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Introducing SAP Enterprise Performance Management (EPM) OnDemand


Published on - Learn about the new SAP EPM OnDemand solution featuring packaged SAP HANA cloud-based applications that complement core offerings of the 10.0 release of SAP solutions for EPM, such as SAP Business Planning and Consolidation and SAP Profitability and Cost Management. See what’s available today and discover what’s on the horizon for these user-centric, next-generation applications available as software-as-a-service (SaaS) for hybrid on demand/on premise scenarios leveraging your existing and future investments in SAP solutions for EPM.
Presenters: David Williams and Bryan Katis, SAP

Published in: Technology

Introducing SAP Enterprise Performance Management (EPM) OnDemand

  1. 1. Introducing SAP Enterprise PerformanceManagement (EPM) OnDemandThe revolution of performance managementDavid Williams and Bryan Katis, SAPSeptember 19, 2012
  2. 2. 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. 2
  3. 3. Is Finance making progress to becoming a better partnerto the business? Where is your finance organization today on the road to becoming a more highly valued partner to the business? Wheres the road? 12% 4% Recently started and hopeful 22% Making some progress but facing obstacles 30% Gaining traction and overcoming some obstacles 32% Rolling along with confidence and learning more about this journeySource: APQC. 2012 © 2012 SAP AG. All rights reserved. 3
  4. 4. Less than a quarter of Finance’s time is being spent onproviding value-added analysis to the business! Financial Analyst time 23% Collecting and validating data 47% Administering the process Providing value-added analysis 30%Source: APQC. 2012 © 2012 SAP AG. All rights reserved. 4
  5. 5. Performance management projects highest priority onCFO’s initiatives list for business analytics Components to be updated in 2012 Components to be updated in 2013Performance measurement, Planning, budgeting, and scorecard, and dashboard forecasting Planning, budgeting, and Performance measurement, forecasting scorecard, and dashboardFinancial consolidation and Customer and product reporting profitability Customer and product Financial consolidation and profitability reporting Data warehouse Data warehouse Predicitive modeling Predicitive modeling Statistical analysis Statistical analysis 0% 20% 40% 60% 80% 0% 20% 40% 60% 80% Percentage of respondents Percentage of respondentsSource: Gartner. John Van Decker. CFOs See the Importance of Business Analytics Improvement, Gartner Study Finds. June 2012. © 2012 SAP AG. All rights reserved. 5
  6. 6. Most popular targets for financial process improvement 0% 20% 40% 60% 80% 100% Plan, budget, forecast/analyze, re-plan Close/consolidate/report General accounting (any sub-process) AP transaction mgmt. (any sub-process) Working capital mgmt.Source: APQC Survey Results. APQC. 2012 © 2012 SAP AG. All rights reserved. 6
  7. 7. Growing demand for cloud appsWe believe that the right applicationstrategy for most organizations is ahybrid (configured) approach that canaccommodate integrated suites, departmental pointsolutions and ad hoc custom applications, with amix of on-premises and clouddeployment. – Source: Gartner. Neil Chandler.Applying Gartners Pace Layer Model to BusinessAnalytics. December 2011 Technology platforms, like mobile computing and the cloud, are secondary in the mind of the CFO (see Figure 6). We expect this to change in the 2013 study, since the inquiries we received in the first six months of 2012 from end-user clients show that these are growing areas of investigation and potential investment in the finance organization. – Source: Gartner. John E. Van Decker. CFOs see business analytics as important, Gartner Study Finds. June 2012© 2012 SAP AG. All rights reserved. 7
  8. 8. SAP Enterprise Performance Management OnDemandThe revolution of performance management Built for business In the cloud Anytime, anywhere Purpose-built packaged Extreme performance Mobile-first and Microsoft apps based on best- delivered through the SAP Office ready practice HANA Application Cloud© 2012 SAP AG. All rights reserved. 8
  9. 9. Built for businessPurpose-built packaged apps based on best-practiceGet up and running fast withbest practice-based,preconfigured apps that solvespecific business problemsBreak-down barriers to useradoption with mobile-readyapps that look and feel likeconsumer apps and run on anydeviceImprove organizational agilitywith real-time varianceanalysis and the ability toiterate and adapt on the fly© 2012 SAP AG. All rights reserved. 9
  10. 10. In the cloudExtreme performance delivered through the SAP HANA Application CloudPlan better and act faster withinstant insight and real-timeplanning capabilities powered Real-time P&L Analysis Futureby the SAP HANA ApplicationCloud Expense InsightLower your cost of ownership Sales and SAP Operationsleveraging existing on premise solutions Planninginvestments combined with for Capitalnative cloud-based apps EPM 10.0 Project Planning FutureReduce upfront costs withsoftware as a service based onsubscription pricing© 2012 SAP AG. All rights reserved. 10
  11. 11. Anytime, anywhereMobile-first and Microsoft Office readyIncrease engagement withsimplified, intuitive mobileinterfaces for business usersand executives as well asMicrosoft Office (Excel) forFinanceTap into the information youneed wherever wheneverAnalyze, iterate and adapt ondevice or on the desktop© 2012 SAP AG. All rights reserved. 11
  12. 12. SAP EPM OnDemandFirst three applications Capital Project Real-time P&L Expense Insight Planning Analysis Empowers department Packaged solution for Delivers P&L reporting at managers to understand establishing the complete any level of detail bydetails of anything charged picture of the financial allocating costs based on to their cost center and consequences of capital consumption of resourcesdispute/resolve miscoded, investment projects and incorrect, or duplicate optimizing the use of capital expenses© 2012 SAP AG. All rights reserved. 13
  13. 13. Right data at right time increases organizational agility Accelerating the “speed of intelligence,” as Ms. Hughes puts it, is the finance function’s fundamental challenge “The benefit of being able to push data quickly is if you get the right data and the right collection of data to the decision maker more rapidly, you’re going to speed up decisions that change that outcome…” — Hazel Hughes, SVP of finance and business control for the Education Group at Houghton Mifflin Harcourt, in ―Accelerating the Speed of Intelligence for Fast and Flexible Forecasting.‖ (CFO Research Services, 2011). Source: CFO Research Services, 2011© 2012 SAP AG. All rights reserved. 14
  14. 14. Engaging beyond Finance for better results and greateraccountability“The new devices that are coming onthe market, like the tablets andiPhones, will enable us to build asystem in the future that will moreeasily take advantage of the inputfrom every employee.”— Anders Pehrsson, Vice President and GroupController, Atlas Copco “This should not be only the finance department; people sometimes believe that budgets or rolling forecasts are only done by finance. It should be done by [all] the people involved.” — Troy Parwata, Finance Director of Tigaraksa Satria Source: CFO Research Services, 2011© 2012 SAP AG. All rights reserved. 15
  15. 15. DemoJohn Hack
  16. 16. Peter logson toExpenseInsight.
  17. 17. First, hereviewstravelexpenses.
  18. 18. Peterselects AllExpenseTypes.
  19. 19. Peterselectsthe TravelSub-Type..
  20. 20. The information isfiltered to display alltypes of travelexpenses.Peter has threeoptions now: He canselect Back to go backto the overall totalexpenses for Travel;He can select theparticular travelexpense Sub-Type hewould like to review,for example BusinessTravel;He can close the AllExpense Types pop-upto see the breakdownof travel expenses (bytravel Sub-Type).
  21. 21. Here, Peter has closedthe All Expense Typespop-up. He can see thebreakdown of all travelexpenses
  22. 22. Now Peter decides toreview Expense Itemsso he selects theExpense Items optionfrom the menu.
  23. 23. Each expense item isdisplayed with somedetails. Peter reviewsthe expense item andhe checks the total. Hecan sort (for exampleby type, date, costcenter). He can search forinformation (forexample Travel EmitSmith with showdetails of all travelexpenses for thatperson). Peter selects the 3rditem (Office Supplies)because it has theexact same details asthe 4th item.
  24. 24. All details for theexpense item Peterselected are displayed.Peter checks thedetails and realizesthat they are the exactsame for both OfficeSupplies expenses.Peter decides to askhis assistant toinvestigate this.
  25. 25. Peter adds a commentexplaining his concernto his assistant,Caroline.
  26. 26. Peter is curious aboutthe expense item so heselects AdditionalInformation to displaythe details of the officesupplies expense lineitem.
  27. 27. Peter goes back toExpense Items byselecting Back twice.He selects the travelitem for Emit Smith.
  28. 28. He knows Emit moveddepartment sinceJanuary so there is thepotential of wrongexpenses. Peter checksEmit’s cost center andhe knows it is notcorrect.
  29. 29. Peter adds a commentfor Caroline
  30. 30. Peter logs off.
  31. 31. Caroline logs on toExpense Insight.
  32. 32. Caroline viewsExpense items (herHome Page) andnotices comments forTravel line item andOffice Supplies lineitem (blue icon).Caroline selects theTravel Item for EmitSmith.
  33. 33. Caroline sees Peterscomment.
  34. 34. Caroline responds HiPeter, This is definitelya wrong expense. I willstart dispute as itneeds to be fixedimmediately
  35. 35. Caroline selects theDispute icon.
  36. 36. Caroline selects theexpense disputereason as Not MyExpense.
  37. 37. Caroline notes that thestatus of the dispute isNot Resolved (which isaccurate).Caroline adds acomment and selectsSend Dispute. Shesends the dispute toFred. She expects Fredto check the issue andresolve it. ExpenseInsight sends an emailto Fred about thedispute.
  38. 38. Caroline logs off.
  39. 39. Fred logs on toExpense Insight
  40. 40. Freds homepage is setas the ExpenseDisputes page. Henotices the disputesubmitted by Carolineand selects it.
  41. 41. Fred sees that thedispute is not resolvedand he reads thecomment fromCaroline.
  42. 42. Fred changes thedispute to resolved(after he moves Emitto the correct costcenter).
  43. 43. The dispute detailsshow that it wasresolved by Fred onApril 30, 2012.
  44. 44. Fred logs off.
  45. 45. Additional ResourcesWebsite: Analytics TV (EPM Featured Playlist): Knowledge: Decision Factor: from SAP:© 2012 SAP AG. All rights reserved. 49
  46. 46. Thank You!