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Setting your Enterprise Mobility Strategy & Vision

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With extraordinary growth in the use of mobile devices, workforces and consumers alike have unprecedented access to information on a device. …

With extraordinary growth in the use of mobile devices, workforces and consumers alike have unprecedented access to information on a device.

Get help defining mobile solutions that drive value, manage IT cost and risk, and extend business operation and analytics to the world of mobile devices.

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  • 1. Social MediaWe want to hear from youT http://twitter.com/SAPEcoHub http://twitter.com/SAPMobile facebook.com (SAP EcoHub) facebook.com (SAP Mobile Apps) linkedin.com (SAP EcoHub: Online Solution Marketplace) E-mail ecohub@sap.com© 2012 SAP AG. All rights reserved. 1
  • 2. Webcast HighlightsParticipate in today’s TweetChat about mobile strategy #MobileInsightsSAP Mobile Insights Webcast Series http://bit.ly/z2znLXMobile Sense Thought Leadership Series (webcasts & white papers): http://fm.sap.com/mobilesense
  • 3. Setting Your Enterprise Mobility Strategyand Vision
  • 4. Legal DisclaimerThe information in this presentation is confidential and proprietary to SAP and may not be disclosed withoutthe permission of SAP. This presentation is not subject to your license agreement or any other service orsubscription agreement with SAP. SAP has no obligation to pursue any course of business outlined in thisdocument or any related presentation, or to develop or release any functionality mentioned therein. Thisdocument, or any related presentation and SAPs strategy and possible future developments, products andor platforms directions and functionality are all subject to change and may be changed by SAP at any timefor any reason without notice. The information in this document is not a commitment, promise or legalobligation to deliver any material, code or functionality. This document is provided without a warranty of anykind, either express or implied, including but not limited to, the implied warranties of merchantability, fitnessfor a particular purpose, or non-infringement. This document is for informational purposes and may not beincorporated into a contract. SAP assumes no responsibility for errors or omissions in this document, exceptif such damages were caused by SAP´s willful misconduct or gross negligence.All forward-looking statements are subject to various risks and uncertainties that could cause actual resultsto differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in makingpurchasing decisions.© 2012 SAP AG. All rights reserved. 4
  • 5. Today’s Presenter Kate Delimitros Principal, Value Engineering – Strategic Industries, SAP© 2012 SAP AG. All rights reserved. 5
  • 6. Contents Value Management Introduction Mobile Trends and Challenges Setting an Enterprise Vision for Mobility Case Studies and Documented Benefits© 2012 SAP AG. All rights reserved. 6
  • 7. Business Value Includes Quantified Financial Benefits aswell as Non-quantifiable Benefits Non-quantifiable benefits tend to be those where the cost of doing nothing is too great to ignore Strategy Measurable Enablement Benefit €£¥$ Business Value Risk & Innovation Compliance© 2012 SAP AG. All rights reserved. 7
  • 8. The Discovery Process Supports the Business Case for aValue-Based Roadmap Value Discovery “Build the Case”  Establish current baseline and potential opportunity (Benchmarking) Value  Identify Sources of Value and Key Performance Lifecycle Indicators and (Use Cases)  Prioritize Initiatives (Roadmap)  Build the business case (Quantitative and/or Qualitative)© 2012 SAP AG. All rights reserved. 8
  • 9. Contents Value Management Introduction Mobile Trends and Challenges Setting an Enterprise Vision for Mobility Case Studies and Documented Benefits© 2012 SAP AG. All rights reserved. 9
  • 10. Among the Top Trends in Enterprise Technology, Mobility Reigns Paramount in Focus and ConcernSource: SAP White Paper – Driving Maximum Value from Technology 2011 © 2012 SAP AG. All rights reserved. 10
  • 11. In the Past Few Years, We’ve Seen Enterprise MobileAdoption Shift Drastically Capability Interactive Transactional Enterprise Enterprise Applications E-commerce E-commerce Community Community Web Navigation Web Navigation Text Messaging Multimedia Messaging Multimedia Messaging Voice Voice Voice Voice Mobility 1.0 Mobility 2.0 Mobility 3.0 Mobility 4.0 Basic Connectivity Expanded Connectivity Wireless Internet Unwired Enterprise Once Relied Upon for Communication and Increasingly for Transactions, Mobility has come to Run the Enterprise© 2012 SAP AG. All rights reserved. 11
  • 12. Three Key Trends Add ComplexityDevices Expand Data Expands Decision Points Expand5B mobile phone subscribers in Data doubles every 18 months2 43% annual growth in corporatethe world apps accessed from smart phones5 750 Million Facebook5-6 Mobile Operating Systems members3 Total volume of mobile device shipments supporting enterprise75% of companies have BYOD 200 Million Twitter users4policies1 mobility apps is expected to be 25 million units by 201361 Aberdeen Research, 2011 2. Yankee Group, 2008, 3.. U.S.A. Today, July 20114. BBC, March 2011. 5. J. Gold Associates, Nov. 2008 6. VDC Research, 2011© 2012 SAP AG. All rights reserved. 12
  • 13. Managing the Newly Unwired Environment will PoseChallenges “ By 2013, a typical Fortune 1000 corporation delivering B2E and B2C applications will use at least six different combinations of mobile platform, architecture and development tools”* ” “ By 2014, 60% of Fortune 1000 corporations will have failed to put a comprehensive mobile strategy in place, leading to considerable overspending”* ”Gartner 2010© 2012 SAP AG. All rights reserved. 13
  • 14. The Keys to Enterprise Mobility Success Lie in UpfrontPlanning and Bringing a Framework and Approach Top performers invest time up-front in identifying the use 1 cases for mobility, and segmenting the targeted users 2 Top performers invest time in developing a mobility roadmap Top performers invest in a platform approach from the outset, enabling them to address growing enterprise mobility 3 needs in a cost-effective manner© 2012 SAP AG. All rights reserved. 14
  • 15. Contents Value Management Introduction Mobile Trends and Challenges Setting an Enterprise Mobility Vision Case Studies and Documented Benefits© 2012 SAP AG. All rights reserved. 15
  • 16. Any Business Can be Broken into Four Key Meta-Processes Aligned with the Income Statement Income Statement Meta-ProcessRevenue / SalesCosts Cost of Sales/ Cost of Goods Sold (COGS) Fulfill Demand Research and Development Develop Products and Processes Sales and Marketing Generate Demand General and Administrative Plan and Manage the EnterpriseOperating Profit© 2012 SAP AG. All rights reserved. 16
  • 17. These Meta-processes Drive the Organization of BusinessProcess AreasGenerate Demand Marketing Sales ServiceFulfill Demand Manufacturing / Supply Chain Supply Chain Procurement Operations Planning ExecutionDevelop Products and Processes Plan and Manage Enterprise Finance HR IT Research & Development Strategy / Governance Corporate Asset Relationships / Risk Management© 2012 SAP AG. All rights reserved. 17
  • 18. Mobility Accelerates Business through On-Device Accessto Information and Collaboration Knowledge Workers communicate and Business leaders monitor collaborate performance and changes Managers approve Suppliers travel, time, vacation, expenses Marketing executes campaigns and promotions to reach mobile consumersWarehouse staff receiveraw goods and transfermaterials to manufacturing Web Channel Consumers receive mobile offers and communications DistributorPlant operationsmanages work orders,inventory, and assets Field Service fix equipment, manage End Consumer Retailer parts, and customer relationships Field Sales Consumers conduct mobile manage customers, commerce and payments revenue, and territories IT staff manages Retailers place orders, scan mobile devices inventory, and request service © 2012 SAP AG. All rights reserved. 18
  • 19. Contents Value Management Introduction Mobile Trends and Challenges Setting an Enterprise Mobility Vision • KPIs and Benchmarking • Use Case Identification • Value-based Roadmap Case Studies and Documented Benefits© 2012 SAP AG. All rights reserved. 19
  • 20. Sources of Value can be Measured in Key PerformanceIndicators (KPIs) Financial / Effectiveness • Sales • Inventory • AR Write-Offs • Cost of Goods / Direct Spend Key Performance Efficiency Indicators • Headcount (FTEs) per Billion of Revenue • Cost of Running Business Process as % of Revenue • Measurement of Time Required to Perform a Process (Close Books, Cycle Time, etc.) Performance Organization • Use of Shared Services Analysis • Use of Outsourcing Framework • Level of Centralization Technology • System Landscape Performance • Use of e-Auctions and Supplier Portal Drivers Best Practice Adoption • Importance of Best Practices • Current Coverage of Best Practices • Importance and Coverage Gap© 2012 SAP AG. All rights reserved. 20
  • 21. Mobile Adoption and IT Metrics Should be BenchmarkedAlongside Business Process Performance Metrics Financial Excellence Operational Excellence Strategic IT Superior Customer Value Total Cost of Customer Contact Finance SRM/ Procurement Ownership (TCO) Centers Business Intelligence/ Financial Compliance Manufacturing Sales Effectiveness Analytics Financial Performance Trade Promotion Merchandising Best Run IT and Risk Management Management Responsive Enterprise Information Finance Shared Supply Networks Product and Service Services Management Leadership Supply Chain Planning NPDI MobileBest People and Talent Human Capital Transportation Management Management Value Management End-To-End Processes Enterprise Health Warehouse Check Talent Management Management Enterprise Architecture High Performing Assets Order to Cash HR Shared Services Implementation Enterprise Asset Services Management Cash to Cash = KPI Surveys = Best Practice Surveys EH&S Compliance© 2012 SAP AG. All rights reserved. Note: Available Surveys subject to change 21
  • 22. Benchmarking Provides KPI InsightEstablishes KPI Baselines and Provides Insight Into Potential BenefitsPerformance Results –Metrics Peer Group Company Mobility Metrics Value Averag Top e 25% Percentage of Mobile Employees (in %) 30.00 38.38 55.00 • Establishes process baselines Number of Mobile Devices per Employee 1.01 0.68 1.05 Number of Smart Phones/Tablets per Employee 0.20 0.26 0.40 • Enables comparisons to peer group(s) Average Number of Mobile Operating Systems 3 3 2 Mobile Devices Managed Centrally by IT (in %) 100 89 100 • Enables evaluation of magnitude of IT Spend as % of Revenue 0.50 1.30 0.50 potential opportunity Total Mobility-Related FTEs per Billion Revenue 1.50 8.18 1.69 (e.g. by moving Mobility Spend as % of Revenue (in %) 0.20 0.16 0.04 toward average or quartile one) Average Cost of New App (in currency) 10000.00 88374.1 2382.00 Time to Provision/Decommission New Device(in min) 60 405 20 Time to Develop Deploy New App (in days) 2 58 25 © 2012 SAP AG. All rights reserved. 22
  • 23. Our Findings…..© 2012 SAP AG. All rights reserved. 23
  • 24. Top Performing Companies Have Gone a Long Way inMobilizing their Business, and are Seeing the Rewards Average % users mobile access to enterprise processes/applications Companies Having Higher % of Users with Mobile Access to Enterprise Processes/Applications Experience Higher Revenue Growth 7.9% -5.7% 20.0% 10.9% -25.6% 2.2% Bottom 25% Average Top 25% Percent of Users with Mobile Access to Enterprise Processes/ Applications Average Revenue Growth (in %)Source: SAP 2011 Enterprise Mobility survey. all industries © 2012 SAP AG. All rights reserved. 24
  • 25. Mobility Has a Direct Impact on Process Performance andKPI AchievementAsset Management: Organizations where majority of maintenance work orders are generated from the preventive and predictivemaintenance inspections have on average over 40% higher Return on AssetsReturn on Assets (KPI) vs. Mobile MaturityLow Maturity: High Maturity: 11.1 + 40% 15.7• 100% Re-active maintenance • Field workforce receives maintenance schedules and Low High updates immediately on mobile devicesSales: Organizations that enable comprehensive customer view have on average 9% higher Sales Achievement as a Percentage ofTargetSales achievement as % of target (KPI) vs. Mobile MaturityLow Maturity: High Maturity:• Customer and product information are 86.7 + 9% 94.9 • Mobilized sales processes increase sales force delivered via legacy systems and effectiveness and customer retention standard delivery channels (back end Low High • Provision of online customer and product data to sales systems, paper brochures) via mobile devicesWarehouse Management: Organizations that have real time status and tracking of warehouse activities have on average 29.6%higher Inventory Turns per YearInventory Turns per Year (KPI) vs. Mobile MaturityLow Maturity: High Maturity:• No real time view of warehouse 6.5 + 29.6% 8.4 • Warehouse status and key metrics are available real management status and key metrics time Low High • Status and key metrics can be accessed via mobile device © 2012 SAP AG. All rights reserved. 25
  • 26. Mobility Discovery Conversations with the Businessand IT will Drive Use Case Identification© 2012 SAP AG. All rights reserved. 26
  • 27. Prioritization Example: Use Cases for a Retailer Mobile Application Framework Business Process Apps Mobile Inventory Management High Mobile BI / Executive Dashboards Warehouse and Distribution Opportunity Opportunity Mobile Store OperationsEconomic Mobile Workforce Management Value Mobile Training of Associates Mobile Gift Registry Supplier Collaboration Mobile Ordering Opportunity Low Opportunity Low High Strategic Importance © 2012 SAP AG. All rights reserved. 27
  • 28. Prioritization and Value Identification Will Drive aRoadmap Device and Content Management, and Device Security Application & Device Mgmt SDK SAAS-based management Base Afaria platform enabling:  Enterprise-class mgmt for iPhone and Android for provisioning, Afaria deploying, and decommissioning • User self-service management • Uniform policies Mobilizing the Back End by Leveraging the Unwired Platform Maintenance Request Asset Tagging and Untagging SUP – mobilizing Mobile Time Card Shift Reporting Equipment Fact Sheet the backend Incident Management Compliance and Regulatory Insight Untethering the Enterprise through Advanced Applications Field data capture In-Transit Asset Tracking Safety Audit SUP – Maintenance Work Order use-case Planning Financial Analytics Asset Visualizer application development MRO Procurement Maintenance Work Execution Realizable Incremental Annual Benefits: TBD TBD : TBD 2012 2013 2014 © 2012 SAP AG. All rights reserved. 28
  • 29. Summary of Value-Based Approach What is the current state baseline and 1 where is the greatest value? Mobile Application Framework (leveraging SUP-Afaria) High What are the top 2 mobile use cases? Economic Value Low High Strategic Importance Lo w Device and Content Management, and Device Security Application & Device Mgmt SDK SAAS-based management Base Afaria platform enabling:  Enterprise-class mgmt for iPhone and Android for provisioning, Afaria deploying, and decommissioning • User self-service management • Uniform policies Mobilizing the Back End by Leveraging the Unwired Platform What is the business SUP – Maintenance Request Asset Tagging and Untagging mobilizing 3 Mobile Time Card Shift Reporting case and mobile the backend Incident Management Compliance and Regulatory Insight Equipment Fact Sheet roadmap? Field data capture Untethering the Enterprise through Advanced Applications Safety Audis In-Transit Asset Tracking ($1.0-$1.7M) SUP – Maintenance Work Order use-case Asset Visualizer Planning Financial Analytics application development MRO Procurement Maintenance Work Execution Realizable Incremental Annual Benefits: TBD : $TBD : TBD 2011 2012 2013© 2012 SAP AG. All rights reserved. 29
  • 30. Contents Value Management Introduction Mobile Trends and Challenges Setting an Enterprise Vision for Mobility Case Studies and Documented Benefits© 2012 SAP AG. All rights reserved. 30
  • 31. Examples of Mobility-Driven Benefits by Process AreaProcess Baseline Value Driver or KPI Improvement ReferencesSales Revenue (if sales rep constrained) 5 – 10 % • Customer Interviews: 5 % Sales Rep Staff Cost (if market constrained) (on one driver) • Plzensky Prazdroj BTS: 10 % • Dr. Reddy’s Laboratories BTS: 6 – 8 % • Customer Business Case: 5 – 10 % • SAP Internal BTS: 5%Field Service Field Service Staff Cost 5 – 10 % • Barloworld Handling BTS: 10 % • Customer Business Case 5 – 10 % • Customer Business Case: 6 – 12 %Procurement Procurement Staff Cost 1% Customer Interviews (includes proxy for efficiency gains elsewhere)Manufacturing Manufacturing Cost 0.5 – 1 % Customer Interviews (mobile Visual Performance Mgmt for Supervisors)Maintenance Maintenance Staff Cost 5 – 10 % Barloworld Handling BTS: 10 %Supply Chain Inventory 1 – 2 days Customer InterviewsPlanning (better visibility in supply chain, esp. for Sales)Warehouse Mgmt Warehouse Staff Cost 5 – 10 % ExtrapolationTransportation Transportation Expense 1 – 2% Customer Business Case: 1 – 2 %Order to Cash Days Sales Outstanding 1 – 2 days Customer Interviews: 1 – 2 days (immediate Proof of Delivery) (can be more) Customer Data Point: 10 daysHCM Total Mobilized Staff Cost (workflow, self-service 0.5 – 2 % Estimate travel and expenses, etc.)Project Mgmt Project Staff Cost 1–3% Estimate© 2012 SAP AG. All rights reserved. 31
  • 32. Examples of Mobility-Driven Benefits Cox Communications saves approximately $500,000 per year by reducing downtime and IT man hours required to manage remote devices BNSF Railway Company saves $7,500 per day on data entry labor costs with a mobile work order management system Delta Air Lines is saving each of their field engineers 30-60 minutes each day with a mobility solution powered by Sybase Pepsi Bottling Group saves $7 million per year using wireless field service application Otis Elevator enjoys a more than 200% ROI, a decrease in non-productive travel time and an improvement in field efficiency Tennant improves field service technician productivity, increases first time fixed rate, and reduces billing cycles from 10-12 days to 1-2 days© 2012 SAP AG. All rights reserved. 32
  • 33. Qualitative Benefits will also ResultUnwired Enterprise AdvantagesInnovation Deploy state-of-the-art, market leading mobile enterprise applications Innovation Leverage Mobility/RFID to simplify business processes and automate activitiesTeamwork Improve team cooperation by mobilizing collaboration tools and key workflows StrategyVisibility Enablement Provide real-time traceability and improve control of time and attendance of field workers with mobile devicesCompliance Ensure compliance with corporate security guidelines with proactive Measurable management of any mobile device type throughout its lifecycle (from commission Benefits to retirement)Productivity Improve employee productivity with ease, real-time access to enterprise applications on mobile devices Risk &Safety Compliance Protect sensitive enterprise data on mobile devices Enable workers to capture initial information pertaining to incidents, near misses, from anywhere at any time © 2012 SAP AG. All rights reserved. 33
  • 34. Thank You!Contact information:Kate DelimitrosSAP Value EngineeringKathryn.Delimitros@sap.com
  • 35. Closing and Q&AParticipate in today’s TweetChat about mobile strategy #MobileInsightsSAP Mobile Insights Webcast Series http://bit.ly/z2znLXMobile Sense Thought Leadership Series (webcasts & white papers): http://fm.sap.com/mobilesense