S 4 HANA 4 CEOs and CFOs

SAP HANA, S/4 HANA
Simplification and Flexibility
CIOs
&
CFOs Forum
June’2016
Ajay Kumar Uppal

What is SAP S/4HANA? – New way of doing business with ease.
Easy to install (using ACTIVATE).
Easy to use (improved end-user exp.)
Easy to configure (using Guided Configuration)

SAP Suite On HANA
Business Benefits* $ 28.63 M
$ 14.61 M Conservative ANNUAL BENEFITS
Likely ANNUAL BENEFITS
Capital Spend
Effectiveness $ 3.60M
$ 1.90M
Value Driver (VD)
%
Improvement
Potential
Benefit
Reduce Discounts Lost from
Suppliers
2% - 3% $0.40 M - $0.60 M
Reduce Maverick Spend - Indirect
Materials
10% - 20% $0.50 M - $1.00 M
Reduce Maverick Spend - Services 10% - 20% $1.00 M - $2.00 M
Supply Chain
$ 1.71M
$ 0.92M
$ 10.89M
$ 5.45M
Value Driver (VD)
%
Improvement
Potential
Benefit
Increase Cross-sell / Up-sell
Effectiveness
5% - 10% $0.44 M - $0.88 M
Reduce Marketing Cost 0.01% - 0.02% $0.01 M - $0.01 M
Reduce Revenue Loss Due To Stock-
outs
0.01% - 0.02% $0.00 M - $0.00 M
Improve Sales Margin (Petroleum
Products)
0.005% - 0.01% $5.00 M - $10.00 M
Reduce Planning and Scheduling
Function Cost
1% - 2% $0.25 M - $0.50 M
Reduce Transportation Spend (for
O&G)
0.5% - 1% $0.50 M - $1.00 M
Reduce Storage Costs (for O&G)
2% - 3% $0.50 M - $0.75 M
Value Driver (VD)
%
Improvement
Potential
Benefit
Reduce Service and
Maintenance Costs
0.5% - 1% $0.50 M - $1.00 M
Reduce Un-Planned Downtime
Or Outages
3% - 5% $0.42 M - $0.71 M
$ 3.13M
$ 1.57M
Value Driver (VD)
%
Improvement
Potential
Benefit
Reduce Audit Cost 10% - 20% $0.50 M - $1.00 M
Reduce Days to Close Annual
Books
5% - 10% $1.07 M - $2.13 M
Reduce Days Sales Outstanding
(ONE TIME)
0.05% - 0.1% $1.61 M - $3.22 M
Finance
Operational Integrity
* Average Benefits from SAP Suite On Hana
$ 7.05M
$ 3.53M
Value Driver (VD)
%
Improvement
Potential
Benefit
Increase Employee Productivity 0.5% - 1% $3.53 M - $7.05 M
People & Talent
Conservative ONE TIME BENEFIT$ 1.61 M
Business Case for HANA

Our analysis Identified the following key insights at one of the largest FMCG
Transaction Processing Business Insights Risk, Compliance and Controls
• Time-consuming month-end close process
• Complex finance and operational regulations
• Consolidated reporting is very cumbersome
• Organizational structure doesn’t align with current
/future reporting needs
• Inconsistencies in the setup and use of Chart of
Accounts
• Disparate fixed asset accounting systems
• Redundant master data / inconsistent data
• Cumbersome multi-GAAP reporting options with
Special purpose ledgers
• No standard way to achieve balanced segment
reporting for SEC/IFRS
• Cross Region and Country Business processes are
not integrated due to Classic General ledger
• Manual Master Data maintenance and manual
governance process
• Intercompany Reconciliations
• Foreign currency revaluations during the Month
end close cycle
• Complex Procure to pay cycle ( Account payables)
and out going payment cycle
• IT systems take long time to run the reports due to
volume of data
• Finance users are tied-up with transaction
processing versus providing insights to customers
& Management for Reporting
• Long planning and budgeting cycles due to lack of
integration (HFM)
• Lack of rolling forecasting capabilities to respond
more quickly to business needs
• Multiple versions of truth, since data is not
integrated between planning and consolidation
systems
• Current IT systems are not quick to adapt to
business changes in case of any mergers or
realignments
• Poor reporting capabilities related to customer
and product profitability analysis
• No single source of dashboard and score-carding
capabilities to link strategy to execution
• Out going payment setup and processes are 40%
manual.
• Multiple compliance requirements
• Limited visibility of the enterprise-wide risks
• Compliance is silo-ed with Manual processes
• Higher duties from not leveraging trade
agreements
• Increasing complexity of regulations and policies
• High cost to establish and maintain compliance
• Risk information not relevant
• No consolidated view of risks
• No strategic context

Process Process –Cont’d Data & Applications
• Country specific Legal Reporting due to lack Parallel
Ledgers and New General ledger functionalities
• Reconciliations between Special purpose ledgers
and standard ledgers ( USGAAP)
• Long planning and budgeting cycles due to lack of
direct integration ( SAP Vs Hyperion )
• High degree of manual intervention in the financial
consolidation process (SAP SEM- BCS) and lack of
Matrix Consolidation combination of Profit Center &
Company Code
• Manual reconciliation across systems
• There is no direct Supply chain Process integration
with ERP Financials, CO-PA and CO-PC
• Lack of Transfer price set up and deferred tax
calculations
• Management Reporting and decision making – there
is no real time management reporting analysis tool
which is integrated with COPA and SAP Financials
• Product Hierarchy- Current Management Reporting
at Brand and Size level, there is no SBU, Category,
Product Group and SKU level Management
Profitability Analysis
• Complex Workflow structure and approval process
with in the Account Payables for 2 way match
purchase order process
• Country specific tax calculations and remittance
issues ( Income Tax, VAT and Excise etc.)
• Perform COPA Reconciliation for FPLC and GMC
• Logistic, GMC, PPV and PSV Cost Reclassification
• FIRM Forecast - Shipment forecasts for next fiscal
issued to producing plants by GBU Category
Planning
• The CPW (Cash Position Worksheet) is an excel tool
used by Cash Managers to execute the daily cash
management process.- this is not a real time and
process consuming.
• Current Annual Operating Planning ( Cost Planning)
is very cumbersome and delaying the Annual
Operating plan Management Reporting
• There is no direct Actuals + AOP+ Forecast Versions
comparisons in the Planning Cycle
• There is no direct integration between Planning &
Consolidation tools for ACT , PLAN version
consolidation
• No Real Time SG& A, Indirect SG&A and TPM
related allocations in the profitability Analysis
Data
• Redundant master data / inconsistent data between
supply chain and financials systems
Applications
• Unused custom objects : Programs, transactions,
forms, queries
• Highly customized Cash pool applications and Bank
communication management for vendor payments
• Limitations in COPA reporting (FIT Application) ,
need more dimensions for the management
reporting ( Ex : SBU, Size, Category, Product Group
and SKU level)
• Unused custom objects : Programs, transactions,
forms, queries
• Multiple Treasury legacy applications Treasury and
Risk Management across regions ( 20+ applications)
• Multiple Financial Accounting related legacy
applications and their integration with SAP

The S/4HANA – Promise: Simplification to increase Enterprise Efficiency
It‘s about simplicity!
System Landscape Simplification
Data Model Simplification
UX Improvement
Business Process Simplification
Source: SAP
Data Model Simplification System Landscape Simplification Business Process Simplification UX Improvement

HANA Value, Improvements and KPIs Supply Chain Accounting (SCA)
sFIN – Measure, monitor, control and predict enterprise performance
Enabling Capabilities
• No more batch jobs, elimination/ acceleration of batch jobs and
real time reporting information allowing instant insight-to-action
and analysis
• Real time analysis of actual cost across a plant, multiple material
groups etc. and achieve greater granularity with in reports
• Consistency of reporting with a single source of consistent data for
all transactions, analytics, and reporting
• Reduce the closing time of your companies by accelerating long-
running, period-end processes like profitability allocations or
actual costing via material ledger
• Improve quality and reduce risk through real-time analytics within
any timeframe and dimension. Deliver on-time results on all audit
and analysis-related data inquiries.
• Smarter and faster reconciliation of invoice receipts and goods
receipts
• Helps gain access to large volumes of data from cost and material
ledgers – quickly and easily – and improve decision making
through accelerated reporting, analyses, and period-end closings.
• Model and Simulate optimization initiatives of tactical or strategic
nature across the company
• Profit and cost by customer, product and channel and Role-based
dashboards and KPI content
Business Impact
• 420 Hours less processing time at quarter end close
• 81/2 day closing, including group consolidation
• 40% shorter monthly close anticipated
• 100X average improvement in amount of time required
to run reports
44% Fewer finance full-time equivalents (FTE), when using
transactional sub processes with streamlined, automated,
and integrated core finance processes
26% Fewer days to close annual books, when AP system is
integrated with G/L and reconciliations are not needed
• 26.1% Fewer days to close the books
• 92.9% faster transfer of material ledger data(7 hours to
30 minutes)
• 50% correction in GL posting corrections
• 60% reduction in time to reconcile revenue recognition
issues
• 70% reduction in time to resolve allocations
• >400 hours cut from financial close processes
Pain Points
FI-AA:
• Long-time running
jobs/reports/ programs
– Critical timely esp for
Month End
Costing Accounting:
• Numerous customization
catering only the current
need
• Changes in business
requirement – new
developments
Profitability and Controlling
Analysis :
• Lack of SBU category,
product group and SKU
level management
profitability analysis

Collaboration Finance Management
sFIN – Standardize and automate financial operations and transactional processes
Receivables Management:
• Faster dispute resolution and Lower days sales
outstanding (DSO)
• Improved cash flow and Lower write-offs
• Higher productivity and Higher process efficiency
• SAP HANA revolutionizes the handling of incoming bank
statement items and improves unstructured searches,
boosting the productivity of clerks.
Shared Services Framework:
• Significantly lower the entry barrier for a shared service
delivery infrastructure
• Gain analytical insight into your overall financial
performance
• Enable call-center agents to access and manage customer
accounts
• Streamline call center requests that can help resolve
customer issues
• Customers, suppliers, employees, and managers can
consume finance-relevant information and services
through automated self-services
Business Impact
• 3x Lower finance cost as a percentage of
revenue
• 10 Days sales outstanding reduction
• 25% lower accounts receivable write-offs
when receivables are integrated with credit,
billing and collection systems
• 57% lower finance cost as a percentage of
revenue for automated versus automated
companies
• 70% of leading companies integrated billing
and collections with order entry and credit
with no duplicate data entry
• 9% Targeted net productivity improvement
in 2012 among finance organizations
globally
• 47% Lower finance costs as a percent of
revenue by automating transactional
processes and self-services
Pain Points
• Great amount of effort spent
in manual data collection and
prioritization
• Slow dispute resolution
Adoption to business network

Enterprise Risk and Compliance Management
sFIN – Assess risk with insight to support immediate remediation activities
Enterprise Governance, Risk and Compliance:
• Dashboards and preconfigured report templates help you handle
ever-increasing data volume
• Data variety easily by speeding the aggregation, integration, and
analysis of market, operational, credit, and liquidity risks.
• Enterprise risk reporting enable the integration of your most
relevant metrics for all risk categories.
Fraud Management:
• Real-time monitoring of transactions and more timely access to
audit information and better collaboration
• Analytics for fraud investigation to uncover hidden trends
• Remediate violations associated with segregation of duties and
critical access in real time.
• Higher audit productivity due to more intuitive user experience
Global Trade Compliance:
Benefit from greater and timelier access to data for monitoring and
reporting purposes. Speed, Agility, and Accuracy of global trade, special
customs procedures, and sanctioned-party screening.
Business Impact
• 31 % Lower compliance and risk management FTEs
per US$1 billion revenue when compliance issues
and reports are regularly sent to management,
auditors, and IT
• 50%-70% More efficient reporting with integrated
internal and external finance and risk reporting
• 100% segregation of duties in proving errors or
fraud and sensitive authorization for case
monitoring
• 20% more efficient asset maintenance processes
• 90% of companies that have integrated governance
, risk, and compliance have had results that met or
exceeded their expectations
• 5% of revenue are lost to fraud each year by a
typical organization
• 25% Year-on-year productivity increase reaching
100% for Fonterra in 4 years
• 35% Increase in internal trade compliance rating
for Applied Biosystems
• 2x The amount of international shipments
processed in a day by Pelican
Pain Points
• Multiple compliance
requirements
• Limited visibility of the
enterprise-wide risks
• Compliance is silo-ed with
Manual processes
• No Strategic context
• Non-Compliance controls
in the process
• No Consolidated view of
risk
• High costs, the risk of
trade penalties and fines,
and clearing outbound and
inbound customs faster
and to maintain
compliance
• Increasing complexity of
regulations and policies

Simplification of Data Models – The SAP Vision
AccountingMaterial LedgerLogistic
BusinessSuiteSInnovations
• Reduced data footprint
• Increased througPROVIDEREut
– elimination of locks
– Parallel postings enabled
• Single source of truth (all dimensions, line items)
• Flexible data model adoptions (customer fields)
• Easy report adoption (only 1 table)
MARC
MLHD
MSEG
MARC
MLPP
MDOC
Material
BSEG COEP
BKPF
ACDOCA
Material Prices

End to end Finance Business Process Reduced by 75%
• Simplified data model- new table structures (ACDOCA, MATDOC) simplify transactional data structure
• ACDOCA-Universal Journal, FI-CO Document; MATDOC- Material Documents, Inventory on fly
Non-
hierarchical
table
structure
SAP Fiori allows dual UI
Avoidance of indexes,
aggregates, and
redundancies&
introduction of
Dynamic Tiering to
categorize data into
hot and cold storage
reduces the size of
your database
dramatically. Thereby
improving the overall
business processes.
‘One kitchen cupboard with all ingredients as opposed to several’

Demand-Driven Supply Chain
• Demand Shaping &
Sensing: real customer
demand patterns
• IBP: planning -Sales,
Marketing,
Manufacturing, SCM,
Finance
• Supply Chain
Orchestration:
synchronization of
activities across the
network
• Extended Supply Chain
Analytics/Supply Chain
Monitoring: define,
measure, act based on SC
KPIs

SAP Integrated Business Planning (IBP)
13
Planning and Visibility powered by HANA on the Cloud
Sales and Operations Planning
• Integration to Financial Planning
• Balancing Supply and Demand with Financial Plan
• Supports collaboration
• What-if Analysis
Demand Planning
• Demand Sensing
• Statistical Forecasting
• Incorporation of various data sources (e.g. POS)
• Collaborative Demand Planning
Supply and Response Management
• Short Term Supply/Demand Matching
• Scenario Planning. Simulation, What-if
• Constrained or unconstrained planning Develop
Rough cut capacity plan
• Multi level sourcing determination
Inventory Planning
• Multi Echelon Inventory optimization
• Inventory target setting
• Feeds Operational plan
Control Tower
• Actionable Analytics
• Works on SAP and non-SAP
• Alerts and what-if analysis
• Standardized metrics
• Notification processes

Integrated Business Planning (IBP)
Simplification,
Harmonization,
and Acceleration
• Separate systems for ERP-based planning and
standalone planning tools
• Planning and data silos
• ETL processes with long running batch-jobs
• Many manual steps
• Single system on HANA
• Direct access to ERP actual and master data
• Combined PAK/ BPC Planning Manager
• Common Excel and Web UI
* BPC NW 10.1 = Combined PAK and BPC Planning Engine
** PAK = Planning Application Kit = ‚HANA Version of BW-IP‘
* SAP Business Planning and Consolidation
** SAP Business Warehouse Integrated Planning
BPC * BW-IP ** ERP MS Excel
files
SAP HANA Platform
PBC NW 10.1 * ERP
UI
S/4HANA: ERP with combined
PAK** / BPC

Closing process - fast close enablement
A typical customer situation
Current Process
• Plenty of operative entities & branches with a huge number of activities per closing entity
• Significant transaction volume at month end and time-intensive posting cycles for mass data
processes (e.g. order settlements, deferrals, accruals, assessments)
• Significant effort for internal (non legal) booking to reflect special ledger cases
• Many interim steps for the reconciliation of data
• Little transparency into local closing activities and their dependencies
With SAP Simple Finance
• Shorten process time and effort due to real-time data availability because of
• significantly reduced run time of reports
• automation and elimination of batch processes
• Eliminationofclosing activities (such as FI-CO reconciliation, periodic asset transfers)
• Increasedefficiency of finance activities due to drill down from report to corresponding
transactions without distraction.
• Better alignment and reduction of iterations due to increased visibility into the progress of
local closing activities
• Increased accuracy due to automated quality checks

New User Experience to increase Productivity
Fiori Apps and BI Front-end for simpflified user navigation
Sample findings from SAP‘s performance simulation for
task “clear incoming payments” - SAP Simple Finance
(Fiori) vs. Classic FICO (SAP GUI):
• 53% faster
• 55% less clicks
• 96% less screens
• 66% less input fields
• Role-based instead of transaction based
navigation
• Identical UI across the devices
• Includes collaboration functionalities
Fiori Apps Types
• Transactional:
task-based execution of activities
• Analytical:
Smart Business cockpits and Factsheets
SAP Fiori Launched as the central entry hub
Source: SAP
Fiori
GUI
Excel
etc
Old functions New functions
Project lifecycle
Continuous Renewal of UIs

Benefits of S/4HANA
 Single source of truth for operational and analytical data bases
 One source for financial and management reporting (Universal Journal)
 Consolidate data from distributed financial systems in one storage (Central Finance)
 Real time reporting with highest granularity – reporting on line item level
 Access to all relevant dimensions from FI and CO
 Self service reporting and analytics with fastest response times
 Planning application integrated with ERP
 Acceleration of processes (no batch jobs)
 Fundamentally increased throughput (parallelization, no aggregates, no locking)
 Intra month closing (processes and simulations) – ‚soft close‘
 Consumer grade user experience : Fiori Apps, Smart Cockpits, Analysis for Office, HTML5
 Identical UIs across all devices
 Role based user navigation
Insight
Single source of truth
Efficiency

What is the Challenge?
Transform your F&A towards a real-time Finance

New technology – new business opportunities
Think beyond speed – factors that impact optimization and rationalization programs
• System landscape simplification and
consolidation
• Application modernization
• Application harmonization
• Business Process optimization and innovation
$
€ ?+ -
improved processestime savings cost of maintenance
 revenues
 Customer satisfaction
 costs
 agility
 growth
 Innovation
Transfering speed into Business BenefitsThink about the potential to
• replace legacy systems
• run multiple SAP systems on the same HANA
platform
• consolidate SAP ERP systems
• eliminate ETL processes
• replace modifications and customer code
• performance optimize your custom reports
• optimize your reporting data quality
• streamline business processes and replace
workarounds
• Deploy new features and functions
• increase the system usability from the user
perspective (user experience)
=

Define your transformation roadmap
Utilize the simplification potential of S/4HANA to transform your Fiancne & Accounting
Hosting Options
On Premise
Managed Cloud
Public Cloud
Hybrid Model
UI Concept
SAP GUI
WebDynpro
Fiori
Architect. Options
Side car
Upgrade
System Consolidation
‘Central Finance’
Transition Options
Migration Path
Functional Upgrade
Custom Code Optimiz.
Integrated Planning
Predictive Analysis
Customer Extensions
Proof of Concept
SAP ERP
Uncertain what the best
strategy is?
Further Aspects
Timing & Sequence
AMS
There is no one-size-fits-all
solution.
Design your target picture and
determine the optimal transition
path, depending on your
strategy, IT environment and
business constraints

Strategy Example
Finance Transformation and SAP Optimization
Finance Transformation and Rationalization
Vision
• Reduce application footprint and make one
global accounting system
• Move toward strategic solutions
• Modernize and re-platform with simple
finance
Outcome
• Reduce applications footprint and move to
strategic solutions
• Retire obsolete/minimal use applications where
applicable
SAP Optimization
Vision
• Reduce overall SAP TCO - applications and infrastructure
• Leverage full potential of SAP products and modernize current SAP portfolio
• Increased productivity with enhanced and simplified user experience
• Operate globally on your template business processes (harm. & simplified)
• Maintain the “Best In Class” and Fast close SAP Landscape and Architecture
Outcome
• Overall SAP TCO reduction & Reduce Month end closings
• Leveraging Standard SAP – Back to Standards with simple finance
• Activation of new functionalities and new modules with New GL
• Deployment of harm. and simpl. E2E business process across all SAP inst.
• KPIs for business process performing monitoring and optimization.
• Deploy and train the users on new enhanced and simplified user interface.
• Optimized and simplified SAP landscape including processes and tools.

Key Influencing Factors
• Concurring projects (e.g. consolidation, changes to interfaced systems)
• Existing systems
– Release and SPS levels
– Data quality, documentation
– No. of custom code, objects and tables
• Non released Business Functions or Industry Solutions in place
• Level of process harmonization
• Existing system configuration and availability of new functionality
• New G/L with extended functionalities (e.g. document split) in place or planned
• Design of profitability accounting (CO-PA)
• Future systems (willingness to accept standards, „best in process“; appetite for change)

Wave- 0 Wave- 1 Wave- 2
HANA Deployment
Simple finance add-on installation
1. Real Time Reporting
2. Financial Closing process
3. COPA- on HANA + Account based COPA Roadmap &
Real time Reporting
4. GR-IR Reconciliations
5. Product Costing Closing includes material ledger
performance improvements
6. Real time and online intercompany reconciliations (
ICR)
7. Cash and Liquidity Management
8. (Smart Cash Management )
New General Ledger is migrated
• New General Ledger
• New Asset Accounting
• Further reporting scenarios to leverage one document
• Prepare adoption to new physical document
• Merge Consulting Ledger, A/R-Reporting and Profit Center
Ledger (Actual figures)
• Switch selected consolidation reporting to sFIN (former
Profit Center)
• Combined Data Aging – FI/CO
• Embedded Planning
• Leverage further processes functionality e.g. Segment
Reporting, online split along Profit Center..
• Smart Cockpits and New User experience ( Fiori and
Lumira)
Central Journal
• Financial consolidation ( Real time Consolidation)
• unified Integrated planning for AOP, Plan and
Forecast
• Migrate from Costing based Profitability analysis to
Account based Profitability Analysis
• Payments and Bank Communications
• Financial Shared Services
• Audit and Compliance management
• (Audit Management)
• Receivables and Payables Management
• Financial Supply Chain Management
• Collection Management
• Dispute Management
• Leverage simple FIN to improve performance
• Significant reduction of Data memory footprint
• First scenario on improved transparency due to
integrated FI/CO View
• Embedded BI (interims approach)
• First scenario on improved transparency due to
integrated FI/CO View
• Enjoyable Finance transactions with FIORI transactional
Ap
• High value business insights with FIORI smart business
• Technical clean up
• Use the Ehp 7 functionalities
• First scenario on improved transparency due to integrated
FI/CO View
• Enjoyable Finance transactions with FIORI transactional
Apps
• High value business insights with FIORI smart business
• Easy to consume reporting
New GL Benefits
• Online Splitting
• Parallel Accounting by Parallel Ledgers
• Profit Center Accounting in New GL
• Segment Reporting in New GL
• MRE Reporting
• Real Time Financial consolidation
• Unified Integrated planning
• Smart Cash Management functionality trough FIORI
Apps (transactional / analytical)
• Integrated FI/CO View
• Profit Center Accounting within simple Finance
• Smarter Operations – one document provides more
business insights cross applications
Typical Transformation to Simple Finance

Deployment Scenarios
Net-new ERP customers
- greenfield/ brownfield
Installed-base customers –
ERP upgrade
Installed-base customers Subsidiaries
Key scenarios:
• Accounting and
financial close
• Treasury and cash
management
• Integrated business
planning
• Central Journal
• Collaborative financial
operations
• Enterprise risk
management
On premise
HANA-as-a-Service
Hybrid
On premise
HANA-as-a-Service
Hybrid
Key scenarios:
• Accounting and
financial close
management
planning
• Central Journal
Key scenarios:
• Central Journal
planning
management
Key scenarios:
• Accounting and
financial close
planning
• Collaborative financial
operations
On premise
HANA-as-a-Service
Hybrid
HANA-as-a-Service
Hybrid
On premise
Deployment Options System Landscape Optimization Migration Scenarios UX Improvement

Examples
System Landscape Optimization and Application Modernization
System Consolidation Central Finance
Non SAP
SAP ERP 6.0
< EHPE7
on AnyDB
Non SAP Non-SAP
X
SAP ERP EHPE7
on HANA +
Simple Finance 2.0
SAP ERP EHPE7
on HANA + Simple
Finance 2.0
X
from ... to ...
Real-time
Replication
Non SAP
SAP ERP 6.0
< EPROVIDERE7
on AnyDB
Non SAP
Non SAP
SAP ERP 6.0
< EHPE7
on AnyDB
from ... to ...
X X

EA_APPL 617
Transition to Simple Finance
What are the pre-requisites?
There are technical preconditions and
functional restrictions that must be
considered:
• Upgrade of Financial components such
as SAP_FIN
• Check whether not released Business
Functions are used (such as Lease
Accounting Engine)
• Technically you have to migrate to the
new G/L and to the new Asset
Accounting (this will be done
automatically)SAP HANA 1.0
SAP NetWeaver 7.4
SAP_BS_FND 747
SAP HANA Live
1.0
SAP_FIN 700
EA_FIN 700
SAP_APPL 617
EA_FINSERV 617
FSCM_CCD
700
FINBASIS
747
SEM-BW
747

How can I get there?
sFinance 1.0
Non SAP
SAP ERP 6.0
< EHPE7
On AnyDB
SAP ERP EHPE7
On HANA
SAP < ERP 6.0
On AnyDB
SAP ERP EHPE7 On HANA
+ sFinance 1.0
Implementation
SAP ERP
EPROVIDERE7
On AnyDBUpgrade
Migrate
Update + Migrate + Install
Install + Migrate
Install + Migrate
Upgrade
New
Customers
Non HANA SAP SAP Business Suite on HANA SAP S/4HANA

sFinance 2.0 (S/4HANA)
Non SAP
SAP ERP < EHPE7
on AnyDB
SAP ERP EHPE7
on HANA
SAP < ERP 6.0
on AnyDB
SAP ERP EHPE7 on
HANA + sFinance 1.0
SAP ERP EHPE7 on HANA
+ sFinance 2.0
Implementation
SAP ERP
EPROVIDERE7
on AnyDBUpgrade
Migrate
Update + Migrate
Install + Migrate
Update
Install + Migrate
New
Customers

sERP 1.0 (S/4HANA EHPE8 ~ in Q4/ 2015)
SAP ERP EHPE7
on HANA
Implementation
Upgrade
Update + Migrate
Install + Migrate
Update
Install + Migrate
New
Customers
+ sERP 1.0
SAP ERP EHPE8
on HANA
Update
Non SAP
SAP ERP < EHPE7
on AnyDB
SAP < ERP 6.0
on AnyDB
SAP ERP EHPE7
on AnyDB
SAP ERP EHPE7 on
HANA + sFinance 1.0
+ sFinance 2.0

SAP Solution Analytics – SAP Fiori Analysis
SAP Fiori Apps rated by Relevance & Goals

End-to-End Solution
High Level Approach
Strategize
PROVIDER SAP Solution Analytics / PROVIDER Transformation Services
• Target Architecture
• Infrastructure
• Migration Method
• Deployment
Scenario
• Replacement of
legacy systems
SystemLandscapeOptimization
• PoC scope
• Upgrade Plan
• Functional
enhancements
Assess Prepare Realize Manage
• Sizing
• Infrastructure
requirements
• PoC
implementation
and review
• Custom Code
Analysis
• Set-up PoC
environment
• Set-up & configure
Infrastructure
• Detailed Migration
Plan
• Test Plan
• Sandbox Migration
• Business Blueprint
• Authorization
Concept
• Set-up & configure
Infrastructure
• DB Migration
• Migration of Non-
Product. Systems
• Migration Tests
• Product. Migration
• Custom Code
Adjustment
• Customizing
• Authorizations
• Tests
• Performance
Monitoring
• Archive legacy
systems
• Functional
enhancements
PROVIDERE SAP Consulting Services
BusinessProcessOptimization
ApplicationModernization&Harmonization

The Migration to Simple Finance
Step-by-Step Approach
Design process reengineering (blueprint)
custom code and interface analysis
define reporting
Data base migration, installation of Simple Finance
customizing (new G/L, AA, CO-PA)
data migration
Set due dates and offsetting accounts in FI doc.
Data Aging tests/ release system
Implementation of Fiori Apps, HANA Live Views
functional enhancements: e.g. planning
scenarios, closing cockpit, etc.

Decomposing the implementation scope
• Technical Migration to S/4HANA
• Replace batch-processes and utilize
performance improved transactions
• First reporting scenarios for Universal
Journal
• Optimize operational reporting via
HANA Live views
• Document split
• Implement selected Smart
Business Cockpits and Fiori Apps
• Further improve custom code
• Data Aging
• New Cash Management
• IBP scenarios
• Further Fiori Apps
• Discover innovation areas
• Evaluate potential benefits and
feasibility (constraints, risks,
impact)
• Cluster use cases
• Define short-term, medium term
and long term project roadmap
Potential
Benefits
Feasibility
Wave IWave
II
Wave
III
Wave I Wave II Wave III

SAP Process & System Landscape Optimization
• Plant Relocation
• Chart of Accounts Harm.
• Master Data Harmonization
• Profit / Cost Center Hierarchy
Restructuring
Renovation &
Consolidation
Restructuring &
Harmonization
Merger &
Acquisitions
Carve Out’s &
Divestitures
• Consolidation of SAP Systems
• Carve Out and Migration of
acquired company structures
• Carve Out of Company Codes via
Clone & Delete
• Carve Out of Company Codes /
Structures via selective Migration
• SAP Consolidation
• SAP Migration across releases
• NearZeroDowtime Upgrades
• Selective Data Migration
• Data Provisioning & Masking
for Test Systems
HANA
PROVIDERE has a proven track record of performing SAP Transformation
efficiently using a robust tool based approach to streamline the project planning & execution!
HANA HANAHANA

Simple Finance 2.0: The Universal Journal
Ledger
Company Code
Account
Amount 1
Amount 2
Amount 3
Ledger
Company Code
Asset No.
Amount
Operating
Concern
Market
Segment
Cost Element
Amount
Controlling
Area
Cost Element
Amount 1
Amount 2
Company Code
Material
Account
Amount
Universal Journal (Table ACDOCA)
General Ledger Asset Management Profitability
Accounting
Controlling Material Ledger
Doc. No. Ledger
Company
Code
Account/ Cost
Element
Asset No.
Profit
Center
Controlling
Area
Operating
Concern
Sales
Order No.
Market
Segment
Material
Customer
Field
Amount 1 Amount 2 Amount 3
Data Model Simplification System Landscape Simplification Business Process Simplification User Navigation SimplificationData Model Simplification System Landscape Simplification Business Process Simplification UX Improvement

Cash Management – Integrated Scenario for your Liquidity Management
From heterogeneous landscape to integrated cash management
Data Model Simplification System Landscape Simplification Business Process Simplification User Navigation Simplification
SAP ERP
A/P, A/R,
Cash Mgmt
PlanningAnalysis
SAP ERP
A/P, A/R,
Cash Mgmt
Other
A/P, A/R,
Cash Mgmt
S/4HANA
Cash Mgmt,
Planning,
Analysis
SAP ERP
A/P, A/R
SAP ERP
A/P, A/R
Other
A/P, A/R
S/4HANA
A/P, A/R,
Cash Mgmt,
Planning,
Analysis
Global Treasury Platform
Extended Functionality through Integration of Single
Processes
Fully Integrated Cash Management
Full Integration of Business Suite in SAP
HANA and Simple Finance

Role-specific
Anywhere
No latency
Static reports
Back-office
Periodic updates
Preparation
Clarification with
customer
Review open
cases
Monthly
1
2
3
Continuous review
Resolution with customer
Continuous and alert
driven
Process Simplification Example: Continuous Cash Collections
From administrative process to customer intimacy
Data Model Simplification System Landscape Simplification Business Process Simplification User Navigation Simplification
Source: SAP

Central Finance : From Reporting to Process Execution
More than only centralized reporting
Non-disruptive step towards system
consolidation
Centralized accounting as enabler for business
process harmonization and centralization
(customer example)
Source: SAP

Thank You
Ajay Kumar Uppal
+44-77699-31607

Process Issues Process Issues –Cont’d
• financial consolidation process (SAP SEM- BCS) and lack of
Matrix Consolidation (combination of Profit Center &
Company Code)
• No Restatement functionality
• Local closing and Group /Corporate Closing process issues
and Multi period Consolidation
• Status Reporting in BI
• Held and Sample Documents with in the consolidation
process
• Database list improvements required
• Current Data Collection process is very slow and manual
layouts and manual file uploads in the Consolidation
application
• There is no Status Management
• There is Workflow Approval for status change in the financial
consolidation monitor
• Deferred Taxes per Balance sheet item
• Current BCS 6.0 do not IPI_enhancement ( Profit Elimination
)
• Parallel execution of consolidation unit based task
• Current System do not have multiple versions to support
IFRS Consolidation and Local country consolidation
• Too many spreadsheets and systems involved in the S&OP
process
• Too hard to simulate and compare planning scenarios
• Hyperion Planning
• Manual Planning
• Legacy tools and custom tools,
• There is no real time comparison between AOP, FCST vs
Actual versions
• Master data governance issues
• No ERP direct integration

Transformation – F&A Innovations
• SAP Accelerated Finance & Controlling
– Financial Accounting
• accelerated and enhanced reporting and analysis for Classic/new General
Ledger and Special Ledger, Profit-Center and Asset Accounting
– Controlling
• accelerated and enhanced reporting and monitoring for overhead
management information (cost centers / internal orders) and investment
programs. Accelerated overhead and accrual calculation enables a faster
period end closing in this area.
– Material Ledger
• Material Ledger Period End Closing and provides an ERP based drill down
reporting for Material Ledger; Business Object tools like Analysis can
directly access material ledger data through an Virtual Info Provider
– Production Cost Analysis
• new insights into where the production costs are incurred and what
issues are affecting these costs.
– Profitability Analysis
• Make faster, more profitable decisions with real-time access to large
volumes of financial data in the profitability analysis (CO-PA) functionality
of the SAP ERP application.
• The profitability analysis software and service package give you complete
and immediate insight into cost and profit drivers across your enterprise.
• SAP HANA Live – some key analytics
– SAP Working Capital Analytics, DSO Scope
• allows the customer to optimize their cash conversion cycle
• flexible analysis paths that provides a new, intuitive and easy to use way
to analyze data.
• Calculating based on data details allows for drilldown e.g. by customer,
product or payment terms
– SAP Invoice and Goods Receipt Reconciliation
• The GR/IR Clearing Monitor is targeted to make the manual process of
matching and correcting goods receipts and invoice receipts for financial
accountants easier and more efficient
– Currently unmatched open items require financial accountant to jump around
between 5 and more different transactions in the system in order to find the reason,
why it was not cleared.
– The GR/IR Clearing Monitor provides all required information on ONE SINGLE screen.
Additionally, it offers possibilities for collaboration by providing access to contact
information for relevant involved parties in the resolution process and the
opportunity to track the progress with notes and status information.
– SAP Supply Chain Info Center
• New analytics for operational real time reporting based on APO data
• Best practice analytical capabilities based on demand and supply planning
data that will be augmented with future versions of the application
– SAP Access Control Role Analytics
– Scanning all roles SAP-wide for used transactions thus finding potential unused and
unsafe role and access across app view for access compliance, risk and internal
controls
– Access role mining & enables root cause analysis
Deploy SAP RTR and OTCs like SAP Financials and HANA Live

Value and impact analysis
Determine technical feasibility & business and IT value
Interactive workshop approach:
Session 1: Innovation area discovery
 pain points and improvement potential
Session 2: Business process analysis
 feasibility and re-engineering benefits
Session 3: Transition and deployment scenario
 deployment alternatives and migration path
Session 4: Commercial aspects
Assess the impact the implementation of SAP
S/4HANA has on a customer’s environment and
the ability of a S/4HANA solution to meet
customer requirements.

S 4 HANA 4 CEOs and CFOs

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