Thứ Ba, 31 tháng 3, 2015

Statement on the Death of SAP Co-Founder Klaus Tschira

We are deeply saddened to announce that Klaus Tschira, one of our founders, passed away today.


Klaus Tschira’s passion for the sciences, in particular mathematics and computer sciences, guided him throughout his life. With his foundations he opened the doors for many young talents to enter the field of science.


We would like to express our heartfelt condolences to his family and friends. He will be missed.






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SAP CEO Bill McDermott at NCT: Personalized Cancer Care

SAP CEO Bill McDermott takes a glimpse into the future of personalized cancer treatment at the National Center for Tumor Diseases (NCT) in Heidelberg.


McDermott discovers how SAP and NCT partner in innovative technology projects to fight cancer.







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SAP’s Recruiting Team, Technology and Strategy Honored by Industry Leader ERE Media

WALLDORF — SAP SE (NYSE: SAP) today announced that its recruiting programs and usage of technology were honored as winners of the ERE Recruiting Excellence Awards in the categories of “Strategic Use of Technology” and “Best Employer Brand.” The ERE Recruiting Excellence Awards are run by ERE Media, a research and information services site for recruiters and talent management professionals, and are judged by an audience of progressive and dynamic recruiters. Honorees are standouts in their fields, comprising many of the largest and most recognizable companies in the world.


“Our judges were highly impressed with SAP’s ability to deliver an engaging, tech-driven and humanized recruiting experience to thousands around the world,” said Todd Raphael, editor-in-chief for ERE. “The company has done a great job telling its story through its many employees, showcasing the company as a place people should want to work. SAP has joined quite prestigious company in winning this award.”


As the Best Employer Brand, SAP was honored for revamping its strategic focus on employee storytelling on popular social channels, including a new mobile-enabled careers site aimed at humanizing the brand through employees’ own stories. By merging its employment brand and global sourcing teams, SAP also created a unified approach to identify pipelines and market to desired talent, prior to candidates being contacted. The team trained recruiters on how to sell to passive candidates and overcome objections. By streamlining talent and technology, the SAP talent community grew to more than 260,000 members in 2014.


SAP’s recruiting approach was also named the Strategic Use of Technology winner for remodeling its approach to university hiring. The company opened up hiring for the SAP Academy for Sales program across social channels, with campaigns on LinkedIn, Twitter and Facebook. To evaluate qualified candidates, SAP created a series of assessments, which resulted in a more engaging and motivating recruiting approach, delivered with lower screening costs.


SAP’s winning recruiting program runs the SuccessFactors Recruiting Marketing solution, which attracts candidates with data-driven, dynamic and intelligent marketing programs. Qualified candidates are tracked throughout the recruiting process with the SuccessFactors Recruiting Management solution, equipping the SAP team with an accessible and engaging way to hire the best talent.


The end result is a quality experience for both SAP and its candidates. Seventy-five percent of candidates said online tools boosted their motivation to apply, with 88 percent finding the tool more engaging than other graduate applications. The new online approach also generated more than 1.2 million visitors to the SAP Academy for Sales website.


“Our mission as recruiters is to make the process as engaging and enticing as possible, to attract top talent from around the world,” said Matthew Jeffery, head of Global Talent Acquisition Strategy & Innovation, SAP. “We sought to streamline our approach and better utilize technology to deliver a quality recruiting experience. We’re honored to be recognized by many of the leaders in the recruiting industry, and we look forward to improving our recruiting practices for years to come.”


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


Media Contact:

Bri Vellis, +1 (650) 645-2544, bri.vellis@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, 30 tháng 3, 2015

Data Quality Business Analyst Job (United States)

Data Quality Business Analyst-HUM0003166



Primary Location: Europe



The Global Business Services - People Services Data Analyst is responsible to act as the Data Manager between GBS, GM IT and Business system owners, and Third Party Administrators. This position represents the business perspective on requirements for People Services Data from/to GM systems and transmitted from/to service providers for use in their administration systems. The People Services Data Analyst will work with the Benefits Operations and COE, Payroll Operations, and other GBS and Finance teams to define business requirements for Data Quality, develop business processes, validate business processes against the systems, organize and execute user testing and daily operations including error investigation and remediation activities. The GBS People Services Data Analyst will be the People Services Data “subject matter expert” from a business, data feed, and data quality perspective for this area. The Analyst will sign off on functional requirements and testing results, indicating that the business requirements are being delivered to meet the needs of all involved parties.



Responsibilities:



Business Process Development



-Conduct current and "to be” process analysis utilizing business and systems expertise.



-Develop a thorough understanding of business processes, data flows, and service provider systems.



-Participate in end-to end implementation planning to include change management, training and support.



-Stay abreast of GBS requirements, benefits changes, labor agreement changes, new technology and competitive products.



-Create business process test cases to test the new and/or changed data requirements.



Functional Specification Development



-Work with business sponsor to determine business requirements for new and/or enhanced data requests.



-Document business requirements and work with business partners, Third Party Administrators, and IT on appropriate design decisions.



-Create and co-own functional specifications for new and/or enhanced data transmissions.



-Hold functional specification review sessions with cross-functional team members (business sponsors, IT, other business analysts, operations, and Third Party Administrators for review of requirements



-Require sign off of functional specification(s) from all cross functional project teams



Project Support



-Responsible for working with Project Managers to create and maintain accurate data information that is communicated to the business sponsor(s) on regularly scheduled intervals.



-Coordinate with GM Subject Matter Experts, Data Owners, GM IT and Third Party Administrators to ensure comprehensive user acceptance testing/training plans are developed/executed and change controls are successfully transitioned into production.



-Gather important data necessary for troubleshooting / root cause determination.



-Work with GBS, Employee Benefits, Payroll, PeopleSoft PMO, Third Party Administrators, and GM IT to determine priority and resource allocation.



-Work with GBS, Global HR Operations Center, Payroll, PeopleSoft PMO, Third Party Administrators, and GM IT to resolve issues.



-Manage multiple projects of moderate size concurrently, and be involved in the development of strategic plans for projects of high business complexity.



Business Operations



-Monitor all issues associated within area of responsibility.



-Work with GBS, subject matter experts, Third Party Administrators, IT operations and IT management to prioritize issues.



-Work with PeopleSoft and GM IT to determine resources and timing.



-Work with GBS, subject matter experts, Third Party Administrators, IT operations and Business Project Managers to track status of issues.



-Provide data as required to GM and external Auditors, Administrators, and Business Partners.



Qualifications

Required Qualifications:



-Data Quality / Operations / Sharing experience



-Extensive HR, Payroll, & Finance Data familiarity



-Demonstrated proficiency with MS Access and Excel where data sets are extremely large and complex.



-Proficient in English – written and verbal communications



-Bachelor’s degree or equivalent experience



-Ability to work independently – must be self motivated



-Business Analyst work experience



-Knowledgeable regarding GM Benefits



-Exceptional interpersonal/team building skills including the ability to communicate with all levels of the organization, outsider suppliers, and participate on multi-functional teams



-Ability to work at a detailed level while maintaining an overall administration perspective



-High level analytical ability where problems are unusual and complex



-Demonstrated technical and professional skills in job-related areas



-Ability to manage numerous tasks and projects simultaneously



Preferred Experience:



-PeopleSoft & SAP Table management experience



-Extensive PeopleSoft & SAP business process and Data knowledge



-Familiarity with country specific People Services systems



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: United States

Posting Date: Mar 30, 2015, 10:01:14 AM - Apr 29, 2015, 10:59:00 PM

Job: Human Resources


SAP Cited as a Leader for CRM in Independent Research Firm Report

LAS VEGAS — SAP SE (NYSE: SAP) has been named a leader by Forrester Research in the recent report “The Forrester Wave™: CRM Suites for Large Organizations, Q1 2015.” The SAP Customer Relationship Management (SAP CRM) application and the SAP Cloud for Customer solution were both cited among the most significant CRM suite solutions on the market. SAP announced the findings at CRM 2015, being held March 30 – April 1 in Las Vegas.


A key takeaway from Forrester’s findings is that CRM provides the cornerstone of a great customer experience. According to Forrester, “The only source of competitive advantage is an obsession with understanding, delighting, connecting with, and serving customers. CRM is crucial to this success, but can only be successful if the foundations for sales, marketing, and service processes and technology are solid.” Each leader identified in the report was selected based on meeting the following criteria: sells a multifunctional CRM applications suite, offers a CRM application with common services, has a solution suitable for large organizations with complex requirements, provides a solution targeted to multiple industries and has a product now in general release and in use by customers.


“I believe that SAP’s inclusion in this report and merit as a leader demonstrates the strength of our CRM offerings, both in the cloud and on premise,” said Jamie Anderson, senior vice president, Marketing, SAP hybris Customer Engagement and Commerce. “The nature of CRM technology continues to evolve, and I feel that this report substantiates our vision to help our customers move beyond CRM and into the age of customer engagement.”


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


Media Contact:

Janice Tsoules, +1 (650) 223-4817, janice.tsoules@sap.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






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The Disruptors: Bikers Against Disease

The Disruptors is a series of short stories of customer innovation from around the world.


An entrepreneur’s credibility skyrockets after implementing SAP Business One

It was during the 1999 dengue pandemic in Brazil that Marcius Victorio da Costa first thought of using motorcycles for fumigating in places that are hard to reach. Dengue, a severely painful viral disease that can lead to hemorrhaging and damage to the organs, is transmitted by mosquitos that thrive in hot, humid conditions and breed in stagnant water collected in puddles, broken pipes, or containers filled with rain water. Fumigating with airplanes or large machines may be effective in large flat spaces, but it doesn’t reach the nooks and crannies of hillside slums and tightly packed shantytowns.


Killing two birds with one stone

“The motorcycle is the most commonly used vehicle in Brazil,” says Marcius, founder of Fumajet a company that innovates for health. “I had a vision of bikers riding out to fight the disease.”


In fact, Marcius is now working on a project with Medicos sem Fronteiras to drive prevention in Latin America. Marcius and his team developed a way to use the energy generated by the bike’s engine to run the spraying mechanism, eliminating the need for two separate machines. Motorbikes are cheap, easy to maintain and need little fuel, making this entire endeavor an exemplar of sustainability.


Lessons in entrepreneurship

The idea took off when Marcius started exporting the idea to Africa and other places. Setting up a business of any size is extremely challenging in Brazil, so the team first established themselves abroad, and then started building the business in their own country. Besides having an area of expertise, an entrepreneur must master the necessary technology, navigate municipal and state bureaucracy, understand the certification process and of course, manage the business itself. Persistence is essential. So is a network. By nature, small businesses rely on word of mouth, and you have to know the ropes. If you’re not a local, it may take years to build the right network.


Even more important is access to capital. Investors don’t buy and sell ideas; they are looking to buy prototypes or small companies. So startups usually have to finance their endeavors themselves either by borrowing money or working with trusted contractors and partners. Venture capital opportunities are starting to improve but still exact a high interest on the investment or demand substantial say in how things are run, thereby killing the very essence of entrepreneurship.


“You must maintain ownership or you lose your heart and soul,” says Marcius. “I am an entrepreneur. I need time to grow and succeed before I sell and start a new business. I’m still learning!”


Credibility skyrockets with SAP

Fumajet is one of the first five local entrepreneurs to participate in SAP Expoentes, an emerging entrepreneur program in Brazil launched in 2013. Startups receive access to a package of benefits including mentors from SAP and Endeavor, a worldwide organization that promotes entrepreneurship, and SAP Business One. Not only has the SAP solution allowed the company to replace manual processes and enable real-time transparency into inventory, production, and budget, but it greatly changed the way the company was evaluated by prospects and potential investors.


“My credibility with customers and financial institutions has skyrocketed since I run SAP,” says Marcius with a big grin. “At first nobody believed that a small startup company like mine could use ‘complex’ SAP solutions, but all they need is a look at my accounts. The numbers speak for themselves. We’ll double our business in 2015.”


Fumajet is also the winner of prestigious FINEP Innovation Award 2014.


Read more stories from The Disruptors series.


Photo: Shutterstock






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Thứ Năm, 26 tháng 3, 2015

Leadership at SAP: Creating A Strong Culture

What does SAP culture mean to its employees? Malin Linden, vice president of Digital Experience at SAP, describes the values that matter most to her and her team, how to cultivate trust, and why good leaders embrace failure.


SAP News: What is the relationship between leadership & culture?

Liden: There’s a very clear connection. At the end of the day, leaders foster cultural values in an organization by setting the tone and setting an example. It’s not something you can mandate, but comes from the group. You have to hold discussions about what culture there should be.


How do you go about that?

When I take over a new team, I always have conversations asking, “What do we want to be known for? What makes us excited about working together? What type of team do we want to be?” We put the key pillars down on paper. As the leader, you have to lead by example and display those things. You can do as many workshops as you like, but the culture you’re seeking to create won’t happen without walking the talk.


What else can leaders do to create a strong culture?

I believe in disproportionately rewarding what you want to see rather than punishing what you don’t want to see. Even if someone is just making an attempt, you at least recognize that. I also connect things back to the foundation of our culture – I use specific language and try to make it tangible.


How do you cultivate that?

You have to make sure people aren’t just telling you what you want to hear – they can be afraid to speak up. You have to moderate conflict carefully. And you have to be consistent. During quarterly reviews, we talk not just about whether you achieved your goals, but how. Were you inclusive? Did your work reflect the values we have?


"If one person succeeds, we all succeed."

“If one person succeeds, we all succeed.”



What values matter to you and your team?

It’s very important to me that we stick up for each other and that we’re open and honest. It’s like siblings – they will often disagree and have lively debates, but if someone else criticizes them, you stand united. Our team is our brand and we are all ambassadors. If one person succeeds, we all succeed. And if we fail, we fail together – so we protect and help each other. We also challenge each other and we’re tough in a respectful way.


What are some of the leadership challenges?

As leaders, we have a special responsibility to break down walls. If leaders do not collaborate or are territorial, then the same behavior will happen further down in the organization. Second, we don’t recognize the behaviors we want to see to the extent we could. If your goals and objectives support collaboration, then you will see collaboration. With the mindset that we are here to help SAP and our customers, many decisions become very easy and collaboration is a natural consequence.


What about cultivating trust and risk-taking?

They are clearly connected. We talk so much about risk-taking – failure is the new black. But among the people who get promoted, how many of them have visibly failed? Not too many. How can people be encouraged to try things if they don’t trust that it won’t hurt their career? We need to talk about it. We need to tell stories about when we failed and how we learned from it. If we don’t do that, that trust component is missing. People can say, “I hear it, but I don’t see it.


How can leaders change that perception?

They can talk about their own failures. This can be embarrassing. You can talk about how you’ve made mistakes, but you’re better now because of that. You have to be vulnerable. When mistakes happen, I say, “It’s safer to fail in this team environment because nobody fails alone. We fail together.” And you have to be careful about follow-up. If someone fails, you have to make sure it becomes a positive experience. Be generous with what you learned and share it with others to save them from making the same mistake.


What is something you think people might not realize about leadership?

I heard once that introverts are the better leaders because they listen before they act. Listening is huge. It’s undervalued. People tend to think leaders are the loudest, the ones who rally people. But a great leader is often a great diplomat.


What would you like people to realize about culture?

That it makes the difference in our success. It is what enables you to take performance from good to great. A really strong culture makes traditional management techniques unnecessary. If you enjoy your working environment, you will do a lot better. The most underestimated thing about a positive culture is the price you pay if you don’t have it. There is a real business case behind it – you will save a lot of money and get better results.


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Thứ Tư, 25 tháng 3, 2015

SAP Simple Finance Delivers Money Management for the 21st Century: 3 Tips to Head off a Cash Flow Crisis

An hour ago is an eon in the networked economy. Just ask corporate treasurers and cash managers about their recent roller coaster ride, courtesy of wildly fluctuating exchange rates between the dollar and euro.


While there’s no sure-fire way to avoid such massive swings, financial stewards can mitigate risk with the right information and action plans to use it for the company’s benefit.


Thack Brown, general manager and global head of Line-of-Business Finance at SAP, offers solutions to three of the biggest cash flow problems organizations face today.


1. Have real-time cash flow visibility

According to Brown, companies struggle if they don’t a real-time view of global cash balances across multiple business divisions, regions and time zones.


“Managers should know where their cash balances are in real-time and need the ability to use system information so they can play out working scenarios and update data consistently for visibility into the expected cash flow position in the near, medium and long-term,” he says.


Public companies are especially vulnerable when it comes to events like the recent volatility in global currencies. Real-time cash flow data can be a bulwark against crises in the wake of such massive, unexpected events.


Nevertheless, Brown notes that many financial departments still rely on monthly or quarterly reports that only offer a rear-view mirror into what’s already happened. He describes an alternate approach using SAP Cash Management powered by SAP HANA, the newest component of SAP Simple Finance.


“We’ve combined our experience solving some of the world’s most complex financial challenges with the real-time data processing capabilities of SAP HANA to deliver the world leading financial platform. It allows companies to operate with the solidity and predictability the market demands,” he says.


The initial market response has been positive from companies including BSH Hausgeräte GmbH, a leading home appliance manufacturer of brand names including Bosch, Siemens, Gaggenau and Thermidor.


Patrick Spendler, director of treasury at BSH Hausgeräte GmbH, says “This application has the potential to improve planning accuracy and to optimize our processes in the treasury department. The results we have seen are very compelling, and we’re looking forward to our continued collaboration with SAP.”



SAP Cash Management powered by SAP HANA turns corporate finance into a strategic driver of business results allowing them to proactively take action to mitigate risk and take advantage of the company’s cash flow position.


2. Ensure accurate reporting to meet financial objectives

But the challenge is not just about making sure there’s sufficient cash to keep operations going. Brown says companies need real-time information to meet and keep promises to the financial community including stockholders and other stakeholders. “The ability to predict where I’ll be at the end of a quarter for external reporting purposes is very important,” says Brown.


3 Quickly make information actionable

The third challenge cash managers face is understanding the importance of the data at-hand, and having the ability to quickly take action and resolve problems. While this might sound fundamental to financial stewardship, many companies still rely on manual, fragmented systems that provide dated information.


“Consider the latest substantial currency fluctuations,” says Brown. “Knowing where your exposures lie so you can immediately protect your liquidity position is huge. With real-time, global data across systems and operations, managers can head off problems, transferring bank balances or adjusting hedging strategies to reduce an exposure in one geography, bank or subsidiary.”


SAP Cash Management powered by SAP HANA provides financial departments with real-time visibility into an organization’s cash position. The SAP Fiori launch-pad provides easy, immediate access to the information that matters most.

SAP Cash Management powered by SAP HANA provides financial departments with real-time visibility into an organization’s cash position. The SAP Fiori launch-pad provides easy, immediate access to the information that matters most.



The business benefits of using advanced technology to reduce risk exposure aren’t limited to staving off financial crises. With real-time data, business models change. For example, companies can make sure they have sufficient liquidity in the locations where they need funds, avoiding overdraft and other bank fees. But things get really interesting when it comes to accounts payable and accounts receivable. Strategically applied information can turn the role of the CFO into a proactive business partner with bottom-line impact.


“You can look at what your liquidity position is at any given time, predict where you are in receivables and offer customers incentives to accelerate payments and overcome cash flow problems,” says Brown, “Or, if you’re in a good cash flow position, you can pre-pay on invoices to take advantage of discounts.”


The hyper-connected business world is only getting more complex. However, with the right information and technology, financial decision-makers might just smooth out some of the peaks and valleys that are an inevitable part of the cost of doing business.


Follow me @smgaler


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Thứ Ba, 24 tháng 3, 2015

SAP SRM Analyst Job (United States)

SAP SRM Analyst-INF0011839



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 Request toPay organization. The purpose of this role to provide project analysis/management, planning and Supplier Resource Management (SRM) subject matter expertise primarily focused on solution design through development and deployment support activities.



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 SRM solution within the context of the GM Request to Pay processes

- 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

Basic Required & Preferred:



- Excellent communication skills – written, spoken

- Experience in SAP project lifecycle deployments and/or sustain operations

- At least 5 years of experience in configuration activities associated with an SAP/SRM based system

- Ability to coordinate tasks and priorities across multiple projects

- Some experience working with remote team members and/or customers



Education



- Bachelor Degree or equivalent experience in Information Technology or related field

- A graduate degree with an information technologyspecialization is preferred

Primary Location: United States

Posting Date: Mar 24, 2015, 4:26:30 PM - Apr 23, 2015, 10:59:00 PM

Job: Information Technology


Thứ Sáu, 20 tháng 3, 2015

User Experience vs Worker Expectations: UX vs WX

The buzz: The X’s have it.


Will consumers’ demands for simple daily-life user experiences (UX) drive them to also insist on comparable worker experience (WX) simplicity from the companies they work for?


Heads-up: If your company is focusing only on creating a great external customer experience but ignoring the needs of your “workers of the future”, you may be in for a shock.


The experts speak.


Paul Kurchina, SAP ASUG: “Everything that needs to be said has already been said. But since no one was listening, everything must be said again.” (Andre Gide)


Duke Daehling, IBM: “Lead her away from Acting but not all the way to Finance. Something where she can make her own hours but still feel intellectually fulfilled and get outside sometimes And not have to wear high heels.” (Tina Fey, A Mother’s Prayer for Her Child, in her memoir Bossypants)


Kerry Brown, SAP: “Nothing is impossible for the man who doesn’t have to do it himself.” (Murphy’s Law)


Join us for User Experience vs Worker Expectations.






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CeBIT 2015: How Can SAP Help You Run Simple?

With SAP S/4HANA? With software made for students? With new solutions for banking? SAP TV reporter Kesja Cichowski asked visitors at CeBIT 2015 how SAP helps them run simple.



See more coverage from SAP at CeBIT 2015.






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SAP at CeBIT: Business Networks Are the Future

Using cloud services to extend in-house processes: At CeBIT 2015, SAP presents a road map highlighting the benefits of business networks.


SAP is sending out a clear message at CeBIT that is serious about business networks. At the beginning of 2015, SAP set up a new Business Network division that is represented on its Global Managing Board by Concur CEO Steve Singh. That’s not all. In advance of CeBIT, Rolf Weiland revealed some of SAP’s plans to integrate the B2B networks it acquired with Fieldglass, Ariba, and Concur. Three-quarters of all business transactions worldwide now pass through SAP systems.


The USP of B2B: Use cloud for what cloud does best

“Though these transactions begin and end at SAP,” says Weiland, vice president of SAP’s Network Growth organization. “Companies move their data to the cloud and use the community where it makes sense.” That is a USP because it saves companies the effort of integrating Concur’s travel and expense management, Fieldglass’ contingent workforce management, and Ariba’s invoice management.


The combination of open business networks comes into its own when, for instance, a company wants to hire a database administrator for a few months and book a business trip to Africa, says Weiland. Originally, looking for personnel (Fieldglass), arranging business travel (Concur) and accounting for these transactions required three different platforms. They will gradually becoming one, and all these services will be billable in Ariba in the future.


We are not quite there yet but the timeline is as follows:



  • In the second quarter of 2015, businesses will be able to transmit Fieldglass invoices to the Ariba platform and process them there. That way, SAP uses the strengths of the Ariba platform and expands this network.

  • SAP has similar plans for Concur for early next year. From the first quarter of 2016, the Ariba platform will be able to process travel agent, hotel, taxi, and hotel invoices captured in Concur.

  • Usability is what defines the latest generation of software. That’s why new interfaces follow SAP Fiori design standards. SAP is creating several thousand new screens, and by the end of 2015 Ariba services will also have the SAP Fiori look. Fieldglass will get the SAP Fiori makeover six months later, followed by Concur six months after that.

  • Since mid-2014, businesses have been able to use Ariba to process direct materials orders and scheduling agreement releases. SAP plans to enable businesses to exchange outsourcing and forecasting processes through the network from the third quarter of 2015. By the end of 2015, all Ariba applications will be available on SAP HANA for extremely fast analyses and forecasting.


Photo: Shutterstock


See more coverage from SAP at CeBIT 2015.






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SAP at CeBIT: Industry 4.0 Takes to the Stage

Sensors in agriculture, golf swing analysis, an open platform by SAP and Siemens, Bill McDermott’s mission, and a new book on Big Data: Nowadays, IT touches the lives of all of us.


The sound of a golf club hitting the ball slices through the conference hall hubbub. The player, SAP UX expert Nis Boy Naeve, is not on the golf course but in a small booth in Hall 4 at the CeBIT IT expo in Hanover, Germany. The ball comes to an abrupt halt in front of a screen yet soars 220 meters down a virtual fairway. The shot puts him on the leader board. The golf ball’s trajectory and speed are measured by sensors in the ball and club and appear in real time on a screen. A simple demonstration of what sensor technology can do.


New business models

One thing’s for sure: We are finding more and more uses for sensors. The data they collect gives us valuable insights that pave the way to completely new business models.


“Data is the raw material of the digital economy,” said Germany’s economic affairs minister, Sigmar Gabriel, at CeBIT, where he announced that Germany’s government, business, research institutes, and labor unions would be joining forces to create a platform for Industry 4.0.


Henning Kagermann, president of the German Academy of Science and Engineering, is the co-chairperson of its Smart Service World working group. He predicts smart services will soon know our every whim and fancy. The 150 research and industry partners on the working group have identified six smart service use cases – which all need platform technology to succeed.


“First we have to bring software and services together,” says SAP’s tech chief Bernd Leukert. For instance, today’s air-conditioning manufacturers don’t just sell air conditioning systems; they sell the temperature the customers want in their buildings. How? By connecting software to sensors, and using algorithms that translate the temperatures from the sensors into valuable data. That’s one scenario for the smart service world we are about to become.


Industry 4.0 in action at Siemens and Schunk

Industry has already embraced the digital revolution. Peter Weckesser is the CEO of Siemen’s Customer Service DF & PD division. His mission is to turn Big Data into Smart Data. He’s created an open cloud platform, the Siemens Enterprise Cloud, which runs on SAP HANA technology. Weckesser feeds real data in to it to create, say, a machine’s digital counterpart, and then runs simulations on this data.


Schunk, headquartered in southern Germany, is a chucking tools and toolholding manufacturer. They already have a digital factory. Sensors record all parts coming into and leaving the plant, and even update the ERP system. “This turns a physical infrastructure into an intelligent infrastructure,” says Stefan Hütter, professor of production, logistics, and procurement at Germany’s University of Applied Sciences of Saarland. His film at CeBIT shows how goods movements are tracked in real time in the ERP system.


The future is already here. This year’s CeBIT shows how we are moving toward Industry 4.0. Companies can’t afford to ignore Big Data, says Rolf Schuhmann, senior vice president at SAP, in conversation with Micheal Steinbrecher, a former sports commentator and now a professor of journalism, who has co-authored a book on how the digital revolution is changing our lives.


Agriculture goes high-tech

Even farmers won’t be able to do without sensors in the future. To flourish, crops need the right temperature and optimum level of light, humidity, and fertilizer. In one scenario, which SAP developed for CeBIT, sensors collect this kind of data where crop yields were high and where they were poor. Analyzing the data reveals long-term insights, such as whether more fertilizer should be applied, and information of more immediate relevance, such as when the irrigation system can be turned off. Greater efficiency, less waste, and higher yields beckon, but we’ll have to wait and see whether it really works.


As Bill McDermott said when presenting his book, Winners Dream, to an audience of students and startups at CeBIT: “Before you can win you have to have a dream.” Industry 4.0 is already far more than that.


See more coverage from CeBIT 2015.





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Thứ Năm, 19 tháng 3, 2015

CeBIT 2015: SAP Invents the Future of Farming

At CeBIT 2015, SAP displays its “Digital Farming” showcase, demonstrating how field sensors transfer data directly to the farmer – with important information on water needs, fertilizer supplies and the right time of harvest.







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ROI in Two Years Plus Added Cost Savings, Says UK Steel Foundry of SAP Business One

Joseph and Jesse Siddons is an iron and steel foundry in the Black Country – the heartbeat of England’s industrial revolution. The foundry, which boasts 160 years of experience, deployed SAP Business One in a phased roll-out in October 2013 with support from SAP partner IIS Group.


In this interview, Neil Dalton, Financial Director, JJ Siddons, discusses the problems the company was having with disparate systems and how SAP Business One has simplified and streamlined important financial reports, as well as boosted production levels.


What system did you have in place prior to the implementation of SAP Business One?

There were quite a few. The accounting was done on one system, the production was done on another system and the sales, quoting and order processing was done on a separate database.


What problems were the company experiencing before it considered SAP Business One?

The biggest issue was the limited functionality on all three systems. [The accounting system] is an old system that has never been upgraded. From an analysis point of view, there wasn’t any. When it came to month end, the solution consolidated everything together so we ended up with masses of paper which were printed out at the end of every month – we had folders full of reports. The problem with [the production system] is that it was created by an individual. If we ever wanted anything done we had to wait for a space in his diary. We just ended up being pushed further and further down his list of things to do.


So how has JJ Siddons benefited from using SAP Business One?

For a start, the information is now more readily available – both to analyze and to get real-time updates into what’s going on. Previously, we only used to do quarterly accounts due to the slowness of our former software. But now we do monthly accounts and we can react a lot quicker.


The problem we had with our quarterly reports is that we thought we were doing well but when it comes to the end of the period you haven’t got the full picture. Controlled labor is very important for us. If we don’t react quickly enough with labor we can either have too many people on our headcount or not enough to manage demand. If you’ve got to wait three months to see how you’ve done over a certain period, it’s not a good system to have.


The move to monthly accounts allow us to see how we’re doing and to see what we actually spend. There’s also different reports we can generate in SAP Business One, which parts of the business use to analyze progress.


Another big saving that SAP Business One has delivered is the reduction in data duplication. Whereas before everything was duplicated three times, SAP Business One has saved the business a lot of time and effort.


How has SAP Business One helped to boost levels of productivity at JJ Siddons?

We did a phased go-live, initially with accounts and purchasing. The purchasing system the company used to use was hand written on various bits of duplicated paper. There was no formal record kept of what the company did, they just kept records of paper which were filed away. It was a very old way of working. Thankfully, all that has now gone.


Nobody has left the business yet, but people have a lot more time to complete more profitable tasks. One employee has been able to reduce her hours, so there is definitely clear savings to come from using SAP Business One.


SAP Business One has helped us streamline the purchasing process, the accounts process and the sales order process. That’s a big plus as there was a lot of duplicated effort and a lot of manual work which has all been eliminated.


What about levels of return on investment? Have you calculated when this will be realized?

When we were discussing possible solutions, I said to my MD that we could easily save the cost of a person’s job and see return on investment within two years. Within the company, we’re having three people retire at the end of our financial year in June 2015. They are not being replaced, as we’re able to replace the manual processes they had and remove it from the organization with SAP Business One by streamlining and automating processes and making savings.


How would you describe the customer service provided by IIS?

I worked with the IIS Group before at a previous company so I was aware of the services and support provided. I know a lot of people who work at IIS and it’s a good relationship. When we went through the process of deploying SAP Business One, we did consider another SAP Business One partner. But the buying committee at JJ Siddons preferred what the IIS Group said and the services they offer to customers – regardless of my thoughts and preference.


Photo: Shutterstock






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Thứ Tư, 18 tháng 3, 2015

Apple Pay and the Payment Platform Revolution

Last year’s launch of Apple Pay sparked interest in the evolution of payment platforms and security measures surrounding consumers’ information.


Its tokenization protocol to protect credit card and bank information was cited as a“game changer” by Capital One Financial CFO Richard Fairbank. Samsung and Google recently announced plans to deliver their own payment platforms to mobile devices.


But 18 months before Apple Pay’s debut, AribaPay was introduced to transform B2B payments by improving speed, accuracy and security. I spoke with Drew Hofler about developments with B2B payments and the influence of B2C innovation on B2B payment processes. Drew is the director of collaborative finance solutions marketing for Ariba, and he frequently writes about innovations within payment systems. Drew will speak at Ariba LIVE, which takes place April 7 to 9 in Las Vegas and 8 to 10 June in Munich. This is part two of my discussion with Drew.


Does Apple Pay have an influence on the way companies think about B2B payments?

Innovations that occur in B2C markets can inform expectations for B2B experiences. People want the same ease, visibility and mobility they enjoy as consumers. This is helping to drive change. Employees bring these expectations for business processes into the workplace.


Security is also a top interest. With the steady stream of news stories about security breaches of consumers’ personal information, it is causing companies to reflect on how they secure their suppliers’ information. AribaPay’s security regarding substituting sensitive info with a non-sensitive token is similar to the process with Apple Pay.


What can Apple Pay learn from AribaPay?

Apple Pay and AribaPay operate in two very different realms, with two very different sets of needs regarding the payment. Consumer payments are immediate and simple, happening at the point of transaction. That’s not the case with B2B payments, where there are time gaps between the order, delivery and payment. B2B is just more complex. But in both instances, there are two critical pieces to the payment event — the movement of money and the communication of information.


The money itself is important, sure. But for B2Bs, the information about the payment is just as essential—perhaps even more so. With AribaPay, we have put a premium on the gigabits of data associated with a payment event and on integrating those effectively. ApplePay has made consumer payments secure and convenient, but I have a feeling they will see that the information and data surrounding that payment is just as valuable a currency as the funds being transferred (and they likely already have).


Interested to learn more from Drew? Check out for the part one of our conversation, where Drew explores what’s ahead for accounts payable.

Connect with Drew on Twitter @dhofler and read his blogs at SAP Business Trends.


Stay tuned to the latest news and conversation about Ariba LIVE by following the #AribaLIVE hashtag on Twitter.

This story previously appeared on SAP Business Trends.

Photo: Shutterstock






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Busting Up the Boys Club

March is Women’s History Month in the U.S. SAP Correspondent Megan Meany takes SAP’s temperature on gender goals and chats-up American TV host, author and girl power evangelist Mika Brzezinski for tips on knowing your value.







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From CeBIT 2015: Sports and Leadership at SAP

At CeBIT 2015, SAP Chief Human Resources Offider Stefan Ries and German handball star Uwe Gensheimer of the Rhein-Neckar Löwen discuss how leadership and team play go together — in sports and in business.







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Thứ Ba, 17 tháng 3, 2015

IT Compliance Manager Job (Detroit, MI, US)

IT Compliance Manager-INF0011767



Manager – IT Compliance



About the General Motors Security team:



GM’s Cyber Security Management Team protects and defends the company’s information, networks and infrastructure. We are looking for talented Information Security and Risk Management Professionals in the fields of incident response, cyber-intelligence, enterprise security architecture, digital forensics, application security and compliance with the passion and expertise to perform in a complex, global environment amidst today’s evolving threat landscape.



About the role:



The Manager – IT Compliance role supports the activities of the IT Compliance group with exposure to the areas of IT Risk Management and Compliance. This role will be responsible for leading and executing projects at the direction of the assigned director / manager, communicating program goals and objectives to IT and Business management and supporting achievement of the group’s operational objectives.



Major Duties/Responsibilities

- Lead a leveraged / virtual team (GM, Suppliers, Co-Source Assessors and Deloitte) to ensure overall IT compliance requirements are delivered.

- Provide day to day oversight and direction to team members

- Manage assigned scope of compliance related activities

- Ensure assessment activities are completed on time, per established deadlines

- Conduct quality assurance reviews of worked performed

- Drive timely identification and resolution of control deficiencies / issues

- Conduct root cause analysis and Assist IT Leadership in developing action plans to mitigate identified issues

- Represent IT compliance in various forums with key internal and external stakeholders

- Act as an IT controls SME, and provide meaningful recommendations on how to improve the control environment or increase efficiency / effectiveness of operations.

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

- Assist in defining control requirements and frameworks for IT

- Provide input to the IT Security Policy and Practices.

- Utilize Compliance tools to support efficient management of Compliance and meaningful reporting to leadership.

- Ensure completeness, accuracy and integrity of Compliance data and related reporting.

- Support efforts to operationalize IT controls

- Establish new and improved processes to improve Compliance within the IT organization

- Prioritize efforts based on overall risk to GM.



Qualifications

Knowledge/Skills/Abilities:

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

- Demonstrated experience in leading global teams.

- Sound knowledge of internal controls industry standards such as COBIT, COSO and ISO 27002.

- Demonstrated technical and professional skills in job-related area required.

- 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.

- Strong written and oral communication skills.

- High level of analytical ability where problems are unusual and difficult.

- 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 senior management.

- 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.

- 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.

- Strong Program and Project Management skills.

- Able to manage 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.

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

- Understanding of infrastructure and network security controls.

- Knowledge of and ability to effectively use computer software as it pertains to the job responsibilities.

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

- Demonstrated ability to work effectively as a member of a management team in terms of resource sharing and allocation, collaboration and cooperation, sharing information with others.



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 CRIS



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!



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-Detroit

Posting Date: Mar 17, 2015, 9:41:03 AM - Ongoing

Job: Information Technology


SAP CMO Maggie Chan Jones on CeBIT 2015

SAP TV reporter Hannah Jackson meets with SAP Chief Marketing Officer Maggie Chan Jones and chats about the highlights from CeBIT 2015 at the SAP booth.







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Thứ Hai, 16 tháng 3, 2015

Harry and David Delivers More Happiness with SAP

Nobody delivers tasty treats like Harry and David. In 1910, Samuel Rosenberg, father of Harry and David, traded his hotel for 240 prime acres of pear orchards in Southern Oregon’s Rogue River Valley. Now, a hundred years later, Harry and David is a vertically integrated, multi-channel, specialty retailer and producer of premium, gift-quality fruit, food products, and gifts.

Success Doesn’t Grow on Trees

During the Roaring 20’s, Harry and David’s succulent Royal Riviera pears were a must-have treat, but the Great Depression quelled the affluent market and sales dried up quickly. To reach new buyers able to pay for premium brand fruit, the brothers decided to start selling their pears by mail. Soon orders were rolling in again and Harry and David developed into America’s leading direct marketer of high-quality fruit and food gifts.


Over the years, trend-setting ideas such as the Fruit-of-the-Month Club and the Tower of Treats kept Harry and David ahead of the competition, but long-term success doesn’t grow on trees. The recent downturn in the economy hit the company hard and once again forced it to find innovative ways to stay in business. Today it’s not so easy to simply uncap new distribution channels and find new customers. This time, Harry and David looked inward for opportunities to become more efficient and profitable.


Unlike many mail order companies, Harry and David makes, bakes, and grows 85% of its products. “We grow our own fruit, we have our own bakeries, we have our own distribution centers, so everything is pretty much done in-house,” said Heather Krupp, manager of Manufacturing and Warehouse Systems at Harry and David. Doing everything in-house means the company has control over quality, but also makes the business more complicated to run.


Standardizing and Integrating Operations

To ensure its manufacturing and distribution operations function well, Harry and David runs the SAP ERP application. “SAP keeps our processes running smoothly. It allows us to get those gift orders fulfilled and keep up the performance level we need as we ship,” said Krupp. For a company with only 1,000 employees on average, process efficiency and accuracy is vital. And, with up to 10,000 employees during peak holiday season, scalability during those times is critical. “During the Christmas season we can ship 400,000 individual packages out to end customers a day,” said Krupp.


Harry and David had two legacy warehouse management systems that could not support the company’s needs. The software technology and hardware platforms were outdated, and the company didn’t have the resources to support them internally. For six months, Krupp and her team evaluated different upgrade options and new platforms, and decided the best path forward was to implement the SAP Extended Warehouse Management (SAP EWM) application. “The systems that we had in place were aging. We decided to fully integrate our SAP solutions. That gets rid of a lot of interfaces, which is a big benefit to us,” said Krupp.


SAP EWM would also give Harry and David real-time visibility into its warehouse activity. Purchasing could see if it had adequate raw material on hand and fulfillment would know if it had the finished product at the right distribution center to send to the customer – key ingredients to a healthy operation.


Implementation Success

Harry and David took great care during the SAP EWM implementation to make sure the system worked well. They stress tested it for peak-season volume and trained employees how to use it. “We had a very smooth implementation. We actually shut the business down on a Thursday evening and we were back up and shipping our first trucks of product on Sunday afternoon,” said Krupp.


SAP implementation partner, LogiStar Solutions, also provided top-notch consulting support and logistics expertise. “We had a great software integration partner in LogiStar. The two lead functional experts we had managed the whole process and really grasped our business model,” said Krupp.


Benefits for the Business and Customers

Now live on SAP EWM, Harry and David is reaping benefits across the company. “SAP EWM has reduced our maintenance cost by about 25%,” said Krupp. And a significant drop in the number of interfaces has added to the IT time and cost savings. “We’ve reduced the number of interfaces from around 50 down to about 12.”


Customers also benefit from SAP EWM. Better food traceability means faster fulfillment and fresher food at the customer’s doorstep. “SAP allows us to see exactly what our product is, what our availability is, and ultimately helps get it to our end customer on time and as efficiently as possible,” said Krupp.


Growing the business without having to hire more staff is another big plus for a company the size of Harry and David. “SAP EWM brought everything under the SAP umbrella without adding staff,” said Krupp.


With SAP in place, Harry and David has the integrated business platform it needs to advance operations and improve the overall customer experience. “The future for Harry and David looks very good,” concludes Krupp. “We are expecting to increase our customer base and continue to grow our company.”


This story originally appeared on SAP Business Trends.

Photo: Shutterstock






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The Disruptors: Getting Personal With Big Data

The Disruptors is a series of short stories of customer innovation from around the world.


Loyalty campaigns reward connected consumers.

Imagine you’re getting ready for work watching a program on your tablet. Suddenly an alert beams in to inform you that those shoes you had on your wish list are now on promotion. You click to retrieve your coupon and get GPS directions to the store so you can pick them up during lunch time. At the store the salesperson greets you by name, thanks to beacon technology and your online profile. As you pay with your mobile wallet, the system flags another one of your wish list items for home delivery the next day at a fraction of the price as a reward for your loyalty.


Scenarios like this are not futuristic. Today, 63% of B2C decision makers rate personalization a key element in their marketing strategies and 86% of marketers consider mobile loyalty campaigns highly effective. That’s because big data, if used effectively, can predict customer actions with 85% accuracy.


asyoushopconnectedcustomer


The Société de Transport de Montréal (STM) wanted a loyalty program that would reward customers immediately. Using rich transactional data and a network of partners, they now personalize their customer’s daily commute, suggesting opportunities for culture, sports, entertainment, and shopping. Using a mobile app called Merci, the STM can link its customers with its preferred retailers and activities. Customers can access offers and discounts as they commute, and can use the app to find events close by, and even get a discount on their desired experience. The STM Merci also provides riders with important information about their commute.


Another example is the Barcelona For You Tourist Network running on top of the SAP Urban Intelligence Network, which will simplify the way people experience the city by delivering real-time, personalized information through an easy to use mobile application.


Stay tuned, because 2015 will be the year of the connected consumer!

Top image source: © STM






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Thứ Sáu, 13 tháng 3, 2015

IT Compliance Manager Job (United States)

IT Compliance Manager-INF0011767



Manager – IT Compliance



About the General Motors Security team:



GM’s Cyber Security Management Team protects and defends the company’s information, networks and infrastructure. We are looking for talented Information Security and Risk Management Professionals in the fields of incident response, cyber-intelligence, enterprise security architecture, digital forensics, application security and compliance with the passion and expertise to perform in a complex, global environment amidst today’s evolving threat landscape.



About the role:



The Manager – IT Compliance role supports the activities of the IT Compliance group with exposure to the areas of IT Risk Management and Compliance. This role will be responsible for leading and executing projects at the direction of the assigned director / manager, communicating program goals and objectives to IT and Business management and supporting achievement of the group’s operational objectives.



Major Duties/Responsibilities

- Lead a leveraged / virtual team (GM, Suppliers, Co-Source Assessors and Deloitte) to ensure overall IT compliance requirements are delivered.

- Provide day to day oversight and direction to team members

- Manage assigned scope of compliance related activities

- Ensure assessment activities are completed on time, per established deadlines

- Conduct quality assurance reviews of worked performed

- Drive timely identification and resolution of control deficiencies / issues

- Conduct root cause analysis and Assist IT Leadership in developing action plans to mitigate identified issues

- Represent IT compliance in various forums with key internal and external stakeholders

- Act as an IT controls SME, and provide meaningful recommendations on how to improve the control environment or increase efficiency / effectiveness of operations.

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

- Assist in defining control requirements and frameworks for IT

- Provide input to the IT Security Policy and Practices.

- Utilize Compliance tools to support efficient management of Compliance and meaningful reporting to leadership.

- Ensure completeness, accuracy and integrity of Compliance data and related reporting.

- Support efforts to operationalize IT controls

- Establish new and improved processes to improve Compliance within the IT organization

- Prioritize efforts based on overall risk to GM.



Qualifications

Knowledge/Skills/Abilities:

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

- Demonstrated experience in leading global teams.

- Sound knowledge of internal controls industry standards such as COBIT, COSO and ISO 27002.

- Demonstrated technical and professional skills in job-related area required.

- 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.

- Strong written and oral communication skills.

- High level of analytical ability where problems are unusual and difficult.

- 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 senior management.

- 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.

- 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.

- Strong Program and Project Management skills.

- Able to manage 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.

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

- Understanding of infrastructure and network security controls.

- Knowledge of and ability to effectively use computer software as it pertains to the job responsibilities.

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

- Demonstrated ability to work effectively as a member of a management team in terms of resource sharing and allocation, collaboration and cooperation, sharing information with others.



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 CRIS



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!



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: United States



Other Locations

US-MI-Detroit

Posting Date: Mar 13, 2015, 2:41:00 PM - Ongoing

Job: Information Technology


SAP’s “Buy Now, Pay Later” Offering Extended Through 2015

SAP’s “buy now, pay later” offering has been extended to help more SMEs quickly, cost-effectively benefit from SAP solutions


Based on the success of the “buy now, pay later” offering introduced in early 2014, SAP has extend it into 2015. The offering provides small and midsize enterprise (SME) customers* zero-percent financing for up to 24 months for the purchase of any SAP product on the reseller price list. It gives SMEs a flexible option to increase their purchasing power so they can take advantage of SAP software benefits without impacting cash flow. They can invest in new technology that will help the company grow as SAP eliminates the need for upfront capital.


With the SAP products available for this offer via SAP partners, SMEs have a wide variety of solutions available to choose from to address their specific needs, and increase speed for their business processes. It makes it easy for SMEs to get the technology they need to compete with larger companies in their industry.


One SME customer that has benefitted from the “buy now, pay later” offering is A. Stucki Company, a U.S.-based designer, manufacturer and supplier of engineered products and services to the international rail transportation market. It took advantage of the buy now, pay later offering to finance its purchase of SAP ERP and business intelligence. The purchase was completed in cooperation with SAP partners B4 Consulting, Inc. and Firstlogic Solutions LLC, with implementation services provided by Stefanini, Inc.


“To support our growth plans, we needed to implement an integrated ERP solution with strong accounting capabilities that could support our international operations, as well as diverse opportunities in the U.S.,” said Franco DeBlasio, CIO, A. Stucki Company. “The zero-percent financing offer from SAP made it very attractive, providing a competitive advantage. We went from having no ERP system to deploying a full-scale solution that will allow us to scale for growth now and in the future.”


SAP’s buy now, pay later offering was announced in March 2014. It is available in the following countries:



  • Australia

  • Belgium

  • Canada

  • Colombia

  • Denmark

  • Finland

  • France

  • Germany

  • Italy

  • Japan

  • Malaysia

  • Mexico

  • The Netherlands

  • New Zealand

  • Norway

  • Portugal

  • Singapore

  • Spain

  • Sweden

  • United Kingdom

  • United States


More information on the buy now, pay later offering is available here. The offering runs through Dec. 31, 2015, and includes SAP software and one year of maintenance.


*SAP’s definition of “SME” varies by region, therefore, availability of offering contingent upon meeting regional criteria. Offering also available, pending credit approval.

Photo: Shutterstock






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Statement from SAP CEO Bill McDermott Regarding Misleading and Flawed Media Report on SAP and NSA

Some recent media coverage about SAP HANA has been misleading and raised questions about SAP’s business activities in the public service and security sectors.


SAP’s solutions are standard software and our customers decide how they want to use it. We take solving the world’s most significant business challenges very seriously given our vision to help the world run better and improve people’s lives. We’re proud that our software is highly sought after by private businesses of all sizes, as well as by governments around the world – from Germany and the European Union to Asia, Latin America and the United States. The subsidiaries we have created to work with governmental organizations in the US and elsewhere are independently managed and are reviewed by independent external auditors. Claims that this setup allows access to customer data are false. In addition, there are no so-called “backdoors” built into SAP software and customer data cannot be retrieved externally. No company is more committed to data privacy and security than SAP.


When we talk about business challenges, few are as significant as public service and public safety. It is unquestionably within our interest to offer software to public agencies as they look to improve outcomes through innovation. Technology is one of the means to ensure our safety and to protect people’s lives. If our technology contributes to upholding a safe, free and open society, we are honored by this and committed to doing so with the utmost integrity.


While we don’t comment on the specifics of any customer engagement without their specific consent, we welcome any questions about the spirit of our commitment to trust and transparency in every one of the 180+ countries that we serve in around the world. We’re proud to be a market leader and to honor the legacy of service that was born with SAP in Germany 43 years ago.


Photo: SAP






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Thứ Tư, 11 tháng 3, 2015

RTP SAP Business Analyst – Change Management Job (Warren, MI, US)

RTP SAP Business Analyst – Change Management-PUR0004422



Request to Pay - SAP Business Analyst – Change Management



GM is seeking for outstanding individuals to join our Global Business Services team to drive the transformation of business processes through the implementation of Global SAP projects. This position offers a great career opportunity in the newly formed Global Business Services Organization. The Global Business Services Organization was formed to Transform, Optimize and Sustain key GM business processes.



The Global SAP implementation is a key enabler for the end to end transformation of GM’s Global Business processes, including across the global Request-to-Pay process environment. This is a chance to develop your skills and expand your capabilities across a core set of SAP modules in a dynamic global organization. You will have the opportunity to grow and be recognized as a leading SAP business professional.



About the role:



This Analyst – Change Management position will have responsibility for the following work scope activities:

- Identify improvement opportunities to optimize GM’s Request to Pay Process and enabling technologies end to end

- Work with Global functional areas to develop and adapt business processes

- Support RTP Direct team with Change management for all projects in the area

- Establish efficient communication methodologies to ensure changes in system and business processes are communicated timely to end users

- Assist in project development by making the necessary assessments of the organizational needs based on the specific projects

- Manage SharePoint Sites for RTP Direct team

- Support user onboarding process

- Deliver communication to large audiences

- Assist in business planning for the RTP Direct Team

- Assist in Training activities

- Translate needs from organization into actionable items

- Interact weekly in sessions with Super Users/Local Process Owners reviewing status of all SAP business activities including on Projects, Enhancements, Incident tracking, etc. as well as major milestones and expected deliverables (i.e. template release testing, minor release activities) and execute communication accordingly

- Provide regular updates to leadership for system status and KPI



Qualifications

Required Qualifications:

- Bachelor’s degree in Engineering, Business, or Information Technology

- Familiarity with project management approaches, tools and phases of the project lifecycle.

- Exceptional communication skills – both written and verbal.

- Able to work effectively at all levels in an organization.

- Excellent active listening skills.

- Problem solving and root cause identification skills.

- Strong analytic and decision making abilities.

- Ability to influence others and move toward a common vision or goal

- Highly motivated with excellent team work skills and customer focus

- Ability to coordinate tasks and priorities across multiple projects

- 3-5 years total experience

- Familiarity with SAP ECC (MM)



Preferred Qualifications:

- Business Experience in a Request to Pay function (Purchasing services)

Primary Location: US-MI-Warren

Posting Date: Mar 9, 2015, 1:04:39 PM - Ongoing

Job: Purchasing


Thứ Ba, 10 tháng 3, 2015

SAPInsider HR 2015: What a Difference a Year Makes

Watching Mike Ettling, President of HR Line of Business at SAP/SuccessFactors, during his keynote at the SAPInsider HR 2015 Conference in (almost warm) Las Vegas this week, I was struck by how captivated the audience was as he detailed the ideal transformational journey to human resources (HR) cloud.


Maybe it’s because he used made the journey analogous to one of the best-loved childhood games – Snakes and Ladders – which everyone related to immediately. I’m not exaggerating when I say that I heard a collective wave of anticipation sweep through the audience with each roll of his (virtual) dice.


When Ettling landed on the “snakes,” AKA the pitfalls to avoid when going to the cloud, there were bursts of knowing laughter as the HR professionals recognized a number of all-too familiar challenges. Indeed, one of Ettling’s main points was that although HR is one of the biggest consumers of cloud solutions, they’re not exempt from the many questions it brings. Audience members seemed almost relieved as Ettling ran through the list of potential gotchas, and how to keep things simple:



  • Steering clear of vendor vipers preaching rip and replace; lurking behind all the happy talk are islands of the disconnected

  • Avoiding the dreaded missing business case by aligning cloud HR benefits to tangible outcomes that matter to the C-suite

  • Heading off the complexity copperhead that threatens to bring the organization backwards; it doesn’t make sense to re-implement the old processes with the new software

  • Don’t get squeezed by cost constrictors that drain away the budget with multiple release cycles and complex integration demands your organization suddenly owns


One of Ettling’s main points was that HR success is not about the technology, but rather using cloud to engage employees in the workforce of the future, one that encompasses every generation across the company’s ecosystem from full-time to contingent. And as for that business case, he reminded the audience that research findings consistently correlate high engagement to shareholder value. SAP human capital management software customers are beginning to agree with that reasoning. Based on a show of hands, Ettling garnered much applause when he remarked that the number of companies now using SAP HR cloud solutions had increased 700 percent since last year’s event.


The ladders to cloud success are many, from scoping out change management requirements to making sure best practices content is available and choosing experienced partners. Ettling captured this audience’s attention with a thoughtful gamified message, but everyone is well aware that getting to cloud is serious business for the future of strategic HR.


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This story originally appeared on SAP Business Trends.






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How to Hire People Who Will Change the World

Thứ Hai, 9 tháng 3, 2015

DSAG: Trends and Technologies in the Real World

Pragmatism was the dominant theme of this year’s DSAG Technology Days conference in Mannheim, Germany. The focus was also on sharing knowledge, with experts of the German User Group revealing the trends for 2015.


You had to be quick to get a ticket – for the third time in a row the DSAG (Deutschsprachige SAP-Anwendergruppe, German User Group) Technology Days conference, held on February 24 and 25, 2015, was sold out well in advance.


This year’s conference took a pragmatic look at application development, analytics, SAP HANA, mobile, cloud, and interfaces like SAP Fiori. How relevant are they to users in the real world? How do you implement them? How do they fit together? What best practices are there? DSAG members, SAP partners, and delegates from SAP addressed these questions in break-out sessions and in over one hundred presentations.


DSAG’s technology executive Hans-Achim Quitmann, Group CIO of Carl Zeiss, called for members to get more involved. Doing so paid off, he said, citing a number of examples of DSAG’s influence, such as improvements to the technology components of SAP UX Explorer. The usability of test, training, and validation systems in the cloud had been improved thanks to an initiative started by members. The systems used to be available only within SAP but now customers can request access, which they receive within hours. Another example is SAP Solution Manager, whose maintenance planner helps keep system upgrades on track and projects running smoothly.


Speed versus perfection

Quitmann said that speed, standardization, mobile capabilities, and security were the key factors for digitalization. Speed was what had made the Google Glass prototype a success: The time from idea to creation had been just a few days. Technology components should be standardized to make them easy to maintain, enhance, and upgrade. That would ultimately make everything faster. According to Quitmann: “If companies want to devise new business processes quickly, if they want to adapt quickly, then they have to be prepared to accept an 80% solution.” An 80% solution can often be achieved with 20% of the resources. Covering that final 20% to the perfect solution required 80% of resources.


Double-digit growth in the mobile market shows how important this sector is. In each quarter of 2014, 300 million devices were sold worldwide. That’s why today’s applications have to be mobile, and they have to be platform agnostic. Mobile computing has implications for security. The boundaries between personal and business mobile devices are blurring. Companies are struggling to meet the need for faster business processes. The structures are new and not yet established, leaving companies’ IT vulnerable. No one factor can be considered in isolation. “Trends and technologies are interdependent,” says Quitmann. His advice:



  • Don’t spend too much time pursuing perfection

  • Work on standardization to remain flexible

  • Devise hybrid scenarios because – for a while at least – on-premise and cloud solutions will be deployed in parallel


Business departments have more say

This year’s investment survey, presented by DSAG’s chairperson Marco Lenz, revealed similar trends. The 256 respondents were asked how much their companies were planning to invest, how they would spend that money, and what investments they would make in SAP applications. IT budgets have doubled to 3.5%; SAP budgets have increased 5%. IT budgets have declined slightly overall in Austria, but SAP budgets there increased to 9%. Switzerland was the biggest investor, with budgets of 8% for IT in 2015, with 7.6% just for SAP solutions. IT departments will release a quarter of their budgets to give the business a greater say in purchasing decisions.


One third of the companies surveyed would invest primarily in mobile applications, interface improvements, and analytics. Half of the companies will still be investing in on-premise solutions such as SAP ERP, one fifth was planning cloud and in-memory investments, and one fifth was working on Industry 4.0. “Companies invest according to their needs. That is why they are moving at different speeds,” says Lenck. “Besides consolidation projects, they are also investing in innovative solutions. We need SAP solutions for all of them.”


Photo: DSAG






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City of Boston Web Portal Redesign — Another First

Boston, home to the first windmill, lighthouse, public park, secondary school, regular newspaper, public anti-smoking law, and chocolate factory in America, is a city known for innovation.

So when it came to redesigning one of its web portals this year, no wonder city officials continued the tradition by seeking the help of User Experience Design Services from SAP.


City-of-Boston_1


Opportunity: Simplify, Organize, and Regroup

The City of Boston’s Department of Neighborhood Development (DND) web portal serves a wide range of users: Boston residents, property developers, and local business. The information needs are diverse. While the site had always done its best to meet every need, the portal users said information was hard to find. And without proper design guidelines to follow, the site not only looked cluttered, but opportunities for branding were being lost. The city of Boston knew that something had to be done about the portal’s design, and it had to be done within the city’s budget limits.


Eliad Goldwasser, Anthony Jakubiak, and Jonathan Judal from the Design & Co-Innovation Center (DCC) from SAP in North America were asked to help the city re-design the City of Boston DND portal. All three members from the DCC team in Palo Alto brought various design backgrounds in research, strategy, interaction and visual design. The team was able to offer the city their proven skills and experience, plus the assurance that any design proposed would be feasible. This assurance was possible thanks to help from the SAP Web Portal Engineering team in Israel. Anthony says “The portal team was great to work with. They made themselves available, they were great with feedback and helping us understand those [technological] constraints.” Regular consultations with the SAP Portal team ensured that time and effort was spent only on designs that could be implemented on the city’s current system.


The project took six weeks and resulted in much more than redesigning the City of Boston portal to look better.


City-of-Boston_2


Approach: Preparation, Research, and Getting Everyone Talking

The design process is highly effective but it can make people a bit uneasy for those experiencing it for the first time. “Our goal going into this project was to make them as comfortable as possible with a sometimes uncomfortable process”, says Anthony. The Design & Co-Innovation Center from SAP team knew this site redesign might require big changes in how information is organized. And those changes might affect owners of that information. So, to make sure they understood the needs of everyone involved before they started designing, the DCC team spent a week doing research.


Eliad explains: “We met with nearly every subdivision within the Department of Neighborhood Development (DNC) and spend over 15 hours over the phone that week trying to learn as much as we could about their ecosystem, goals, motivations and needs.”


After a week of phone interviews, the team knew enough about the City of Boston’s world to create wireframes (paper mockups) of some design proposals. With those ready, the team headed to Boston to begin the series of kickoff and alignment meetings with city members.


The extra time taken to research their client’s needs was appreciated, and it set the stage for collaboration. With a sense that everyone was on the same page, participation in the kickoff and alignment meetings lead to effective final designs.


To learn how city residents felt about the portal, the DCC team attended a housing class in Boston to ask citizens attending the class about their experiences in using the City of Boston portal. They also reached out to property developers. All this research contributed to the new designs.


City-of-Boston_3


Experience: Good Design Goes Deeper

Good design goes beyond making things look better. It takes a closer look at everything in a system, to make sure the system helps make the design work.


In this design collaboration, says Anthony “A lot of what we accomplished wasn’t in the design. It was in bringing the different visions of the city’s stakeholders together to build a common understanding, a common vision, and a common goal for what we were all working towards.” Sometimes this led to new ways of looking at how information was owned and organized. Some of the redesigns involved combining information from different divisions, something that hadn’t been done before. Thanks to these discussions, and the thought put into the designs, the city was able to see that these changes would help Boston’s constituents and residents as a whole.


And when it comes to designing the look and feel of a site, good design also means designing how the site will be maintained. When changes need to be made to the site later on, the city will need the resources to keep the integrity of the design intact. So, the DCC team delivered guidelines for creating icons, links, and maintaining branding strategies. Jonathon says “Although it was beyond the original statement of work, we knew this was what the city really needed. Ultimately, we fail at SAP if we give customers something beautiful that then breaks down in a year because there are no design guidelines to follow.”


City-of-Boston_4


City of Boston

Public Sector


Customer facts


  • Main functions: to set housing policy and manage real estate portfolio

  • Helps building neighborhoods through strategic investment of public resources

  • Consists of seven operational divisions


SAP UX Design Services benefits


  • Advisory Services – Translate SAP’s UX strategy into your business reality

  • Empowerment Services – Enable your organization to achieve the best user experience

  • Innovation Services – Be a leader and create new innovative solutions that provide a competitive advantage


This story originally appeared on the SAP User Experience Community.






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