Thứ Năm, 30 tháng 10, 2014

Kicking the Tires at McLaren

Oliver Bierhoff got a glimpse of how McLaren is using Big Data to stay competitive in Formula 1 racing.


Two World Champions, one on the track and the other on the pitch, recently came together to compare notes on how Big Data can deliver the decisive difference in their respective sports. At the McLaren Technology Center in Woking, England, Oliver Bierhoff, manager of the German National Football Team, learned how the 12-time Formula One champion is pursuing “the perfect lap” by analyzing live racing data from its cars.


But what does Formula One racing have in common with football? Well, both Formula One and football require a team effort to win. “If I compare it a little bit to the national team, which is a much smaller group than the McLaren Group – about 30 people – you can feel that everybody is working for a goal,” said Bierhoff, who is one of SAP’s most visible sports ambassadors.



The teams also share an ‘unfair advantage’: data support from partner SAP, who works with both McLaren and the German national squad to allow each team’s decision-makers to be as well-informed as possible about key aspects of performance and operations.


“Being at McLaren gave a great insight into how this very data-based sports business operates and there’s always a great deal to be learned from other organizations’ working methods,” said Bierhoff. “It is incredible how much data they have to work with.”


Unlike in Formula 1, however, football analysts are unable to use data during ‘game play’ to monitor performance. F1 teams make continual fine adjustments to their race strategies in accordance with live data being received from their cars, but in football, learning from data can only be applied pre- and post-match.


Despite that limitation, data analysis is still an immensely valuable tool in football, reckons Bierhoff: Before the game we use it to give feedback to the players: how they practice, their heart rate, or, for example, how far they’ve run in training. “Then post-match we use data to try to understand why the game went in a certain way. It also helps us in the evaluation of certain players.”


In much the same way, then, that McLaren can use data tools to explore fine facets of driver and car performance, so, too, can the German National Team team dissect individual players. Bierhoff looks forward to a time when Big Data can deliver the criteria for a great defender or a great striker.


“One thing I’ve learned from McLaren,” he adds, “is that milliseconds count. I think in football there is still room to become more obsessed with detail.” As the team to beat in the next World Cup, the German National Team manager said he wants to be the first to be the first to use Big Data in his athletic discipline.






via SAP News Center http://www.news-sap.com/kicking-tires-mclaren/

Thứ Hai, 27 tháng 10, 2014

Senior SAP MM Analyst Job (Warren, MI, US)

Senior SAP MM Analyst-INF0009761



GM offers a career in SAP which will expand your knowledge and provide opportunities to lead development and delivery for one of the world’s largest SAP implementations. This is a chance to develop your skills and expand your capabilities across a number of SAP modules across a global organization. This is a challenge which will enable you to grow as a top SAP delivery professional.



This position is with the SAP CoE organization. The purpose of this role to design solutions, consult, and manage work as the SAP Purchase to Pay subject matter expert.



About the Role:



- Solution delivery for global GM process teams including Business Services, Purchasing, Supply Chain, Manufacturing, Logistics, Aftersales and Warehouse Management.

- Responsible for the functional design, configuration and validation of the SAP Solution for appropriate modules with a focus on MM and Warehouse Management.

- Perform business analysis for various entities of the organization including understanding their company, corporate structure, operating methodologies and all business processes to gain a complete understanding of their business processes in their current information system.

- Lead process development discussions and walk through existing processes and procedures, linking those to the functionality of SAP

- Opportunity to ensure the solution has comprehensive testing approach and validation of end-to-end processes

- Ability to work on large scale global implementations as well as smaller, faster innovation challenges

- Work with leading technologies from SAP and the latest integration and support packages

- On-going training and development in SAP and the latest delivery techniques

- Minimal travel will be required with this role



Qualifications

Qualifications:



- Minimum of 5 years SAP MM implementation experience



- Experience with Purchasing / Procurement



- Experience with Inventory Management, Physical Inventory, counting processes



- Experience in Warehouse Management (WM) and Supply Chain processes including deliveries, STO, picking and shipping, IM and WM inventory, HU and non-HU inventory, and RF



- Knowledge on the Brazil localization related to Electronic Invoices



- General localization for Brazil and Material Management Taxes



- Demonstrated written and verbal skills. Ability to effectively communicate ideas and concepts to peers and the user community



- Experience developing and implementing business and system process improvements



- Experience working with business users in understanding and resolving process and system issues



- Self motivated with ability to prioritize and manage changing priorities



- Strong analytical and problem solving skills



- Spanish/Portuguese abilities a plus



Education/Training



Bachelor's degree in technical discipline preferred or equivalent experience required.



All qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability, sexual orientation, gender identity/expression, or protected veteran status.

Primary Location: US-MI-Warren



Other Locations

US-GA-Atlanta, US-TX-Austin

Posting Date: Oct 27, 2014, 10:29:40 AM - Ongoing

Job: Information Technology


Thứ Bảy, 25 tháng 10, 2014

SAP Portal Operations Analyst Job (Atlanta, GA, US)

SAP Portal Operations Analyst-INF0008973



General Motors is in the process of changing its Information Technology model by reducing its reliance on outside contractors and moving to a more heavily insourced model. GM’s new SAP Operations team is responsible for maintaining and supporting GM’s global landscape of SAP. In this role, you will be specifically responsible for the support of the SAP NetWeaver Portal as well as being an integral member of the global SAP support team.



About the role:



The SAP Portal Operations Analyst is responsible for the successful delivery and operation of global portals across the GM landscape. This role assists in the fit analysis, configuration, testing, and rollout of portal solutions, with primary focus on post-implementation support. He/she will provide functional knowledge within context of individual role.



The SAP Portal Operations Analyst will assist user community in identification and remediation of all production issues. Must have technical knowledge of SSO, SNC, SAPGUI etc integrated components that interact with Portal in order to identify and correct any production related issues.



The position will understand the purpose, roles and activities related to a solution demonstration lab (SDL) and participates in applying this technique to facilitate application design and implementation.



Establishes credibility at all levels within the user community and builds problem-solving partnerships across users and colleagues.



Will assist in any project development activities related to SAP NetWeaver Portal to assure that the delivered system is designed for sustainability and long term support.



Individual will serve as a member of the North American Competency Center for SAP.



Qualifications

Qualifications



Minimum Qualifications:



- Must have knowledge of SAP Netweaver Portal 7.0, 7.3 and new releases.

- Must have experience in Content Administration, User Administration, System Administration, KM and related activities.

- Must be able to troubleshoot SSO, SNC (Secure Network Communication) and SAPGUI connectivity issues when users interact to SAP Business Suite through Enterprise Portal.



- Must have thorough knowledge of Portal architecture to be able to monitor system performance, memory consumption, monitor end user experience on various Operating Systems.



- Must be able to analyze java trace and system logs to troubleshoot Production errors and identify root cause.



- Must have ability to help and direct SAP Basis resources on keeping the production environment at a high end-user performance rate.



-Must have knowledge of transporting portal content across landscapes.



- Must have at least 3-5 years of experience working with the SAP Netweaver Portal

- Must have experience working in a post deployment operation of a deployed system and coordinate with off-shore users.

- Ability to manage competing priorities in a complex environment

- Undergraduate degree or equivalent experience in a technical discipline



Preferred Qualifications:



- Graduate degree in a technical discipline



- Knowledge of SAP WebDynpro ABAP/Java applications integration with SAP Portal



-SAML, SPNEGO authentication methods

- Appropriate SAP certifications is a plus



Why General Motors?



At GM, we’ve charged ourselves with one mission: to design, build and sell the world’s best vehicles. And to achieve our goals, we’re currently undergoing one of the largest Information Technology transformations in the history of the automotive industry.



We offer challenging positions for passionate professionals looking to get in on the ground-floor of a growing “Fortune 5” firm that is re-inventing IT with a laser focus on Innovation, Speed, and Business Value.



Join our team and experience Information Technology at a scale and pace not seen before!

Primary Location: US-GA-Atlanta



Other Locations

US-AZ-Phoenix, US-TX-Austin, US-MI-Detroit

Posting Date: Sep 25, 2014, 2:23:39 PM - Ongoing

Job: Information Technology


Thứ Năm, 23 tháng 10, 2014

SAP HANA Is Changing Business by Changing Itself, #SAPtd 2014

Real-time analytics has evolved beyond instantaneous data queries and slick visualizations, as evidenced by Steve Lucas’ walk in the cloud at SAP TechEd && d-code (#SAPtd) as automated cranes swung heavy construction hooks behind him.


SAP’s President of Platform Solutions was demonstrating the latest in event stream processing, trusting machines to make reliable real-time decisions that keep people safe.


And SAP HANA is evolving to make this possible, SAP’s CTO of Global Customer Operations Irfan Khan stated Tuesday at #SAPtd. That’s because it is eliminating old-school data management. You just can’t do things in real time by physically storing data somewhere, retrieving it and then making alerts and adjustments on top of that.


Out with the Old-School

“Processes run outside of a data management platform tend to have little or no context,” Khan said at an #SAPtd IoT and Big Data Roundtable. “Something runs, and it has some kind of activity, but the activity doesn’t necessarily have an endpoint; it doesn’t have a connection with the event that initiated it.”


So SAP HANA’s evolution will focus on keeping states — or context — open and constant, in effect bearing in mind the event it supports. In doing so, SAP’s flagship in-memory platform can trigger a series of its own events as necessary, such as the alarms that sounded whenever Lucas got too close to the SPYDERCRANES on Monday night.


“So the simplified way of viewing that is: Think of HANA as a real-time connected network of activity, and having the ability not only to branch out, but also build context inside the platform,” Khan said. “We’ve done an awful lot of work in the core to achieve that.”


Crash Course

“It saves lives,” SK Group CEO Severin Kezeu told the roundtable.


SK Group developed the software that kept Lucas safe on Monday night, but it couldn’t have done so before SAP HANA, according to Kezeu. For perspective, it once took SK Group a week to fully process key performance indicators (KPIs).


Today the French anti-collision software developer has an SAP HANA-powered solution in place that helps run the world’s largest construction site. IoT sensors and RFID tags on the site’s hundreds of cranes and thousands of workers make everyone safer.


“With technology like HANA, we’re able to provide our KPIs not in one day, not in one hour,” Kezeu said. “We can do that in real time … on your screen, on your mobile, on your iPad.”


Lifting All Boats

“The technology itself is really sort of rising the tide and starting to lap against the shores of many different types of industries,” Daniel Bogda, technical lead for Cisco Alliances, told the roundtable. “And what we’ve found is, in Severin’s case exactly, we can take those limits that used to be imposed by technology or physics … and get passed them now.”


Organizations have the tools to prepare, connect and analyze data in any way they’d like, according to Bogda. These tools can help streamline capital intensive businesses by converting what are usually reactive activities into something more proactive.


“We’re doing it much more efficiently to the point where we can actually schedule downtime for equipment,” Bogda said. “So even in a very traditional, very conservative environment, very capital heavy — things like mining — we’re seeing these IoT technologies and new technical tools really changing how that business can run itself.”


Follow Derek on Twitter: @DKlobucher


This story originally appeared on SAP Business Trends.






via SAP News Center http://ift.tt/1DE2rv2

Thứ Tư, 22 tháng 10, 2014

SAP and EIU Study Reveals Lack of Data and Robust Analytics Missing Pieces in Risk Management Puzzle for Banks

NEW YORK — More than half of senior retail, commercial and investment bankers say they lack sufficient data to support robust risk management according to a recent survey conducted by The Economist Intelligence Unit (EIU) and sponsored by SAP SE. “How Big Data Can Help Banks Manage Risk” looks at how banks are using Big Data to improve risk management and compliance performance. The report also found that four in 10 bankers face significant challenges turning existing risk data into actionable information, and they lack the technology to do so. The announcement was made at the SAP Financial Services Forum New York, taking place October 21-22 in New York City.


Despite the growing volume and complexity of data due to the spread of digitization, multiplication of channels and demands from regulators, there is still not enough information for banks to support robust risk management. Compounding the data analysis struggle, 37 percent of banks report they cannot predict where the biggest return will occur when they need to decide where to invest in risk management.


“It is clear that today’s banks are coming up against big challenges in risk management, however there are new tools available that help aggregate, evaluate and streamline data analytics to alleviate these struggles,” said Steven Leslie, financial services analyst, The Economist Intelligence Unit. “If banks can take advantage of Big Data-driven tools to gain insight into the business, they will begin to see a drastic improvement in risk management strategies and outcomes.”


With significantly decreased storage costs and access to unstructured data including text, audio and images, banks have an unprecedented opportunity to evaluate more information than ever before. However, appropriate analytics applications are needed to enable these insights. More than half of bank executives and CIOs surveyed report the need for an enterprise-wide framework for stakeholders to achieve a holistic perspective of all risks confronting the organization.


“Moving forward, centralized analytics will play a key role in banks’ abilities to capitalize on Big Data and to develop effective risk management strategies,” said Ross Wainwright, global head of financial services at SAP. “Novel and diverse data sources, such as 24/7 mobile device sensor and social media analytics, are likely to gain traction as data increases in value, volume and velocity.”


Methodology

In July 2014 The Economist Intelligence Unit (EIU) carried out a global survey of 208 senior risk and compliance executives at retail, investment and commercial banks, seeking insights into how banks are using big data to improve risk management and compliance performance. Half worked in the C-suite, the others were at the vice president or director level with 63 percent from the risk management function and the rest working in the compliance function. 29 percent of executives were from retail banks, 28 percent were from investment banks, and 43 percent worked at commercial banks. Executives were a diverse global group, divided equally among North America, Asia-Pacific, Europe, and the rest of the world.


A summarizing article from The Economist Intelligence Unit can be found here.


For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews.


Media Contacts:
Birgit Dolny, +49 (6227) 7-61664, birgit.dolny@sap.com, CET

Britney Schaeffer, +1 (212) 453-2457, britney.schaeffer@fleishman.com, EDT


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Photo: Shutterstock





via SAP News Center http://ift.tt/1yk0Lnj

Thứ Ba, 21 tháng 10, 2014

SAP and WTA Transform Women’s Tennis With New On-Court Coaching Technology Platform

SINGAPORE — SAP SE together with the Women’s Tennis Association (WTA) today announced a breakthrough technology innovation to allow coaches to bring a WTA-authorized mobile device onto the court during a coaching break and use real-time data insights to analyze player performance for WTA games. Developed by SAP as a custom-built solution using core SAP technology based on requirements of the WTA and its players, the WTA coaching app, which has been used this season by players and coaches post-match to prepare for future games, will be available for use by the WTA when the athletes call their coaches on-court during matches in the 2015 WTA Season. The announcement was made at the 2014 BNP Paribas WTA Finals Singapore presented by SC Global taking place at Singapore Sports Hub, where SAP is an official sponsor.


On-court coaching was originally introduced by the WTA in 2008 as a broadcasting initiative offering fans an inside look at the strategy between players and coaches. SAP worked very closely with WTA players and coaches in the development of this app to ensure that the data and analytics gathered will help them better engage by providing players and coaches with a tool to have insights about match performance live during a match.


“We believe that technology will play a major role in modernizing our sport, delivering more to our fans without altering the integrity of the game,” said Stacey Allaster, CEO and chairman, WTA. “Tennis is a data-driven sport and information is power. Many of our matches usually come down to just a few key points and any advantage that players and coaches can gain by analyzing trends and data could deliver and edge in the match. This technology sets a new standard for women’s tennis and we’re excited to work with SAP to innovate our sport and provide state-of-the-art resources to enhance our athletes’ performances and our fans’ experiences.”


Currently, WTA players and coaches receive post-match point-by-point analysis from SAP that allows them to visualize the subtle technique variations that players use throughout a match, helping them to analyze performance. Over the course of the 2014 WTA season, SAP technology experts worked closely with coaches and players to identify what information was essential to create a powerful analytics solution to optimize performance. As a result of this co-innovation approach, SAP developed a simple and engaging app to enable players and coaches to access key performance data such as serve direction and shot placement in real-time during match play.


In addition to the coaching tool, SAP developed the official WTA Finals mobile app to provide fans around the world with access to exclusive content, news, virtual replays, fan polls, statistics, player profiles and photos, along with ticketing and tournament information. Fans in Singapore will also be able to experience a Social Media Wall in the Fan Zone, allowing them to follow all activities around the WTA Finals on social media as well as the SAP Match Center, where attendees can track their favorite players’ insights and performance.


“We’re very fortunate to collaborate with an enthusiastic player and coach community to develop breakthrough technology to improve player performance and to simplify how the WTA engages with fans,” said Stefan Wagner, general manager, Media, Sports and Entertainment Industries, SAP. “The addition of this new coaching app completes what we’ve been doing from a post-match analysis by making the data available in real time to provide deeper insights during match play.”


Over the last few years, SAP has increased the company’s focus to help transform the media, sports and entertainment industries with innovative technology to improve team and player performance, increase fan engagement and simplify league and venue operations. Today, SAP is successfully collaborating with a number of well-known sports organizations and associations in sailing, golf, Formula 1 racing, cricket, American football, baseball, tennis, basketball and football.


For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews.


About WTA

The WTA is the global leader in women’s professional sport with more than 2,500 players representing 92 nations competing for a record $118 million in prize money at the WTA’s 54 events and four Grand Slams in 33 countries. Close to 5.4 million people attended women’s tennis events in 2013 with millions more watching on television and digital channels around the world. The 2014 WTA competitive season concludes with the BNP Paribas WTA Finals Singapore presented by SCGlobal, October17-26, 2014 and the Garanti Koza Tournament of Champions in Sofia, Bulgaria, October 28 – November 2, 2014. Further information on the WTA can be found at www.wtatennis.com; http://ift.tt/1s1yX1q.


For more information, press only:
Evan Welsh, SAP, +1 (610) 203-9742, evan.welsh@sap.com, EDT

Bonnie Rothenstein, +1 (610) 661-8867, bonnie.rothenstein@sap.com, EDT

SAP News Center press room; press@sap.com
Nicole Saunches, WTA, +1 (719) 201-5022 , nsaunches@wtatennis.com, PDT


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Photo: Shutterstock





via SAP News Center http://ift.tt/1w15Eno

Senior Tax Analyst Job (Detroit, MI, US)

Senior Tax Analyst-FIN0004501



This Tax Analyst position is located at GM’s corporate headquarters in Detroit, Michigan and will be reporting to the leader of U.S.Income Tax Compliance Team. The work of the U.S. Income Tax Return Preparation Group Tax Analyst involves independent judgment, decision-making, accuracy,creativity and initiative. Specific responsibilities of the Tax Analyst position include the following.



- Perform tasks under limited supervision related to income tax compliance,including tax returns, extensions, estimated tax payments and tax provisions

- Prepare and analyze financial statement tax reporting data



- Assist in tax planning and corporate tax initiatives

- Provide support in the review of proposed and existing tax laws, regulations and rulings

- Create project plans, solve problems, and develop new methods of analysis

- Develop and maintain cross-functional relationships within the Tax Staff and with other internal business partners



Qualifications



Required:

- Professional Certification: Certified Public Accountant and Bachelor’s degree in Accounting or Finance



- 2-6 years of income tax compliance experience in public accounting or corporate tax return preparation



- Ability to prioritize assignments and manage work load within statutory and internal deadlines

- Well-developed computer and system skills, including experience with finance enterprise systems and tax compliance systems (e.g., SAP, One Source)



- Demonstrated high levels of productivity and strong performance



Preferred:

- Professional Certification: Master’s degree in Taxation or Accounting; other advanced degree or training

- U.S. GAAP ASC 740 (Accounting for income taxes) experience



- Demonstrated effective analytical and problem solving skills



- Self-motivated, with strong level of interpersonal, team and partnering skills

Primary Location: US-MI-Detroit

Posting Date: Oct 20, 2014, 2:57:57 PM - Nov 19, 2014, 10:59:00 PM

Job: Finance


Analyst - IT Compliance Job (Detroit, MI, US)

Analyst - IT Compliance-INF0009937



The Analyst –IT Compliance role supports the activities of the IT Risk Management & Compliancegroup with exposure to the areas of IT Risk Management and IT Regulatory Compliance. This role will beresponsible for leading and executing projects at the direction of the assignedmanager, communicating program goals and objectives to IT and Businessmanagement and supporting achievement of the group’s operational objectives.



Major Duties/Responsibilities



- Lead and conducts ITCompliance Assessments (e.g. IT SOX Test of Design and Test of Effectiveness, IT controls assessments)

- Documents control deficiencies and assists with creation of Management Action Plans

- Ensures that quality assurance defects are addressed timely

- Assist in the management of the IT SOX Program by providing consulting and guidance on GM IT SOX requirements

- Design,interpret & communicate information security policies & controls

- Analyze operational IT processes to identify systemic risk issues

- Assist in analyzing IT processes and operations for IT risk impacts

- Network & maintain relationships with other GM stakeholder groups as necessary(e.g., Internal/External Audit, Legal, Privacy Office)

- Providesubject matter expertise for risk assessment, policy development and control self-assessment projects

- Reporting the results of program activities to IT management

- Train and educate the IT community on the importance of Risk Management, Compliance and Controls.



Qualifications

Knowledge/Skills/Abilities:



- 5-7years’ experience in executing internal or external audits, or conducting IT compliance assessments (SAP preferred, SOX preferred).

- Demonstrated experience in working in global teams.

- Extensive knowledge of internal controls industry standards for IT such as COBIT, COSOand ISO 27002.

- Demonstrated technical and professional skills.

- Strong Program / Project Management skills.

- Sound understanding of concepts and terminology in security domains including governance, risk management, architecture, compliance, and operations and able to express them in a clear and concise manner.

- Demonstrated sound written and verbal communication skills.

- Superior skills in the usage of the English language including grammar, punctuation, and spelling.

- Appropriate interpersonal styles and communication methods to work effectively with business partners and key internal / external stakeholders to meet mutual goals required.

- Ability to formally present and communicate to management.

- Strong negotiation and conflict management skills – the ability to facilitate and negotiate outcomes and decisions, and resolve areas of dispute in a constructive way.

- Expertise in documenting concepts intended for technical audiences.

- Extensive ability to grasp and understand technical concepts and transform them into usable documented material for non-technical users.

- Experience in creating user awareness guides, tips and techniques, online help, and other forms of security documentation.

- Able to work on multiple projects simultaneously, set priorities and meet deadlines.

- Able to work independently, with minimal direction, and manage workload with organization to meet expectations and objectives.

- Absorb,retain and organize information gathered from multiple sources and in a variety of formats.

- High level of integrity in dealing with confidential and sensitive information.

- Demonstrated superior skills with Microsoft Office software.



Education:



- Bachelor’s degree in Information Systems, Business Administration or related field acceptable with three years of experience in information technology.

- Obtained certifications in one or more of the following Preferred:

CIA, CISM, CISA, CISSP,CGEIT or CRISC

Primary Location: US-MI-Detroit

Posting Date: Oct 20, 2014, 12:19:52 PM - Ongoing

Job: Information Technology


Thứ Sáu, 17 tháng 10, 2014

The Customer Revolution: Fight For Your Right To Party

As the founder of Amazon.com and a true pioneer in the e-commerce space, it’s safe to say that Jeff Bezos knows a thing or two about the customer experience.


Originally launching in 1995 as an online shopping site where Bezos sold books due to the worldwide love and interest in literature, 19 years later the company is valued at over $9 billion and has acquired dozens of other companies to help the retail giant grow and expand its footprint. According to Quantcast.com, Amazon serves over 80 million unique visitors per month – that’s approximately 960 million customers each year.


So, if Bezos, the CEO if the world’s largest online retailer, who has obviously served quite a few customers during his tenure, compares the customer experience to a party, then maybe we should all consider using this philosophy.


To create the customer experience party, the customer becomes the guest, the company becomes the host, and the overall experience should be a joyous occasion.



With that perspective in mind, imagine thinking about customers as guests – not just data, conversions, or dollar signs? Instead, think of customers as people who were joyfully invited to the party, and when they RSVP’d with a “yes,” their expectation was that the party was going to be a good time.


The company is then the host, and it’s the host’s job to create that “good time.” The host, or company, must provide an optimal experience and ensure guests are having the best time ever. The party has to be all-around great with the experience really beginning all the way at the beginning – at the invite – and ending far beyond when the product goes home with the customer at the end of the night (or does it ever really end?).


A 2013 Global Contact Center survey from Deloitte showed that 92 percent of organizations that view customer experience as a differentiator offer multiple contact channels – and they must focus on every single interaction. It’s the full experience, every touch point, and every single interaction that will mold the outcome and determine if the party really was a good one.


In the end, the party has to be the one the guest talks about the next day and says to her friends, “You really should have been there It was great!” And that third-party validation – the word of mouth – all goes back to how the guest feels. You know, it’s the old adage: You may not remember what someone said, but you will always remember how he made you feel.


According to a McKinsey report, 70 percent of buying experiences are based on how the customer feels they are being treated. But, unfortunately, according to a CEI Survey, only one percent of customers feel that vendors consistently meet their expectations, while 86 percent of buyers said they would pay more for a better customer experience. Those stats show that there is a wide-open opportunity to make the customer experience better – and that’s exactly what consumers’ want. And because today’s consumers are digitally armed and technologically savvy, there are more channels to deliver on those expectations and really give them the party they want.


Because of these digitally armed, smart consumers, today’s customer experience is going through a revolution sparked by the variety of channels for interaction and the changing in the CRM function. CRM has transformed from being a standalone management function with a linear process, to becoming a customer-centric, integrated (albeit it needs to be more integrated), omnichannel experience that truly needs to focus on customer needs. Some companies – the smart ones – have already picked up on this and are joining the revolution, not by fighting back, but by changing approaches and processes.


The revolution is urging customers to rethink and understand that it’s massively important to engage customers – not just speak to or at them. Companies need to do more than just evolve their current strategies and instead, embrace the revolution and become more innovative in how they connect, store data, and share data about customer interactions internally. Companies need to figure out what customers want during their individual journeys – not just what the company wants the experience to be – and build solutions around those wants.


At this year’s CRM Evolution event in NYC, there was a lot of talk about what needs to be done and little talk about what has been done. It’s a focus on the future of the customer experience that is top of mind and the big question that kept popping up was: Is CRM in the midst of an evolution or a revolution?


While many industry thought leaders weighed in on the debate and provided their personal viewpoint, all agreed on one main point: something is happening and companies must understand the trends and focus on improving the customer experience. Companies need to stop partying like it’s 1999 and create a 21st century experience.


This story previously appeared on SAPVoice on Forbes.






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CHIO Aachen Brings Fans Closer to Equestrian Sports

With the CHIO Aachen Audience Judge app, tournament spectators are now able to submit scores on the equestrians’ performance and compare them with the official jury’s evaluation. The CHIO Quiz app provides a great opportunity to learn more about the event and equestrian sports.


Opportunity: Designing the Equestrian Sports Experience

The Concours Hippique International Officiel (Official International Equestrian Tournament of the Federal Republic of Germany), CHIO Aachen, offers Nations’ Cups in the five disciplines dressage, jumping, eventing, four-in-hand driving and vaulting.


SAP is the official Technology Sponsor of the event, with over 350,000 spectators per year. For 2014, SAP decided to deliver this years’ apps with a vastly enhanced scope and state-of-the-art user experience. The UX designers from SAP’s combined expertise helped identify and leverage the great potential of the original 2013 prototypes.


Now, for 2014, the goal was to bring more value to the users, but also to increase reach and depth of the insights provided to users and sports media alike, without compromising simplicity and usability.


“We wanted to create an app that was easy to use, right from the start”, reflects Viktor Georgiev, Senior Strategic Design Consultant at the Design & Co-Innovation Center from SAP.


SAP and CHIO Aachen: Audience Judge App Puts Fans in Front from SAP UX Design Services on Vimeo.


Approach: Making Sense of Equestrian Data

To ensure a good and productive start, the User Experience Design team from SAP approached this design challenge with a sequence of Design Thinking workshop, first at CHIO Aachen and subsequently at the SAP AppHaus in Heidelberg. During these workshops, the CHIO and SAP teams collected, refined, and further developed ideas about which scenarios to build.


Jochen Gürtler, Design Thinking coach at the Design & Co-Innovation Center from SAP recalls: “From user research, we learned that an overwhelming amount of important data accumulates through equestrian tournament events.”


In competitions where judges assess all elements of riders’ performance in real time, collecting as well as tapping right into this abundance of data actually is invaluable. As the audience of CHIO Aachen is well known for their expertise, an important question was sparked: how to empower audience members to evaluate equestrians’ performance the same way as judges do?


That’s when the project team developed paper prototypes to create a user interface for an application to provide information about any given equestrian’s performance during the competition, such as individual marks, ranking, and schedule, in real time.


The User Experience Design teams from SAP created wireframes and tested them with riders and spectators. In response to user feedback as well as based on research by the architectural and technical development teams, a number of conceptual and usability corrections were made and the solution design was iteratively improved to reflect the actual event requirements.


“This approach helped to bring the virtual team of SAP experts and our partners from CHIO Aachen quickly into a creative mode that sparked innovative ideas. Seeing the wireframes evolve out of these ideas was a great experience and a perfect basis for a great app,” reflects Henrike Paetz, SAP Sponsorships.



Experience: Enabling Fans to Be Part of the Game

With the new and improved version of the CHIO Audience Judge app, an innovative cloud solution powered by SAP HANA, spectators may accurately and quickly judge the performance of riders, vaulters, and horses, live at tournaments. The app runs on both smartphones and tablets.


To accommodate for different levels of expertise, the app allows users to switch from standard to expert mode. Spectators with little knowledge of dressage or vaulting rules or who would rather participate in a more casual manner, may submit their score using standard mode – just a few clicks per competitor are needed to be part of the audience ranking list. While in both modes, users can obtain information about the athletes and their horses, only the extensive, more complex expert mode allows fans to judge all elements of a competition, according to the official FEI regulations. Individual per-element scores are entered and tracked via an interactive timeline. Each score can be changed until the current competitor’s performance finishes.


“Due to the app, spectators can be part of the game. They can compare their own scores with those of the official judges and the rest of the audience”, explains Alessandro Sposato, Strategic Design Consultant at the Design & Co-Innovation Center from SAP.


Another fan offering, the interactive CHIO Aachen Quiz, tests the players’ knowledge about equestrian sports in general and about the CHIO Aachen event in particular. Questions vary in their degree of difficulty and present candidates with three possible answers. When time is over after 20 seconds, the answer shows up with an explanation. Some questions are also based around visual perception with pictures of famous riders, horses, and locations.


The Day Challenge, another feature of the quiz, is newly created at each day of the tournament. It is playable twice a day, but answers are only available at the second time. This enhances the thrill of playing while learning more about the sport”, says Susi Benz, Strategic Design Consultant at the Design & Co-Innovation Center from SAP. Players can develop across several stages from “rookie” to “champion”. Social media is also integrated into the app enabling users to share their achievements on Twitter.


Making use of the SAP Gamification Platform, the CHIO Aachen Quiz has proven to be a fun and entertaining feature with quite a valuable informational component for the many fans who enjoy learning more about CHIO Aachen.


SAP_UX_CHIO-Aachen_quote


CHIO

Sports & Entertainment


Customer facts:



  • Official Tournament of the Federal Republic of Germany in Aachen

  • Gathering the world’s elite of the equestrian sport

  • First collaboration with SAP UX Design Services


SAP UX Design Services benefits:



  • User research

  • CHIO Aachen Audience-judge

  • CHIO Aachen Quiz


This story originally appeared on the SAP User Experience Community site.






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Thứ Năm, 16 tháng 10, 2014

SAP Lauded for Sustainability Leadership Worldwide

WALLDORF — SAP SE today announced that it has been ranked the most sustainable software company by the Dow Jones Sustainability Indices (DJSI) for the eighth consecutive year. The company also achieved inclusion in the CDP Climate Performance and Disclosure Leadership Indices. Moreover, the U.S. Environmental Protection Agency (EPA) ranks SAP among the top 100 green power users. The DJSI ranking and CDP indices recognize the exemplary actions SAP has taken to embed sustainability across its business worldwide and continuously reduce carbon emissions since 2007. Both reports are aimed at helping investors and other stakeholders understand how listed companies are managing financial, social and environmental risks and opportunities.


Since its inception in 1999, the DJSI has become a leading benchmark for investors that integrate sustainability considerations into their portfolios. SAP has been listed since then. In the 2014 DJSI, SAP has sector-leading scores in 11 of the 21 key dimensions: Brand Management, Corporate Governance, Customer Relationship Management, Privacy Protection, Climate Strategy, Environmental Reporting, Operational Eco-Efficiency, Digital Inclusion, Labor Practices & Human Rights, Human Capital Development and Social Reporting.


SAP was also recognized by the CDP, a non-profit that manages the world’s leading global environmental disclosure system, both for its approach to disclosing climate change-related data (100 out of 100 points) and actions to mitigate the risks of climate change (top result A). SAP attained inclusion in the CDP Climate Disclosure Leadership Index (CDLI) for Germany, Austria and Switzerland; it is the company’s third year on The A List: The CDP Climate Performance Leadership Index 2014 (CPLI).


“The public recognition of SAP as a worldwide sustainability leader in the DJSI and CDP rankings is great validation of our strategy to embed sustainability across the company globally and help ensure the long-term success of our customers and our own business,” said Daniel Schmid, chief sustainability officer, SAP SE. “At the same time it also is an incentive to work even harder to achieve our vision to help the world run better and improve people’s lives. We do this with sustainable innovation for our customers, internal operations and the communities around the world which SAP serves.”


Green Power and Sustainable Mobility
Since the beginning of 2014, all SAP data centers and all offices have run on electricity from only renewable sources. This will help eliminate carbon emissions caused by customers’ systems by moving them into a green cloud. As such, the EPA ranks SAP among the top 100 green power users and no. 10 on the EPA’s Top 30 Tech & Telecom list.


Earlier this year, SAP signed on to support a high-profile effort led by the World Bank Group that calls on governments and business leaders to support a price on carbon. Carbon pricing charges those that emit CO2 for their emissions. That charge, called a carbon price, is the amount that must be paid for the right to emit 1 ton of CO2 into the atmosphere by means of a carbon tax or cap-and-trade systems. By supporting the “Putting a Price on Carbon” statement, SAP joined a growing coalition of leaders worldwide speaking out for action on climate change. More than 1,000 companies and 73 governments support the initiative, which was presented at the UN Climate Summit.


SAP is also adding more electric vehicles to its company car fleet. The goal is to have 20 percent electric cars by 2020 and these will be powered by renewable energy. Last month, SAP, San Francisco BayLEAFs and Electric Auto Association Silicon Valley achieved the Guinness World Record for the longest electric vehicle parade of 507. The parade was organized in Cupertino, California, and took place during National Drive Electric Week.


For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews.


Media Contacts:
Bettina Wunderle, +49 15112187931, bettina.wunderle@sap.com, CET

Robin Meyerhoff, +1 (650) 440-2572, robin.meyerhoff@sap.com, PDT


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Photo: Shutterstock





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SAP Security Analyst Job (Detroit, MI, US)

SAP Security Analyst-INF0009175



SAP Security Analyst



About the role:



- Responsible for the design and development of security roles and SAP security for an SAP landscape including ECC, EWM, SCM, SRM, eSourcing, and BW

- Experience working to development new procedures and polices in support of a development environment to maintain SAP security integrity and controls

- Create and assign new users groups to all remaining GM users.

- Configurand install rule set for GRC tools

- Ability to cross-train other GM security personnel to create background job to automatically run weekly reporting security reports and monitor

- Ability to create and run SOD reports, both Ad Hoc and automatic background jobs



Qualifications

Minimum Qualifications:



- Experienced in studying and analyzing organization structure and defining job matrix, roles and responsibilities, transport management, security audit.

- Experience in using automatic profile generator (PFCG) in creating single roles, composite roles and derived roles

- Experience includes analysis, development, maintenance of SAP security for workplace, SAP R/3 and SAP BW with authorizations, creation & maintenance of roles using automatic profile generator, reconciliation of roles and user master records, Transport Management System (TMS),

- Experience in problem analysis and troubleshooting security issues (SU53 and ST01)

- Experienced in coordination with Audit team for SAP security audit and generated Audit Information Systems logs as per audit team requirement

- 3-5 years experience in overall SAP security operations



Educational Requirements:



- Undergraduate degree or equivalent experience in a technical discipline



Preferred Qualifications:



- Appropriate SAP certifications in SAP GRC module

- Strong knowledge of Security tables and programs

- Experience in generating reports using SAP AD Hoc queries (SQVI)



Why General Motors?



At GM, we’ve charged ourselves with one mission: to design, build and sell the world’s best vehicles. And to achieve our goals, we’re currently undergoing one of the largest Information Technology transformations in the history of the automotive industry.



GM IT is a leader in cutting edge technologies such as Mobility, Telematics, Mission-Critical Business Systems, Supercomputing, Vehicle Engineering, and Real-time Computing. We offer challenging positions for passionate professionals looking to get in on the ground-floor of a growing “Fortune 5” firm that is re-inventing IT with a laser focus on Innovation, Speed, and Business Value.



Join our team and experience Information Technology at a scale and pace not seen before!

Primary Location: US-MI-Detroit



Other Locations

US-GA-Atlanta, US-AZ-Phoenix, US-TX-Austin

Posting Date: Sep 26, 2014, 11:55:53 AM - Ongoing

Job: Information Technology


Senior SAP Oracle DBA Job (Atlanta, GA, US)

Senior SAP Oracle DBA-INF0009401



About the General Motors Global Database Services: SAP DBA – Database Innovation Team



GM is enabling an unparalleled IT transformation, enabling the latest technology trends, unleashing IT innovation, in an effort to help GM to design, build, and sell the world’s best vehicles. The Global Database Services organization is supporting that initiative by providing for all aspects of database technology strategy, deployment, monitoring, and operations of GM databases in an effort to provide GM with the best managed database solutions in the world.



The SAP DBAs, within Global Database Services, is chartered with providing best-in-class Database Management System (DBMS) project solutions to our SAP IT application partners world-wide. The SAP DBAs are responsible for participating in all phases of the application development life cycle while designing, developing, deploying, and supporting SAP databases on behalf of the SAP application in a way that insures GM’s data is secure, highly available, current, flexible, and monitored. Team members are to be “trusted advisors” to each and every SAP application team they support.



About the role:



The SAP Oracle DBA will work with other organizations in driving the Implementation & management of Oracle Databases. This includes but is not limited to working closely with SAP application teams, infrastructure groups, operational DBAs, engineering DBAs, change management, and other Innovation teams to design, plan, implement, and warrant SAP DBs in a highly standardized, monitored, and automated environment. This individual will be responsible for understanding SAP database related architecture, design, implementation and/or performance issue resolution, data refreshes, system migrations using basis tools, etc.



Qualifications

Minimum Qualifications:



. Minimum 7 years Information Technology experience with 4 years enterprise SAP Oracle database expertise



· Expertise in SAP BRTools, Oracle 10g/11g, PL/SQL, RAC, OEM, Shell, DataGuard, ASM, RMAN, Linux SUSE, HP-UX, Sun Solaris, AIX



· Experience supporting the DBA needs of a development team focused on ABAP or Java based SAP development activities



· Experience supporting SAP Backup & Recovery activities with RMAN with SAP BRTools



· Technical knowledge of SAP Basis Database design, implementation & support



· Solid analytical, problem solving, written and oral communication skills



· Knowledge on how to support very large databases with heavy online and batch activities



. Ability to concentrate and pay close attention to detail and think broadly with a system orientation



. Great team player



Why General Motors?



At GM, we’ve charged ourselves with one mission: to design, build and sell the world’s best vehicles. And to achieve our goals, we’re currently undergoing one of the largest Information Technology transformations in the history of the automotive industry.



GM IT is a leader in cutting edge technologies such as Mobility, Telematics, Mission-Critical Business Systems, Supercomputing, Vehicle Engineering, and Real-time Computing. We offer challenging positions for passionate professionals looking to get in on the ground-floor of a growing “Fortune 5” firm that is re-inventing IT with a laser focus on Innovation, Speed, and Business Value.



Join our team and experience Information Technology at a scale and pace not seen before!

Primary Location: US-GA-Atlanta



Other Locations

US-AZ-Phoenix, US-TX-Austin

Posting Date: Aug 19, 2014, 1:56:24 PM - Ongoing

Job: Information Technology


Thứ Tư, 15 tháng 10, 2014

The Truth About Mobile Technology

I base my truth about mobile on two things: what customers and industry leaders say and how analysts define leadership in this space.


To me, the most telling aspect about mobile is the way enterprises are using mobile solutions to simplify operations, resolve disruptive challenges, boost their productivity and develop innovative solutions that are shaping a new world.


Mobility is a driving change everywhere. I’ve noticed a wave of transformation among energy companies seeking to improve efficiency with mobile solutions. In Brazil, young entrepreneurs are disrupting the way companies recruit and hire unskilled labor using simple, messaging technology including SMS , changing the HR landscape forever. And retailers are coming up with some very resourceful ideas to hijack customers from competitors, reinventing the way we buy, sell and market consumer goods.


But it’s not just about reinventing the way things are done; it’s also about optimizing how they’re done. Hallmark, a company on a growth path since 1910, is transforming its retail sales execution by providing critical insights to the field sales organization for 39,000 franchise stores and fostering collaboration to keep their global business in 100 countries moving ahead of the competition.


Charting a strategic path

Speaking of competition, I believe the best way to stay ahead of competitors is to have a clear strategy. My advice to enterprises is to focus on three strategic aspects of mobility:



  • Take advantage of powerful platforms to provide users with a best-in-class mobile user experience

  • Differentiate by strengthening and extending industry-leading mobile applications that fully leverage premium mobile services

  • Seek out the leaders in Enterprise Mobility Management (EMM) as stand-alone mobile device management is commoditizing and the path ahead requires managing content and apps rather than just devices


Leading in Enterprise Mobility Management

Leadership can’t be bought or faked; it must be earned. Thankfully, top analyst firms including Ovum, IDC and Forrester have clear definitions for leadership. Gartner’s Magic Quadrant for is also a great source for IT leadership, especially in the mobile space.


According to Ovum, vendors in the Market leader category have solutions that are widely accepted as best-of-breed and should be on most technology selection shortlists. According to IDC, true strength lies in providing customers with a life cycle approach to mobile management by offering a platform for building and deploying apps as well as technology to manage and secure them. And finally, according to Forrester, a leading EMM offering must be able to differentiate itself through seamless integration with its application portfolio, its mobile application development and its analytics solution, all leveraging the Cloud.


This guidance together with our customer testimonials tell us the truth about mobile today. Those enterprises that have strategic plans, use mobile technology innovatively and pay close attention to the leaders in enterprise mobility management will shape the world of tomorrow.


Follow me at @rickcostanzo


This story previously appeared on SAPVoice on Forbes.

Photo: Shutterstock






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Thứ Ba, 14 tháng 10, 2014

Marriage Made in the Cloud

SAP and IBM are renewing their vows.


The two IT industry leaders, which have worked together for 40 years, announced a new partnership today that marries SAP’s cloud-based business software with IBM’s global IT infrastructure.The new partnership is designed to accelerate the deployment of SAP HANA technology and cloud-based business apps using IBM’s global network of more than 40 shared data centers.


It will enable SAP’s customers anywhere in the world to move more quickly from traditional software running on their own hardware systems to the new cloud computing and subscription-based model and SAP business applications.


“We are excited to extend one of the longest and most successful partnerships in the IT industry,” said Bill McDermott, SAP’s chief executive. Ginni Rometty, IBM’s chief executive, added, “this announcement is a significant milestone in the deployment of enterprise cloud.”


The partnership will consolidate SAP’s position as the largest provider of cloud-based business software and services to companies of all sizes, and provide end-to-end services such as ‘a bank in a box’ to specific industry segments.


“Overnight we get global scale,” says Kyle Garman, General Manager of SAP’s Global IBM Partnership. “This agreement will help both companies increase revenues.”


The agreement comes as emerging cloud software providers grapple with the escalating capital costs of building and operating a secure global cloud infrastructure, and meeting local customer demands for data privacy and protection in the wake of the Edward Snowden’s revelations.


“The level of capital expenditure needed (to build new data centers) has grown exponentially higher since then,” said Garman.


Under the agreement, SAP will be able to leverage the more than $7 billion IBM has invested since 2007 in 17 acquisitions to accelerate its cloud initiatives, including its $2 billion purchase of SoftLayer last year.


As part of the deal, SAP will expand the availability of its SAP HANA in-memory computing technology within IBM’s data centers.


Over 500 large SAP customers already run their business applications in IBM’s data centers.


“SAP brings the power of real-time through in-memory computing capabilities of SAP HANA,” the companies said. “IBM brings enterprise depth and the open architecture of IBM Cloud Managed Services and SoftLayer — enabling customers to securely manage SAP workloads from trial to production on a consistent infrastructure, with transparency and control over where data resides.”


Under the terms of the agreement, SAP will continue to offer its cloud-based business apps to customers while IBM will function as a subcontractor to SAP. SAP said it chose IBM as its premier partner for delivering its HANA Enterprise Cloud services after a lengthy study, based on factors including global scale, security, data privacy, and price/performance.


This story originally appeared on SAP Business Trends.

Photo: Shutterstock






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SAP CEO Bill McDermott on Reuters: Becoming The Cloud Company

In a Reuters interview, SAP CEO Bill McDermott talks about the company’s top three priorities and the goal to become the world’s No. 1 cloud company.







McDermott also talks about SAP’s empathy for the customer, what leadership means to him, becoming lean in order to grow, and the importance of technology for reducing complexity.


Watch the video on Reuters Insider.

Watch the video on Reuters Insider.












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SAP Committed to Innovation and Choice for SAP Business Suite Applications

WALLDORF — SAP SE underlines its commitment to innovation for SAP Business Suite 7 applications and SAP Business Suite powered by SAP HANA by offering customers choice and a simple, non-disruptive route to the cloud. As part of this commitment, customers will now get the benefit of additional planning security and investment protection as SAP prolongs mainstream maintenance for SAP Business Suite to 2025 and provides according commitments for pricing for SAP Enterprise Support services


Continued Innovations

SAP has delivered on the principle of “innovation without disruption” introduced in 2011 for SAP Business Suite and, subsequently, for SAP Business Suite powered by SAP HANA. The SAP HANA platform is now an established and proven driver for simplification, business value and TCO reduction. SAP Business Suite powered by SAP HANA yields unparalleled speed and enables the delivery of substantive breakthrough innovations. Customers enjoy true “insight-to-action” capabilities and powerful integrated analytical abilities. This is proven by the fact that as of July 2014 more than 1,200 customers have already chosen SAP HANA as the foundation for SAP Business Suite. These customers are located in 37 countries and span system sizes from 100 to 100,000 users. In addition, a large set of new applications have been deployed to use the full real-time potential of the SAP HANA platform.


SAP will continue to deliver innovations for the on-premise versions of SAP Business Suite 7 and SAP Business Suite powered by SAP HANA 2013. SAP Business Suite customers will benefit from state-of-the-art technologies and business processes, including:



  • Simple user experiences based on mobile apps and on the paradigm of SAP Fiori user experience (UX), advanced social media integration and powerful analytics based on SAP HANA Live and SAP Smart Business cockpit.

  • Business process improvements and enhancements will be available across many business scenarios and applications for lines of business and industries.

  • SAP will also simplify the system landscape requirements, resulting in further TCO reductions. The innovation roadmap will also enable customers to integrate the SAP portfolio of cloud solutions at their preferred speed and with reduced costs.


Less-Disruptive Enhancement Packages and Other Shipments

To better support customers with these innovations in the future, SAP will deliver new developments through the proven SAP enhancement package approach. The enhancement packages will be complemented with quarterly shipments, when and if available, that offer additional and easy ways to quickly deploy SAP innovations.


“The fast pace of change that comes along with the broader adoption of cloud technology raises the need of customers for predictability and simplification,” said Bernd Leukert, member of the Executive Board of SAP SE, Products & Innovation. “Companies globally rely on SAP Business Suite applications to run their business-critical processes while managing a fundamental shift to cloud. With our innovation commitment, we offer companies investment protection for their existing on-premise solutions and help them increase innovation and the potential to run simpler and to shift to the cloud at their own pace.”


Prolonged Mainstream Maintenance and SAP Enterprise Support Commitments

SAP is complementing its innovation commitment by prolonging mainstream maintenance until end of 2025 for SAP Business Suite 7 core application releases including the SAP ERP 6.0, SAP Customer Relationship Management 7.0, SAP Supply Chain Management 7.0 and SAP Supplier Relationship Management 7.0 applications and SAP Business Suite powered by SAP HANA 2013. In line with this commitment, SAP will fix the list price for SAP Enterprise Support for new purchases at a constant 22 percent until 2025,and will not increase fees for already existing SAP Enterprise Support contracts beyond 22 percent until 2020. All these commitments give customers additional planning and investment security and do also apply to SAP Enterprise Support delivered to partners participating in the SAP PartnerEdge program.


These prolongations of the mainstream maintenance represent 11 years of predictability, long-term commitment from SAP and protection for customers’ investments, giving customers additional time to develop their individual approach for innovations and the cloud.


”It’s important for SAP’s customers to have as comprehensive a planning window as possible for both on-premise and cloud solutions,” said Joshua Greenbaum, principal, Enterprise Applications Consulting. “The multiyear commitments SAP has outlined for maintenance and enterprise support will go a long way towards allowing customers to plan their innovation strategy as well as control costs.”


For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews.


For more information, press only:
Martin Gwisdalla, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET

SAP News Center press room; press@sap.com


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Photo: Shutterstock





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SAP to Deliver New Workforce Mobile Apps Running on SAP Mobile Platform

LEIPZIG — SAP SE today announced plans to release new versions of the SAP Enterprise Asset Management (SAP EAM) solution and SAP Field Service mobile app leveraging the Maximo back end, to help workforce customers simplify their mobile business. The planned continual investment in these industry-specific solutions demonstrates the strategic relevance and future for SAP EAM and SAP Field Service. The announcement was made at the DSAG conference, being held October 14-16 in Leipzig, Germany.


“We plan to continue to invest in our customer’s mobile application requirements, specifically those that run on SAP Mobile Platform that help support specific line-of-business needs,” said Rick Costanzo, executive vice president and general manager of Global Mobility Solutions, SAP. “Helping customers simplify their business is a priority and mobile plays a critical role in reducing complexity. Our role-based mobile apps target specific business needs to help customers drive growth, engagement and productivity.”


These applications were formerly known as Syclo mobile apps, new releases of the SAP EAM solution and SAP Field Service mobile app running on SAP Mobile Platform 3.0 available now include SAP Work Manager for Maximo and SAP Inventory Manager for Maximo mobile apps. New versions of the SAP Work Manager, SAP CRM Service Manager, SAP Inventory Manager and SAP Rounds Manager mobile apps are planned for availability during the fourth quarter of 2014.


SAP Work Manager, SAP Work Manager for Maximo and SAP CRM Service Manager empower the workforce to efficiently install, inspect, maintain and repair assets in the field. SAP Inventory Manager and SAP Inventory Manager for Maximo help ensure that all parts and equipment are available to enable timely and efficient maintenance of field assets. SAP Rounds Manager enables the workforce to conduct operator rounds and perform inspections on equipment to help reduce maintenance, compliance and environmental, health and safety (EH&S) concerns. The new version of SAP Work Manager plans to have added integration with geographical information systems (GIS) and integration with SAP 3D Visual Enterprise applications.


Further, to support growing customer requirements SAP recently showcased new augmented reality apps including the planned SAP AR Warehouse Picker mobile app and SAP AR Service Technician mobile app.


CSL Behring Completes Operations With SAP Work Manager

CSL Behring, a leading company in the plasma protein bio-therapeutics industry, is using SAP mobile apps to help mobilize its maintenance workforce. Using SAP Work Manager, CSL Behring helps its maintenance workers create real-time notifications including images of assets and detailed work orders to complete operational steps with equipment and location information all within one mobile app.


“With more accurate data about our assets, we provide our workers with real-time, secure information to make the right decisions about planned and unplanned maintenance operations,” said Dr. Johannes Krämer, head of Engineering Marburg, CSL Behring. “Using SAP Work Manager helps us to increase productivity and simplify our business processes.”


SAP Mobile Platform enables CSL Behring to change device form factors and operating systems easily, and app and core services provide location services to run the mobile app offline.


For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews.


Media Contact:
Julia Fargel, +1 (650) 276-8964, julia.fargel@sap.com, PDT


Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Photo: Shutterstock





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Thứ Hai, 13 tháng 10, 2014

Analyst - IT Compliance Job (Detroit, MI, US)

Analyst - IT Compliance-INF0009717



The Analyst –IT Compliance role supports the activities of the IT Risk Management & Compliancegroup with exposure to the areas of IT Risk Management and IT Regulatory Compliance. This role will beresponsible for leading and executing projects at the direction of the assignedmanager, communicating program goals and objectives to IT and Businessmanagement and supporting achievement of the group’s operational objectives.



Major Duties/Responsibilities



- Lead and conducts ITCompliance Assessments (e.g. IT SOX Test of Design and Test of Effectiveness, IT controls assessments)

- Documents control deficiencies and assists with creation of Management Action Plans

- Ensures that quality assurance defects are addressed timely

- Assist in the management of the IT SOX Program by providing consulting and guidance on GM IT SOX requirements

- Design,interpret & communicate information security policies & controls

- Analyze operational IT processes to identify systemic risk issues

- Assist in analyzing IT processes and operations for IT risk impacts

- Network & maintain relationships with other GM stakeholder groups as necessary(e.g., Internal/External Audit, Legal, Privacy Office)

- Providesubject matter expertise for risk assessment, policy development and control self-assessment projects

- Reporting the results of program activities to IT management

- Train and educate the IT community on the importance of Risk Management, Compliance and Controls.



Qualifications

Knowledge/Skills/Abilities:



- 5-7years’ experience in executing internal or external audits, or conducting IT compliance assessments (SAP preferred, SOX preferred).

- Demonstrated experience in working in global teams.

- Extensive knowledge of internal controls industry standards for IT such as COBIT, COSOand ISO 27002.

- Demonstrated technical and professional skills.

- Strong Program / Project Management skills.

- Sound understanding of concepts and terminology in security domains including governance, risk management, architecture, compliance, and operations and able to express them in a clear and concise manner.

- Demonstrated sound written and verbal communication skills.

- Superior skills in the usage of the English language including grammar, punctuation, and spelling.

- Appropriate interpersonal styles and communication methods to work effectively with business partners and key internal / external stakeholders to meet mutual goals required.

- Ability to formally present and communicate to management.

- Strong negotiation and conflict management skills – the ability to facilitate and negotiate outcomes and decisions, and resolve areas of dispute in a constructive way.

- Expertise in documenting concepts intended for technical audiences.

- Extensive ability to grasp and understand technical concepts and transform them into usable documented material for non-technical users.

- Experience in creating user awareness guides, tips and techniques, online help, and other forms of security documentation.

- Able to work on multiple projects simultaneously, set priorities and meet deadlines.

- Able to work independently, with minimal direction, and manage workload with organization to meet expectations and objectives.

- Absorb,retain and organize information gathered from multiple sources and in a variety of formats.

- High level of integrity in dealing with confidential and sensitive information.

- Demonstrated superior skills with Microsoft Office software.



Education:



- Bachelor’s degree in Information Systems, Business Administration or related field acceptable with three years of experience in information technology.

- Obtained certifications in one or more of the following Preferred:

CIA, CISM, CISA, CISSP,CGEIT or CRISC

Primary Location: US-MI-Detroit

Posting Date: Oct 13, 2014, 1:52:22 PM - Jan 11, 2015, 10:59:00 PM

Job: Information Technology


Thứ Bảy, 11 tháng 10, 2014

SAP PI Operations Analyst Job (Warren, MI, US)

SAP PI Operations Analyst-INF0009665



About the General Motors SAP Global Operations team:



The SAP Global Operations team is geographically dispersed in multiple geographies and across multiple time zones to ensure our end users are provided 24x7 support for issues that disrupt our business. We support 19 productive SAP landscapes that encompass many of SAP’s products to include ECC, BI, PI, EP, SCM/APO, SRM, EWM, CRM, MDGF, GRC, and Solution Manager.



About the role:



The SAP PI Operations Analyst is responsible for the successful delivery and operation of the technology/process and deliverables related to the implementation and operation of SAP PI. This role assists in the fit analysis, configuration, testing, and rollout of large-scale SAP PI solutions, with primary focus on post-implementation support. He/she will provide functional knowledge & develop deliverables within context of individual role.



The PI Operations Analyst will assist user community in identification and remediation of all production issues. He/she gathers process redesign requirements; coordinates with development team and support the testing and implementation of package-based application software.



The PI Operations Analyst must maintain conceptual understanding of SAP ECC and related implementation issues from a technical perspective. He/she will assist in any project development activities related to integration to assure that the delivered system is designed for sustainability and long term support. Individual will also serve as a member of the North American Competency Center for SAP.



Qualifications

Minimum Qualifications:

- About 5 years’ experience in application development utilizing XI/PI – involving Web Services, File, RFC, XI, JMS, JDBC, IDOC, SOAP and HTTP technologies.

- Knowledge of PI architecture and monitoring.

- Experience supporting A2A and B2B interfaces scenarios across all SAP functional areas

- Knowledge of Adapters, Secured/encrypted communication via PI.

- Knowledge on PGP / SSL security

- Knowledge of sFTP and FTPS.

- Experience configuring the XI/PI Landscape in the System Landscape Directory using SAP Net Weaver Administrator (NWA).

- Experience with PI Alert Management.

- Experience within Enterprise Services Repository - Mappings XSLT, Java, and graphical mapping.

- Quick and excellent troubleshooting skills.

- Experience working in PI 7.0 and 7.3.



- Flexibility to work on-call for high priority incidents.

- Ability to manage competing priorities in a complex environment.

- Undergraduate degree or equivalent experience in a technical discipline.



Preferred Qualifications:



- Coordinating with team members in different Time Zones



- Knowledge of integrating with 3rd party tools.



Why General Motors?



At GM, we’ve charged ourselves with one mission: to design, build and sell the world’s best vehicles. And to achieve our goals, we’re currently undergoing one of the largest Information Technology transformations in the history of the automotive industry.



GM IT is a leader in cutting edge technologies such as Mobility, Telematics, Mission-Critical Business Systems, Supercomputing, Vehicle Engineering, and Real-time Computing. We offer challenging positions for passionate professionals looking to get in on the ground-floor of a growing “Fortune 5” firm that is re-inventing IT with a laser focus on Innovation, Speed, and Business Value.



Join our team and experience Information Technology at a scale and pace not seen before!

Primary Location: US-MI-Warren



Other Locations

US-GA-Atlanta, US-TX-Arlington

Posting Date: Oct 10, 2014, 10:59:58 AM - Nov 9, 2014, 10:59:00 PM

Job: Information Technology


Thứ Sáu, 10 tháng 10, 2014

The Cloud, the Elephant and the Blind Men

Throughout history, philosophers, teachers and religious leaders have used stories and parables to help us understand intangible, often complex, concepts. One of my favorites is the Indian parable of the elephant and the blind men.


It runs roughly like this: six blind men were asked by the king to describe an elephant after being allowed to touch just one part of the animal.


The blind man who feels a leg says the elephant is like a pillar; the one who feels the tail says it is like a rope; the one who feels the trunk says it is like a tree branch; the one who feels the ear says the elephant is like a hand fan; the one who feels the elephant’s side insists is like a wall; and the one who feels the tusk says it is like a solid pipe.


The blind men argue with each other each insisting that, based on their own experience, they are right (in some versions they actually come to blows.) The conflict is resolved only when they stop talking, start listening and collaborate to ‘see’ the full elephant.


The parable has been interpreted in many ways. The message I take away from it is a reminder that, while anyone’s individual subjective experience is true; it may not be the totality of truth. It is only by listening to and accommodating different perspectives that we can ‘see’ past the complexity and reach a simpler understanding of the world around us.


Elephants and IT

What has this to do with business IT? Well some technology trends – including the shift to cloud computing – initially appear complex because we all have our own perceptions of what they mean, but they are actually fundamentally simple ideas that, if done right, can deliver real, tangible benefits. Secondly, the time for argument is over – the train is leaving the station and it’s time to jump aboard.


This is important because of the current debate over what it means to be ‘a cloud company.’ Each of us probably has a subjective view of what takes to transform a business into a cloud company. Most employees, particularly those in software and IT services businesses, will probably concede that the shift to the cloud is real and happening now.


I would go further, and argue that the degree to which cloud computing is baked into the corporate DNA of a company over the next few years will determine which companies thrive, and which wither and die.


This is primarily because cloud computing enables companies to be more efficient, move faster and innovate quicker. (It may, or may not also save money.) Cloud computing coupled with other technologies including big data analytics and in-memory processing, also enables companies to anticipate changes in customer demand and respond to disruptive threats from inside or outside their sectors.


So what are the attributes of a cloud company and how is cloud computing likely to reshape businesses? Based on my experience talking to cloud service providers, their employees and customers, here are some suggestions.


Cloud Company DNA

First, and perhaps most obviously, a cloud company delivers services to its external customers (and internal employees) primarily on a subscription or XaaS (anything as a service) basis, to any device, anywhere at any time.


So, for example, a software company that has traditionally sold software licenses to its customers will now also offer them the same functionality as a subscription service over the public internet, over a private network, or a mixture of the two. Similarly, an IT infrastructure company might offer it computing, storage or network switching capabilities as a service rather than physical hardware.


Importantly, in my view, customers should have a choice of how, where and on what device they consume the service – a decision they, rather than the service provider should make. Most of the time drawing a distinction between public, private and hybrid clouds is a red herring or irrelevance.


While I believe that economies of scale will drive most businesses towards the public cloud over time, some companies may still want to access IT software and services locally from their own servers or pay for a mixture of software licenses and subscription-based services that can be ramped up and down to match demand.


Because customers want to be able to pick and choose the software, services and devices they use – and change them from time to time with the minimum of fuss – the cloud will also drive companies towards more open standards and frameworks and away from proprietary systems and hardware/software/service bundles that have traditionally been used by some vendors to lock them in.


Companies that adopt cloud computing will be able to focus more on their core business operations and spend less time operating and maintaining their own their IT infrastructure. Overall, their business model will become simpler.


The switch from a software license (or hardware) sale to a subscription model also has important implications for both supplier and customer finances, tax and accounting. For the supplier it may result in a transition period during which customers are switching from one to another, but in the longer term it should result in more even and predictable cash flow. For customers the main financial impact may be to remove IT investments from the capital expenditure column (and amortization schedules) into operating expenses.


The shift from traditional software license sales to a subscription model also has profound implications for sales, customer service and maintenance, and more broadly for the organizational structure of a cloud company. Over time it is likely to reduce the number of employees who work primarily at customer sites, and increase the number of remote support staff available 24 hours a day.


Customers will also expect their software/services to be updated much more quickly and transparently. Ultimately suppliers will be pushed towards a continuous refresh cycle and away from monthly, quarterly or even yearly updates. That means software engineers will need to adopt new working practices. More generally product cycles will continue to shorten and iterative improvements will become even more the norm.


Within customer organizations, cloud computing is likely to continue to shift IT purchasing power away from the chief information officer and IT department, and towards line of business managers, especially the chief marketing officer and chief financial officer.


Generally it will accelerate changes in the role of the corporate CIO and may spur the creation of new executive functions like ‘chief digital officer’ who will play a more strategic role in determining the pace of digitization and maximizing the return on IT investments. These changes make it even more imperative that IT companies open channels of communication directly with business managers and board members, rather than relying on traditional relationships with IT professionals.


Cloud Company Employees

Many of these changes have analogues within a cloud company itself. For example, employees in a cloud company should have access to most internal services on a self-service basis, immediately and from almost anywhere using a desktop or mobile device – much like they would choose an app download or stream from a consumer online site like iTunes. Access to these online services should be easy and preferably through a common user interface that doesn’t require the use of multiple passwords and security tokens.


The transformation to a cloud company is also likely to change the culture of the company itself because cloud companies, almost by definition, are more agile, respond faster to internal and external factors and are quicker to innovate.


Just like the blind men in the Indian parable, we may not immediately have been able to agree on the true nature of the elephant, but it is in all our interests to recognize that the shift to cloud computing is real, and to cooperate in order to understand the nature of the beast.


What do you think?


This story previously appeared on SAP Voice on Forbes.
Photo: Shutterstock






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