/ERP/Cloud/Mobility etc. Proven expertise and client experience across technologiesStrategic focus on Mobility for Employees, Field workers andCustomers Investments in resources; sharing knowledge globally Internally leveraging mobility for employees to increase awareness Access to key partners for solution support – SAP, Microsoft, OracleAccess to Fujitsu’s global technical community 500+ resources in mobility solutions across technologies around the world“Product” approach to mobility solutions Reusable code that helps improve productivityLeverage Fujitsu’s world class hardware and all-round expertise Close collaboration with geographies across the world – USA, Australia, Japan, Nordics etc. Fujitsu’s Managed Mobile solution Copyright 2011 Fujitsu
    • Corporate LANDMZ 13
    • Hosted Cloud LandscapeDMZ 14
    • Managed Service approachFaster time to market – implementation can be quicker andcheaper due to the reusability of components and our servicedelivery experienceUpgrades – as a managed service – upgrades is implementedon behalf of customer. Eliminating the risk factor duringupgrade processSupport – Full service supportTCO – Multi-tenant, some components in the landscape can beshared across implementations. Significantly reducing TCONetwork Communication – relieve the customer from needingto setup complex network communication channels to enablethe device to access SAP backend resources 15
    • Managed Service approachCertainty - Benefit from Service Level AgreementRobustness - Off the shelf high availabilityElasticity - Increase capacity when needed, upsize & downsizeLess reliance on in-house specialised technical resource & skills 16
    • Totals 2012/13 Total 2012/14 Total 2014/15 Total 2015/16RevenueSAP Mobile On-PremiseSAP Mobile Cloud ?TotalExpenditureResourceHardwareCloud/NetworkTotalProfit/LossCumulative 17
    • -Set up cloud infrastructure with ERP, ECC, SUP, Netweaver Gateway, Afaria-Deploy off the shelf SAP mobile application – order status-Integrate HANA in the cloud together with demo mobile solution 18
    • Operational failure due to non optimized processes marketing, sales, businessdevelopment, presales.Not able to scale effectively and reach target goalsLack of technical resourcesNeeds stronger leadership with clearer visibility on priorities and main areas ofgrowth. 19
    • Mobility is quickly becoming one of the most importantbattlegrounds for business innovation. Operating models arebeing redrawn for consumers, employees and business partnersalike. This puts enormous pressure on CIOs to determinewhether mobile solutions are ready for the enterprise. In thepush for usability, however, ideas like reliability, security,performance and maintainability should not be forgotten.Regardless, there’s no excuse for not pursuing mobile. Therevolution is well underway. Every business should be exploringhow it will operate when location constraints are obliterated.Every CIO should have a clear vision of a world in which everycustomer, worker and supplier is hyper-productive, hyper-available and hyper-engaged. 20
    • FUJITSU RESTRICTED - UK & IRELAND EYES ONLY 21