This document discusses solutions for tracking and tracing electronic documents provided by SEEBURGER AG. It begins by describing how a lack of visibility and control over digital business processes can create problems for organizations. This is referred to as the "dark side of digitization." The document then provides examples of how SEEBURGER's monitoring solutions, like Business Tracking and Information Manager, help business and IT departments gain transparency and governance over digital document flows. It concludes by presenting two case studies of companies where SEEBURGER's solutions helped solve issues around unpaid receivables and service levels.

1. Standard solutions for Track & Trace of
electronic documents
Transparency and controllability of digital document floodings
Thomas Kamper | SEEBURGER AG

2. © SEEBURGER AG 2017 2© SEEBURGER AG 2019 2
1 What have we learned from our customers and calling it
"dark side of digitization"?

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What does their everyday life look like?
Business and IT collaboration in your organization
 How often do you receive calls, emails, visits from colleagues from the Line-of-Business
departments on the status of electronic receipts?
 Why do departments have questions for you in this context? What situation are your
colleagues in at this particular moment?
 What does answering such questions mean for you and your colleagues in the
department in terms of urgency, time and effort, how often does this occur in a month?
 Do you have the impression that such inquiries have become more or less over the
years?

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What does their everyday life look like?
Business and IT collaboration in your organization
"I'm not looking, I'm
looking."
... but he didn't have to deal with digital document floodings
Pablo Picasso

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We believe that there is a "dark side to digitization"
Digital document flooding creates a problem that did not exist before
 Complete dependence of core business
processes on digital integration processes
 Lack of controllability and goverance of digitized
core business processes
 Insufficient access or visibility to business-
relevant information to assess the impact and
consequences of errors or inconsistencies
 Increasing lack of context knowledge in IT about
the business relevance of each individual
digitized process

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Categories for the "Dark Side of Digitization"
These are tasks that initially "open up" for departments
 Dispute cases between Line-of-Business departments of partners
The status and content of electronic documents (Where is a certain document at what time and in what
status? Problem of "Digital Shrinkage" with Mass Data)
 Responsibility for consistency and flow of business processes and transactions
Business SLAs: deadline, quality, completeness, "serialization" of processes (DESADV must be sent
within x minutes/ hours after receipt ORDER, no invoice before the delivery note was not accepted,
APERAK and CTRL or 997 and 824 handling)
 Compensation or workarounds for specific inadequacies of systems and applications
in daily business operations (logical problem of ORDCHG received late)
 Verification to business partners or official bodies
avoid punishments and penalties

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Examples for the „Dark Side of Digitization“
 Where are the digital invoice receipts for the 6 million euros in receivables?
 How can we work & act if the digital documents do not arrive in the backend system?
 How does our organization manage to overcome parallel problems of digital connections between
POS, warehouses, logistic providers and partners according to their business criticality?
 What kind of options do we have if order changes are made in the depth of the
ERP interface remain unbooked because the business process is already on delivery?
 How do we demonstrate transparently that we are working B2B business processes with partners in the
specified timelines ?
These are actual tasks from customer projects

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2 Consequence of the phenomenon
"The Dark Side of Digitization"

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Demands and conclusions
 Today, integration is no longer a purely technical task, but a challenge to the organization
 The IT can't shoulder this challenge completely for the organization since:
• IT has neither the context knowledge nor the resources to assume overall responsibility
• A strict handover of the problem to the IT department costs the entire organization too much time for
the solution
• The risk of unsatisfactory results arises - this costs the company money and puts customer satisfaction at
risk.
The Line-of-Business departments need be enabled to perform the task!

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How can SEEBURGER help to solve the problem?
Against the "dark side of digitalization" you have to defend yourself!
 SEEBURGER has a new category of monitoring solutions for the following Line-of-Business areas
created for precisely this purpose
• SEEBURGER summarizes these solutions under the term "semantic monitoring",
in order to determine the content reference and context to the business-relevant information for this form
the monitoring and track & trace of digitized business documents
• The relevant product ranges for specialist areas are:
 Business Tracking as a new component of EDI/B2B standard solutions (generic "fixed app")
 Information Manager as a standard solution for SEEXML (document type-oriented, detailed and extensive
information, configuration options)
 Information Manager as solution for non-SEEXML processes incl. Best Practice project offers
 SEEBURGER's previous BIS Monitoring and Message Tracking solutions are inadequate for Line-of-
Business departments because they are "too technical".
These will be revised, improved and offered in the new portal "App Framework".
and are geared to the needs of the teams on the ground.

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Context for the SEEBURGER "BIS 6.7 Story
container
deployment
Public Cloud
Deployment
Role-based,
modern UI
app
framework
Unified
Development
Tooling
API
Internet of Things
Hadoop/Kafka,
Data Lake
block chain
Adaptability
Scalability
Security
Deployment
Automation
system
monitoring
Low Cost DB
Support
Secure Data
Storage
User experience
Integration
Capabilities
Expansion
Technology
improvements
Operational
cost reduction
Deployment
models

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Personal note
YES, I know that Line-of-Business departments
- especially in Germany -
are against the transfer of such tasks.
That's the point:
the "digital change" means adaptation
and change from all involved.

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3
Let's have a look!
DEMO Business Tracking
DEMO Standard Solution
Information Manager SEEXML

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4 Project Examples:
Information Manager as a Solution for Non-
SEEXML Processes

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»How we enabled a
large beverage company
to collect unpaid
receivables of a
constant level of
6.000.000 € in total.«
Customer Example

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Requirements
The business units in Austria, Switzerland and Russia struggle with these issues:
 An extremely urgent requirement is transparency in our processing of outbound electronic invoices!
 Why do we have 6m € in unpaid receivables? Where are all the documents relating to customer ‘ABC’ and what is their
status?
 Why don’t we have full insight into the complete ‘lifecycle’ of every invoice we sent out?
 We wish to minimize contractual penalties and raise customer satisfaction by mastering the flood of digital data
and documents exchanged with partners.
 We have to monitor contractual SLAs (deadline, scope, consistency) for electronic document exchange
 We require comprehensive e-document tracking and the correlation of business content contained in successive documents
 We would like to know at any moment the status of a document as to when it was sent or received
 A monitoring tool should enable us to react instantly on the expectations of our document exchanges
 We have to avoid negative side effects on business due to potential internal technical issues
 We would like to take advantage of the ‘always up and running’ capability of the existing BIS6 system
 We would like to be able to read received documents and work on customer requests at any time

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BIS Information Management in Action
remote
access
Different views on the
same information for
Business and IT
departments
BIS IM
application
runtime
BIS App Framework
Business Information
Server
Business Integration
Server
Further internal/
external data

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BIS Information Management in Action
remote
access
Different view on the
same information for
Business and IT
departments
BIS IM
BIS Portal
Business Information
Server
Business Integration
Server
Further internal/
external data
Data Lake
Data processing and logic
Correlation of information to represent the
transaction comprehensively
Allocation of the latest status available for
each partner
Preparation of data for easier search
ENTERPRISE expansion
Data blending capability and workflow server
UI: Data and Information Management
Monitor and Tracking / Retrieve / List View
apps
Profile Designer
Management
Management of user and access rights using app.
framework of SEEBURGER BIS App Framework
Provisioning of data and information about
the invoice documents from SAP
• The moment the document is created
• The moment the iDOC is created
• The moment the transmission is executed
within SAP and the document is handed
over to the SAP port
Provisioning of data and processing
information
Forwarding processing, transmission and
Interchange Information
Forwarding content of electronic documents
Transfer of any acknowledgement
information
Technical (by protocol, handshake of VAN)
as well as relating to transmissions (CONTRL,
APERAK, 997, 824)
application
runtime

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Result and Outlook
We offer this SCRUM-
based approach linked
with the option to
return the license to
selected customers.
 Project required an agile approach
• SCRUM project incl. major stakeholders of business units,
DevOps team of customer, SEEBURGER
• Project ‘within scope and budget’
(‘timely’ depending on topics inside SAP)
 Proof of customer satisfaction:
• Customer has not taken the option to return the license
after the agreed time frame of three sprints
• Customer extended the budget to implement all
requirements on BIS Information Management

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»How we improved the
service level of the
North American
business unit of a well-
known producer of
home electronics.«
Customer Example

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Requirements
The business units in the USA and CANADA came up with this list:
 We require transparency in our flood of electronic documents to handle our day-to-day business
• We ask for flexible document tracking of electronic documents
• We demand a reliable overview on our document and transmission status (correlated with acknowledgements)
• We require a correlation on business content to be sure that our processes run comprehensively
 We demand more efficiency and consistency in our processing of electronic invoices. We ask for transparent
information if an invoice is rejected and for an easy-to-use cross-check on the transmission status if an invoice is
overdue.
 We require a self-service for plausibility checking via human readable original electronic documents:
• Fast and direct view on original content in case of complaints, claims, stocked processing in our ERP
• Possibility to type in a document in our ERP manually if they are received electronically
 Removable
• The daily operation depends directly on the listed monitor and tracking functionality
• The customer doesn’t use SEEBURGER BIS

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And so, BIS Information Management came to the table

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And so, BIS Information Management came to the table

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And so, BIS Information Management came to the table

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Result and Outlook
 The day-to-day operation for core SCM processes in the USA and CANADA
now runs on a significantly more reliable level than before
 The internal Project Manager of the customer made a lighthouse project very successful
(“he became a star…”)
 The provided solution will be used in other countries too – global roll-out
 The solution will be expanded by active alerting, expectation and event monitoring

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Thank you very much
Questions or remarks?
We are here for you!
www.seeburger.com

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