Thứ Năm, 30 tháng 4, 2015

Apple Watch Makes Time for SAP Apps at SAPPHIRE NOW

As I recommended in a prior post, sampling user experience sessions and demos should be at the top of your to-do list while attending this year’s SAPPHIRE NOW event. As part of your user experience journey, you might want to make the time to check out 12 different SAP apps debuting on the Apple Watch.

watchit.jpgAccording to Martin Lang, Vice President, Enterprise Mobility, IT Services at SAP, most of the apps are live and connect to real SAP systems and processes via the SAP HANA Cloud Platform — which was no small feat to accomplish.

“The availability of SAP’s apps on the Apple Watch are now a reality thanks to a great deal of teamwork between the Walldorf, Newtown Square, and Dublin, CA teams in collaboration with SAP Chief Design Officer Sam Yenand his group.” said Lang. “We also held multiple meetings with Apple in their Apple Watch Lab and held a good deal of virtual meetings to loop in other teams.”

Judging by this list of available apps, it appears the teamwork has paid off:

  • SAP Wire:- SAP HANA Cloud Platform-based instant messaging app, view chats and respond to incoming messages with default messages.
  • SAP Mobile Documents: Control the presentation of slides on your iPhone.
  • SAP News: Corporate news pushed right to your watch, hand over longer stories to your iPhone or iPad.
  • Fiori Cart Approval: Accept/reject workflows or drill into the right level of detail and make a decision without ever taking your phone out of your pocket.
  • SAP Office World Clock: Beautiful way to check on local time for various SAP office locations.
  • Deal Approval: Approve/reject sales deals or hand over the deal information to your iPhone for more in-depth review.
  • Deal Room: Sales collaboration tool for messaging, documents on current sales deals.
  • Cloud 4 Customer: Shows different graphs, top deals, Pipeline.
  • The Perfect Meeting: Managing your customer interactions.
  • Boardrooms Redefined: From the big screen to your wrist, manage your business at an instant.
  • Connected Health: Keeping a constant connection with your healthcare provider.
  • Trip It: SAP’s first consumer app for the Apple Watch. Keeping your travel itinerary at a glance.

While SAP remains device agnostic and offers employees a number of choices including the Samsung Galaxy and Nexus phones when it comes to corporate or BYOD devices, the Apple Watch will be a natural and valuable extension to SAP executives who decided to make an iPhone their primary phone, according to Lang.

SAPPHIRE NOW attendees can see the Apple Watch demos in action at the SAPrunsSAP booth (#SC513). Demos can only be shown on real Apple Watches and need to be connected with the user’s iPhone. Apple Watches will be made available on site for testing purposes only.

This story also appeared on the SAP Business Trends community.
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SAP, the Americas’ SAP Users’ Group and Delaware State University Work Together to Support Historically Black Colleges and Universities

WALLDORF — SAP SE (NYSE: SAP), the Americas’ SAP Users’ Group (ASUG) and Delaware State University (DSU) today announced the launch of an initiative “Project Propel Empowered by SAP” that will enable historically black colleges and universities (HBCUs) to empower their students with knowledge of the latest SAP technologies, better preparing them with critical skills in demand in the SAP ecosystem.

“HBCUs represent a tremendous source of early talent that will help SAP, our customers and our partners to fuel innovation and succeed in a rapidly changing world,” said Bill McDermott, CEO and member of the Executive Board of SAP SE. “I am thrilled that SAP University Alliances and SAP’s Black Employee Network are teaming with ASUG and DSU to drive strong engagement with HBCUs to enhance their students’ academic and career outcomes.”

“ASUG members are seeking graduates with skills in SAP S/4HANA and analytics solutions from SAP, as well as knowledge of the latest industry trends including the Internet of Things, the business network, Big Data and user experience,” said Geoff Scott, CEO of ASUG. “We look forward to connecting our community to early talent at HBCUs skilled in these areas to enable our members to further drive innovation with their SAP investments.”

“Delaware State University is honored to be working with SAP and ASUG,” said DSU President Harry L. Williams. “We are excited to be the HBCU Center of Excellence for this initiative. As a result, Delaware State University will support faculty from HBCUs across the U.S., enabling students to gain hands on experience in SAP’s latest technologies as part of their degree programs. This initiative is truly a monumental movement in ensuring the exposure of emerging technologies to students.”

“Building and attracting a diverse workforce is imperative for success of any business,” said the Honorable Chris Coons, U.S. Senator from Delaware. “I applaud SAP for specifically recruiting and developing individuals with different backgrounds and life experiences that will help the company grow. This fantastic partnership between SAP, the HBCUs and Delaware State University will provide win-win opportunities for students and the company.”

“I am always pleased when companies and non-profits come together to partner with HBCUs to invest in our future through students,” said Congressman Bennie Thompson, Chairman of the Congressional Black Caucus Institute. “The technology and resources committed by SAP and the Americas’ SAP Users’ Group will help educate the business and technology leaders of tomorrow and allow students to effectively compete in a global economy. I congratulate SAP and Delaware State University on this partnership and look forward to the launch of the initiative.”

The mission of SAP’s Black Employee Network is to help foster a best-run culture that cultivates awareness and inclusion for SAP employees of African descent by prioritizing recruitment, bolstering retention, providing mentorship and empowering upward mobility.

The SAP University Alliances program is a global initiative that builds the next generation of talent for the digital enterprise and drives innovation from universities to the SAP ecosystem. At more than 2,000 member institutions in over 85 countries, SAP University Alliances works with faculty to develop highly qualified graduates with critical skills for the 21st century workforce.

ASUG is the world’s largest independent SAP user group, made up of more than 100,000 individuals in more than 17 industries across the SAP ecosystem, with a mission of providing ASUG members with the resources, tools and connections they need to maximize the return on their SAP investment.

Delaware State University has a long and proud history as one of America’s HBCUs, preparing its students for the global challenges of the new millennium and beyond. The university takes pride in its heritage as one of the country’s land-grant educational institutions, rooted early on in agriculture, mechanical arts and education. While traditionally a minority-serving institution, DSU continues to grow in diversity and boasts a robust international population.

For more information, visit the SAP News Center. Follow SAP on Twitter at @sapnews and ASUG at @ASUG365.

Media Contact:

Susan Miller, +1 (610) 661-9225, susan.miller@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.
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SAPPHIRE NOW: Real-World S/4HANA Customer Experiences

One of my first blogs this year covered the epic rise of digital transformation as this year’s “New Black.”  Fast forward to just before SAP’s major annual customer conference, SAPPHIRE NOW + ASUG 2015, being held May 5-7 in Orlando, Florida, and the excitement about digitization is at fever pitch.

The SAP S/4HANA vision was announced in February, and the execution is on display at SAPPHIRE NOW. Every company’s journey is unique, and here is a snapshot of must-see sessions.

La Trobe University Transforms Business with SAP Simple Finance

Find out how this world-class Australian university simplified its IT landscape, and streamlined operations using SAP Simple Finance with the SAP HANA Enterprise Cloud service, and cloud solutions from the SAP HR portfolio.

Geberit Runs Simple and Real-Time

Recognized by the plumbing and HVAC industry as a market leader, Geberit is transforming business processes to stay ahead in the market for its globally renowned products. Hear lessons learned from the company’s worldwide deployment of SAP Simple Finance and SAP Fiori, including how easy access to real-time information supports faster, better decision-making, and simplifies database maintenance.

Bristow Embarks on Digital Transformation

A finalist in the SAP HANA Innovation Awards, Bristow is well on its way to achieving its goals for operational excellence, including business process standardization and exceptional consistent global operations. See how this Texas-based leading provider of helicopter services is replacing legacy systems with SAP Business Suite powered by SAP HANA, and preparing to transition toward SAP S/4HANA. The outcomes include faster innovation, simplification, and reinvented business processes.

Swiss Re Transforms Finance with Real-time Insight

Hear how this global financial services leader is reducing risk and simplifying operations by bringing together transactional processes with real-time analytical capabilities on one common finance platform: the SAP Simple Finance solution powered by SAP HANA. Find out where Swiss Re is on its transformational journey, and what’s next on the horizon.

Across SAPPHRE NOW this year, customers, along with SAP experts, will be center stage sharing step-by-step guidance on how to transform business with SAP S/4HANA. Registration is open for the ASUG (Americas’ SAP Users’ Group) Pre-Conference session, which includes SAP S/4HANA sessions. The ASUG HUB has the group’s full agenda, featuring hot topics like Internet of Things, analytics, Hybris and SuccessFactors, along with examples from major industries. And, plenty of SAP S/4HANA product experts will be on-site providing hands-on demos with real-world examples of innovations in action.

For a sneak peak at the SAP S/4HANA Exhibit, including the “Boardroom Redefined” showcase,  take a look at my colleague Tim Clark’s blog on 5 Can’t-Miss Experiences At SAPPHIRE NOW and ASUG Annual Conference.

There’s no doubt that digital transformation is driving growth across every industry. Companies will be at SAPPHIRE NOW to find out how they can take the next steps to run real-time and run simple.

Follow me @smgaler

Related posts: SAPPHIRE NOW Answers the Top Questions Human Resources and IT have about Cloud

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SAP Helps Clear Traffic Jams

Increasing urbanization makes it difficult for cities to control traffic. SAP cooperates with local traffic authorities to make traffic in metropolises flow smoothly.

Many cities are experiencing a rapid growth in public and private transportation caused by increasing urbanization and an expansion of the urban life style. This creates many challenges: denser traffic flow, greater traffic volume, and more traffic jams, which in turn increase the potential for traffic accidents.

Passenger transport in Germany has grown 20% since 1997 to roughly 50 million cars. The situation in other countries such as China, however, is far more extreme. With an estimated 78 million vehicles at present, the number of vehicles in China is increasing more than 100% every decade. China also has a new car registration rate of 16 million automobiles per year, which constitutes roughly half all global registrations.

Naturally, local traffic authorities are very interested in planning and optimizing their traffic regulation. SAP has been working with several partners for many years to maximize the efficiency of smart traffic with the SAP HANA database.

Dr. Norbert Koppenhagen, vice president of Research & Innovation at SAP, explains: “Smart traffic is one of the hottest topics in the competition for smart cities. It is also crucial in answering the question of how to organize a city and its infrastructure so that it is simultaneously more intelligent and more pleasant for the citizens.”

Smart traffic concepts in China

Together with traffic authorities and local partners in China, SAP is working on the development of specialized control systems to optimize every-day traffic in large cities and offer reliable support in traffic planning processes. Open and flexible smart city platforms are key elements of the strategy. They make it easier for authorities to access up-to-date information, enabling them to answer the following practical questions: How many people are using public transportation systems right now? How high is the traffic volume downtown? Are there any events influencing traffic at the moment? How can current data information and prognostics for the future optimize our potential?

Users can connect certain apps for mobile devices to the platforms and access the data in real time. One such mobile application is project “CityApp.”

“Citizens and tourists of the metropolises as users are the main focus of ‘CityApp,'” says Koppenhagen. “The idea is to help the users find the nearest free parking spot quickly and easily, for example. Or to show them how they can avoid current traffic congestions. Our hope for the future is that the app will automatically direct the users to a free parking spot or transfer point within the kilometer, as well as optimize the flow of traffic in real time.”

The SAP Innovation Center in China has already implemented a control system for the metropolises of China that displays the incoming and outgoing traffic flow on a digital map. As an example for the Internet of Things (IoT) application scenario, this digital map acquires information from several sources. The main streets of the Chinese metropolis are equipped with sensors, cars are outfitted with RFID chips, and partners from taxi services and bus companies provide GPS data information.

“The map can tell us exactly how many vehicles arrive in or leave a certain city district in the early morning hours. We can then use this information to predict the after-work traffic.” The data is analyzed through SAP HANA in-memory technology and the results are immediately updated on the digital map. Everything is kept strictly anonymous. “We cannot access any personal information about the cars or the drivers,” Koppenhagen assures.

Forecasts based on real-time data

Another project in cooperation with Chinese cities digitally visualizes critical points of traffic so that authorities can determine the average speed along certain segments of a street – all in real time.

“We want to be able to make short-term forecasts based on the information and data, and make instant decisions accordingly. With the help of specially adapted traffic light circuits, it could be possible to alleviate congestion in peak hours on certain streets by purposely slowing down traffic in outlying areas,” Koppenhagen reveals. Real-time data evaluation with the help of SAP technology could soon make such a scenario become every-day reality.

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Business Change Doesn’t Happen in a Vacuum – In China or Anywhere Else

There are plenty of news stories coming out of China about information technology, business trends, and social change. Here are a few recent examples:

  • Citing statistics from the China Internet Network Information Center, the online news site Tech In Asia reports that China now has 632 million Internet users and, among them, 83.4 % access the Web via mobile device.
  • An article in China Briefing Magazine describes how China’s domestic cloud computing market expanded dramatically in 2014. The market is estimated to grow by at least another 60% over the next couple of years.
  • In a CEO Insight from PricewaterhouseCoopers, Chairman Dennis M. Nally notes that 9 out of 10 CEOs surveyed in China said they were concerned about the availability of key skills. Nally suggests that the question these CEOs need to ask is, “Do I have a corporate strategy and culture that can bring the best out of and retain the Millennial generation?”

At first glance, these look like random sound bites. But there is at least one place in China where all these topics seem to be converging.

It’s a company called China DataCom Corporation Limited.

Let’s Connect the Dots

So what are the intersections points at China DataCom?

The Internet Connection: China DataCom is a mobile Web service provider and part of the China Telecom Corporation group. Its pedigree alone puts China DataCom at the heart of that country’s mobile and Internet technologies. China Telecom is one of the largest telecommunication providers in Mainland China – at the end of 2014, it had about 186 million mobile subscribers and around 107 million broadband subscribers.

The Cloud Connection: In 2013, SAP SE and China Telecom announced a strategic partnership in cloud computing through which the SAP Cloud portfolio would be offered to small and large organizations in China via China DataCom. The first solutions made available through the partnership, and hosted in a China Telecom Internet data center, are a complete suite of human capital management (HCM) solutions from SuccessFactors, an SAP company.

The People Connection: And finally, it appears that China DataCom can answer “yes” to the question about having a corporate strategy to bring out the best in its young workforce. “China DataCom’s vision is to provide mobile Web services with excellent efficiency,” says Xi Li, director of the human resources department at China DataCom, in a recentvideo. “We aim to realize that strategic goal through human resources that match people to needs, effective recruitment, training, and career planning.” (When you watch that video, notice how many young faces you see.)

And as you have probably already guessed by now, China DataCom is using an integrated suite of cloud-based SuccessFactors solutions to help keep its employees engaged and working toward that common goal.

More than a Simple Game

Connecting the dots at China DataCom might seem like a silly exercise. But there’s a serious point to be made here.

Tech turns, business trends, and social transformation don’t happen in a vacuum. They are all interconnected.

Executives everywhere must continue to carefully identify and manage the intersection points of change in their companies. The appropriate response is likely to affect multiple aspects of the business such as financial planning, IT strategy, go-to-market planning, and human capital management.

Business change is a global phenomenon. But it might be of particular interest these days to pay attention to how transformation is being managed in China. Not that long ago, The International Monetary Fund announced that China has surpassed the United States to become the world’s largest economy.

Please join me on Twitter at @JohnGWard3.

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This story originally appeared on SAP Business Trends.



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SAP Provides Greater Flexibility and Speed with Solutions and Extensions Tailored to Customer Needs in the Cloud

WALLDORF — As more businesses invest in cloud software or look to extending their current on-premise solutions to a hybrid cloud deployment, their expectations about cloud-based solutions fitting their specific business needs rise. To meet these growing expectations, SAP SE (NYSE: SAP) today announced that the Service & Support organization now offers a development service to build new cloud applications. The service builds them on SAP HANA Cloud Platform and through the SAP HANA Enterprise Cloud service and also extends existing cloud solutions from SAP. The service is offered on a subscription basis so customers simply pay a monthly fee, which covers development, deployment, maintenance and future updates, and, ultimately, lowers the total cost of ownership. The offering makes it easier for customers to consume cloud innovations, and it reduces the up-front capital expenditure required for the technology.

“As more companies plan to move solutions to a pure or hybrid cloud, they also want the option to tailor those solutions to create a market differentiation for their business,” said Klaus Weber, executive vice president, Custom Development, SAP. “With the services on a subscription basis, SAP is making it simpler for businesses to move to the cloud by maintaining individualized solutions as the mainstream cloud solutions from SAP evolve. Developers at SAP work directly with the customer to determine the best course of action and help create a tailored cloud solution to outmaneuver the competition while keeping solutions running safely over time.”

The rise in demand for tailored cloud solutions is the direct result of several factors. Many customers have unique business needs and recognize that the cloud can help separate them from their competition. The cloud has opened up new market opportunities by providing greater business agility and the flexibility to scale as a company grows. Businesses with custom solutions built into their on-premise environments have sought to extend and adapt those solutions to make them available in the cloud. As a result, SAP is offering its traditional on-premise application development services to build and tailor mission-critical solutions in the cloud with a subscription-based pricing model. Customers can now leverage the cloud to bring innovations to market faster without carrying the burden of operating and maintaining the solutions.

Recently, the American Society of Clinical Oncology (ASCO) announced that its wholly owned subsidiary, CancerLinQ LLC, will use the SAP HANA platform in the development of ASCO’s cloud-based CancerLinQ™ solution. CancerLinQ is a groundbreaking health information technology (HIT) platform that will harness Big Data to deliver high-quality care to patients with cancer. It is one of few major cancer data initiatives being developed and led by physicians with the primary purpose of improving patient care. It provides just one example of how SAP will develop and deliver differentiating solutions that help organizations maximize the potential of the cloud.

“The cloud has become ubiquitous in today’s technology world, but some organizations find challenges in applying it to address their unique business needs,” said Peter Marston, research manager; Application Development, Testing and Management Services (ADTMS) program; IDC. “Customers don’t want to simply know that they can move to the cloud. Rather, they want to move in a way that makes sense for their businesses that creates sustainable competitive advantage and business value. Creating new applications and extensions utilizing the cloud on a subscription basis enables organizations to tap into the power of the cloud for application development speed and agility without breaking the bank.”

To learn more about the topic, see IDC Technology Spotlight “Custom Application Powered and Enabled by Cloud Computing.”

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

Media Contacts:

Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
Shauna Kelleher, FleishmanHillard, +1 (617) 692-0511, shauna.kelleher@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.
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One for All: SAP Sports One at the Starting Line

SAP showcased the new solution SAP Sports One at the Allianz Arena of Munich. Soccer clubs will be the first to be transformed through the cloud solution.

The 7:1 victory of Germany over Brazil in the semi finals of the FIFA Soccer World Cup was a great shock for Antonio Dutra, Jr. and his compatriots.

“But it was also a wake-up call,” says the head of IT at the Grêmio Foot-Ball Porto Alegrense football club. Since then, things have started to change in Brazilian football, and the conviction of many Brazilians that their invincible soccer heroes would surely bring home victory with their unrivaled talent – was deeply shaken.

While visiting the Allianz Arena in Munich, Dutra tells us that his club was the first to perform a strategic “bicycle kick.” His club will debut the successor to SAP Match Insights in May, the solution that helped prepare the German national team and coaches for their World Cup matches. The software will be used to effectively improve the performance of the Grêmio players. This will be followed by the acquisition of SAP Business All-in-One, to bring the business administration of the professional club “to a new level.”

Naturally, Dutra paid close attention to Executive Board members Gerd Oswald and Bernd Leukert and SAP’s General Manager of Media, Sports, and Entertainment Stefan Wagner as they gave first insights to the new sports solutions of SAP Sports One on Monday in Munich.

More than 500 representatives of sports clubs, associations, technology partners, and media from 22 different countries attended the SAP Sports & Entertainment Forum in the home stadium of freshly crowned German champion FC Bayern, hoping to learn how SAP will further digitize the world of sports.

Wagner announced that “We will present innovative solutions in one of the world’s most modern stadiums to give you a competitive edge.” Leukert pointed out that just as Big Data is a part of many aspects of society, it has now penetrated into sports as well and it was now time to “transform the incomprehensible amount of data into practical information that can benefit the sports industry.” He reiterated the importance of this data being available on a platform so that it can be saved and analyzed in real time. According to Wagner, “This allows team managers and coaches to spend more time on the pitch.”

The importance of technology partners

SAP employees and partners proceeded to demonstrate with presentations and numerous demo pods exactly how teams and business operators could manage their affairs more efficiently, how they could win more fans for their team, and how the individual players could improve their performance.

SAP’s technology partners Deutscher Fußball-Bund, Bayern Munich, and TSG 1899 Hoffenheim were present as well to talk about their personal experiences. Stefan Mennerich, Director of New Media, FC Bayern Munich reports that his club will “completely reorganize their digital structure” by July 2016 with the help of SAP. The largest sports club in the world with about 260,000 members is currently modernizing its entire IT landscape based on SAP HANA. For this, the club’s electronic commerce needs to be globalized through SAP hybris solutions, and all digital platforms must be reorganized to win more fans, among other things. Furthermore, the club will install several components of SAP Sports One.

Professor Jan Mayer, sport psychologist at TSG Hoffenheim, explained how modern technology can speed up the decision-making process of the players on the field. With the SAP Helix – a 180 degree 3D projection surface – the TSG coaches can optimize the player’s perception skills, therefore “making their heads work faster.”

Dutra and his Brazilian soccer players, however, are not yet that advanced. For now, he is satisfied with the knowledge that his compatriots are taking the first steps towards becoming world champions once more. After all, he says, Germany’s World Cup victory was also a process that took several years to complete. Before Dutra leaves, I ask him who the current coach is in his club. Luiz Felipe Scolari, Dutra replies. He was coaching the Brazil national team when Germany caused them “this painful experience.”

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Thứ Tư, 29 tháng 4, 2015

Industry 4.0: “Get Down to the Practicalities”

Don’t waste another moment! Get going with Industry 4.0! That’s the message from logistics expert Professor Steffen Hütter from Saarland University of Applied Sciences.

His advice to companies is to stop spending time on visions and to get down to implementing Industry 4.0 by starting with some small-scale projects.

SAP News: Professor Hütter, at this year’s CeBIT, you demonstrated how production systems and sensor technology can link up to create a digital factory that also enables automated inventory management. Is that what is meant by “Industry 4.0″?

Hütter: The mission of Industry 4.0 is to connect up machines, sensors, and people in the production process and beyond. Plenty of today’s machines are brimming with sensors, but they often still function autonomously and do not yet collaborate with each other. “Real” Industry 4.0 looks very different. For example, when a machine senses that a drill bit is wearing out, it automatically orders a new one, sends an SMS to the technical service department, and forwards the purchase requisition to the ERP system.

Many companies are worried that their machines are outdated and that their systems are not sufficiently connected. They are afraid of Industry 4.0. Why do you think that is?

Many companies are disconcerted because they assume that embracing Industry 4.0 means discarding everything they’ve built up over recent years ‒ just at a time when they’re breathing a sigh of relief at having emerged from the latest financial crisis unscathed. But Industry 4.0 does not herald a revolution on the scale we associate with the invention of electricity or the steam engine.

What makes you so sure of that?

Because development cycles are now so short that we can’t even say whether Industry 4.0 will ever actually reach maturity. The transformation to Industry 4.0 is not comparable with implementing a new technology like electricity or the steam engine.

How do you suggest companies overcome their reluctance to tackle this seemingly complex topic?

As CeBIT showed, the period of educating companies about Industry 4.0 is pretty much over. The topic has been discussed at length and everyone knows pretty much what it’s all about. Companies should start their transformation slowly and not try to make the switchover all in one go.

Today’s enterprises spend far too much time talking about strategies and visions. They need to embrace Industry 4.0 on a practical, operational level. What are we aiming for? What will it cost? How long will it take? Those are the basic questions companies should ask before they begin the job of connecting humans, machines, and IT systems.

And, whatever they do, they shouldn’t wait around for a “standard”. It may well emerge at some point and make lots of things easier. But it doesn’t exist yet, so the best approach is to make a start today and avoid losing any more time.

Even if companies “start small”, they will have vast amounts of new data to handle. Are they suitably equipped?

Networking, of whatever sort, always generates more data. If you have three people (or machines) collaborating with each other – instead of two – you’ll see disproportionately more data being created than you had before. That means greater complexity. In the past, we had to think carefully about which data to keep and which to discard, otherwise our hardware would simply have collapsed under the weight. That’s something we don’t have to worry about any more. A scenario that my research group, Qbing, conducted together with IT service provider Orbis on a SAP HANA test system confirms that. I’d go so far as to say that the expression “Data welcome!” fits quite neatly here.

Where do you see Industry 4.0 making a practical difference?

In the electronics industry, for example, a company could embed RFID tags in the machines and tools its uses for its plastics injection molding. Manufacturing personnel could then check the on-screen factory layout to see where the different tools are currently located. In another scenario, when 1,000 power strips reach the end of the production line, an alert could automatically be sent to the forklift driver with instructions to collect the completed products and deliver them to a specified location. Manufacturing and production are not the only areas in which Industry 4.0 has highly practical uses, mind you.

Take the energy sector. If consumers know how much energy their various appliances consume at different times of the day, they can choose to use their washing machine in the evening or at night – instead of during the day – to save money. Of course, many more elements need to be interconnected before scenarios like this become reality. Currently, you can’t even be sure that the digital meters in heating systems are necessarily Internet-enabled.

A host of completely new business models are possible too. Imagine a scenario in which a mechanic from the local car repair shop calls at my home to install a new battery (that my car ordered 48 hours earlier from the cheapest online dealer) three days before my current battery is due to give up the ghost!

You mentioned that Industry 4.0 might never reach maturity. What stage of its development is it at right now?

Well, it still has quite a long way to go. But to put its development in perspective, I’d say it was somewhere between kindergarten and elementary school.

Photo: Saarland University of Applied Sciences, Faculty of Economic Sciences



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5 Obvious Steps to Accelerate Your Path to Leadership

Having worked in the tech space for 30 years (hard to believe it’s been that long), I’m often asked to share lessons learned and secrets to success. I’ve been apprehensive to do so because the first step is to be able to say, without tooting my own horn, that I’m successful.

In the interest of getting past this inner turmoil, here are five steps to accelerate your path to leadership. Some are remarkably obvious, yet it’s surprising how often I don’t see these behaviors in employees and up and coming leaders.

1. Be a Leader

You don’t need to wait until you’re managing people to be a leader. At one company I worked for our mantra was “Everyone is a Leader” and we meant it.  You can be a leader in your first job post college. How?  By being interested in what’s happening in all parts of the company, not just your role. Help colleagues succeed if you’ve got experience or a skill they don’t. Volunteer for extra projects. Be open, collaborative and a great team player.  It’s really that simple.

2. Be Strategic

This doesn’t mean you need to be an expert in a certain field or technology.  It means putting the customer first, the company second and your team/yourself third.  If you take this strategic approach you’ll effectively be ‘punching above your weight class’ to use a phrase that many of my male colleagues like.  You’ll quickly get a reputation for doing the right thing for the customer and the company and that will open many opportunities.  It was for this reason I was given the chance after the acquisition of Business Objects by SAP, to lead the overall integration on the Business Objects side rather than just the Partner business which I led.  I got the opportunity because the CEO of our company felt that I would do the right thing for the combined company and not focus on how to get the best outcome for myself or my colleagues.

3. Communicate better

We’ve all been around colleagues who talk too much.  They take five minutes to say something that should take one. They may be smart, but over time they drive other employees crazy and eventually, people shy away from them. I encourage anyone I mentor to ask trusted colleagues for feedback.  Do you talk too much, do you wander or do you make your point clearly and concisely?  Not talking enough is equally damaging.  You don’t want to leave a meeting and have others wondering why you were there.  In both cases I’d suggest checking in with friends/colleagues you trust to provide open, direct feedback.  For large groups, I spend a lot of time preparing for presentations so I know the content inside and out.  Everyone who sees you present should feel like you are someone they’d like to have on their team.

4. Be flexible and positive

There are a lot of things to be unhappy about.  Every company has areas they can improve and when you go through an acquisition there can be even more to feel negative about.  You want to be known as a person who focuses on what’s positive about the latest acquisition – the additional market it opens up, the new skills it brings to the company, the great products they have.  Too often I see employees take an opportunity when meeting with a senior leader to focus on what’s wrong rather than what they’re excited about.  If you have time in front of a senior leader you want to be remembered for the insight and positive attitude you showed, not the problem you pointed out (which the leader probably already knows about anyway and would fix it if it was easy).  Be the team player who helps your colleagues move forward and focus on the positive.

5. Trust

Trust is the foundation of every relationship and it includes both competence and character. You need both to be trusted.   Strong trust drives collaboration, speed, agility and employee engagement which in turn leads to innovation, organization success and improved financial metrics. I can’t say enough about trust. Make it part of your brand and know that you’ll need to keep working on it throughout your career. Teams change, circumstances change and people change. Don’t take it for granted. Trust is the ultimate leadership and relationship currency and always keep it at the top of your list to be aware of and work on.

While the aforementioned tips might seem simple to pull off, all of them remain a work in progress for me. The good news (or bad depending on how you look at it) is that we are a work in progress throughout our careers. Be open to feedback to ensure you continue to be the leader you want to be in the future.

Janet Wood is global head of Talent and Leadership at SAP.

Photo: Shutterstock



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Telco Transformation: Bold Moves for Big Opportunities

What’s an industry that’s been shaken up and remolded supposed to do? Adapt, of course. That, and have the confidence to make bold moves. And that’s just what communication service providers (CSPs) around the globe in the telecommunications industry are doing.

The question is, however, are they acting quickly enough to retain market share and profitability in order to live long and prosper?

It’s time to be bold

In my last blog, I provided a quick overview of the enormous potential that exists for CSPs, if they choose to move up the stack of opportunities that the connected world presents. However, for the majority of CSPs, this will require some reimagining of their business – from people skills, to IT infrastructure, to business processes.  It’s an incredible opportunity to make some bold moves.

That said, the transformation that this industry is experiencing is not going to go away. So to be able to thrive throughout it all, CSPs are going to need to roll up their sleeves, adapt, and have the tenacity to drive transformation within their own organizations.

What the path looks like

To fully understand where CSPs are in the midst of this industry shift, SAP recently surveyed executives in this industry. The survey took a look at what CSPs believe to be the biggest opportunities for revenue in the future, along with where they are now in their journey and how their business will be changing. Here’s a quick overview of what the data revealed.

It’s about new digital services. Just over half of the people surveyed think that greater than 25-75% of their revenue in the next three years will come from new services. A small minority of CSPs think more than 75% of their business will come from services they don’t offer today, which begs the question – are they the leading edge thinkers – or simply grabbing at straws? Time will tell, but in my opinion, these will be the CSPs in the forefront.

It’s about context. Not surprisingly, the top three services CSPs are considering in terms of value potential, as depicted in the chart below, are all largely based on understanding customers and providing contextually relevant services and interactions.   Location-based services leads the pack, followed closely by cloud services, data monetization, mobile commerce, and the Internet of Things. It’s clear to me that unlocking the power of context is what will drive the most value in this industry.

Value Potential.jpg

Where are they now?

The reality is that most (60% or more) are not fully as prepared for this transition, but they are making concerted efforts, as the chart above shows. Mobile commerce and location-based services are in the most advanced stages of offerings, followed closely by data monetization, the Internet of Things, and cloud services. Nearly an equal number are in the planning or proof of concept stages for each of these services as well.  The good news is that CSPs are taking action. But, the kind of changes that are needed take time to implement, requiring big moves now to create a competitive market advantage going forward.

Can the pace quicken?

It’s obvious from the data discussed here that CSPs understand where they need to go, but I think we’d all agree we that, as an industry, they could be moving faster. Many CSPs are still figuring out how to shift their business in terms of skills and infrastructures so that they can put into place the new business model that they’re envisioning.

In the final blog of the series, I’ll take a deeper look at some of these skills and infrastructure changes as well as look at some examples of telcos that are taking bold and necessary steps forward in this journey.

To understand more about the telco transformation, watch this video and see what the people in the trenches – the CSPs – say about the changes in this industry.

Or follow me at @rickcostanzo on Twitter to join the discussion.

This story originally appeared on SAP Business Trends.



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SAP Runs Simple with Service & Support

WALLDORF — SAP SE (NYSE: SAP) has transformed its service, support and custom development operations to help customers innovate faster and simplify their experience with SAP.

The new, simplified portfolio of services, best practices, methods and tools focuses on outcome-based services. This provides a simple and flexible way to interact with SAP as a result of a clearly defined agreement framework. For example, now available are streamlined SAP contracts and pricing through a new set of global terms and conditions combined with a single order form.

Through this new integrated approach, SAP provides a single service and support lead for most client engagements. The lead is responsible for driving the development of customer innovation road maps and facilitating solution engineering to ensure an all-inclusive proposal that draws on the full domain of SAP expertise.

The Service & Support organization helps customers reduce complexity and total cost of ownership and navigate rapidly changing technology and business demands. Tackling complexity, agility and speed of innovation are key factors in gaining competitive advantage when transforming to the digital economy.

“We have simplified the way SAP approaches client engagements, ensuring a seamless customer experience focused on business outcomes,” said Michael Kleinemeier, member of the Global Managing Board of SAP SE. “We help our customers transition to the future and keep them ahead of the competition by making business models of the future a reality today.”

A key component of this transformation is a new, unified client engagement model aimed at establishing long-term customer relationships based on driving continuous innovation. The maximum engagement level comes with the SAP® MaxAttention™ offering designed for customers requiring a strategic partnership with SAP. SAP MaxAttention offers end-to-end customer engagement based on the features of the SAP solution portfolio and use of the SAP HANA® platform leveraging SAP HANA Cloud Platform as an accelerator. SAP MaxAttention manages the lifecycle of SAP solutions, helps to mitigate risks related to IT transformation and supports continuous business improvements, co-innovation and co-engineering in order to reduce costs.

The innovation framework provided by SAP MaxAttention includes innovation control, operation control and mission control centers. The innovation control center supports and demonstrates prototypes and new business models and processes. The operation control center supports business process operations as well as system operations by increasing end-user efficiency and simplifying software landscapes. The mission control center supports all engagements of SAP MaxAttention in order to address urgent needs. It also monitors all requests from engagement teams.

“Complexity is inevitable with the continuing emergence of breakthrough technologies and rapidly shifting business demands,” said John Madden, practice lead, IT Services, OVUM. “To remain agile and competitive, customers are looking for a partner to help them navigate these seemingly daunting challenges with openness and custom attention, using solutions that best fit their individual needs.”

Talk to Us

Experience how Service & Support helps address the challenge of complexity with simple solutions for a rapidly changing world. Visit the Service & Support booth at the SAPPHIRE® NOW conference taking place at Orange County Convention Center, Orlando, Florida, May 5–7, 2015.

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

About SAP

As market leader in enterprise application software, SAP (NYSE: SAP) helps companies of all sizes and industries run better. From back office to boardroom, warehouse to storefront, desktop to mobile device – SAP empowers people and organizations to work together more efficiently and use business insight more effectively to stay ahead of the competition. SAP applications and services enable more than 291,000 customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

Note to editors:

To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

For customers interested in learning more about SAP products:

Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1SAP (1-800-872-1727)

For more information, press only:

Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
SAP News Center press room; press@sap.com
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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.
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Is Your Workplace Stuck in the 19th Century?

Earlier this week I couldn’t resist an invitation from OpenMind to its book launch of “Reinventing the Company in the Digital Age.”

Always on the hunt for fresh perspectives on digitization, I headed into Boston for what I hoped would be an enlightening event at the venerable Harvard Club. For the most part I wasn’t disappointed with the presentations and roundtable which turned into less of a hard sell on the book, and more of a free-wheeling conversation about how companies need to radically change pretty much everything they do or risk obsolescence.

OpenMind is an online community created by BBVA, one of Spain’s largest banks, offering free articles, books, videos and infographics on challenges across science, technology, economics and business, the environment and humanities. The latest book on the digital age is actually a compendium of articles from heavy-weights in academia and beyond including Harvard University, The Economist, Geoffrey Moore, Wharton, Stanford, Columbia and Berkeley. It covers ground similar to the Workforce 2020 Oxford Economics study I’ve been writing about.

The roundtable speakers agreed that big data and other technologies, millennials, and diversity are forcing companies to work, manage and lead differently. But what hasn’t changed is how customers compete, either by lowering cost or product differentiation. Yet many companies struggle to understand digitization and what it means for their people, business model and ability to grow.

Rethinking outmoded workplace systems

Peter Thomson, co-author of, “Future Work” talked about how millennials (and others) are upending 200-year old concepts of work.

“We have work structures that were built in the 19th century around people working based on their presence,” he said. “People whose job is mainly online still have to sit in an office because the only way their manager’s manager thinks they can have accountability is to see them there.”

Thomson also discussed the dismantling of traditional reward systems. “People want to be rewarded for their output that contributes to the bottom line, not activities around processes,” he said. “In the organization of the future, we value results with genuine rewards. It’s not about attending meetings and not producing anything. It’s not the person who works the longest hours that’s most valuable. It’s the smarter employee who gets the job done quicker who has the greatest value to the company.”

This is precisely why BBVA initiated large-scale transformation of its entire company, encompassing people and technology.

“BBVA has increased investments in digital banking to build a real-time, scalable platform that’s re-engineered processes and improved productivity. Our open, innovation platform has changed our culture and increased our customers,” said Francisco Gonzalez, Chairman and CEO at BBVA. “We’ve brought in new people too, including an American woman who doesn’t speak Spanish.”

What I find particularly intriguing is that a bank is sponsoring an online knowledge community, a great example of how technology is opening up unprecedented opportunities for industries. In the digital age, everyone has a platform – provided they have the quality content and smart people behind it to foster a rewarding conversation.

Follow me @smgaler

Related: Latest Oxford Economics Research Debunks 5 Myths about Millennials

This story originally appeared on SAP Business Trends.
Photo: Shutterstock



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Thứ Ba, 28 tháng 4, 2015

SAP Deployment and IME Purchasing Operations Analyst Job (Detroit, MI, US)

SAP Deployment and IME Purchasing Operations Analyst-FIN0005270

This is a newly created position, reporting to the Global Procurement Transition Manager. The role of the SAP Deployment and IME Purchasing Operations Analyst is to support the SAP Deployment team, Procurement Operations and Transaction Center Optimization (TCO), and facility Indirect Material Coordinators. This role will also work with the Operational Excellence team and other area subject matter experts as part of the Indirect Materials project.

Additionally, the SAP Deployment and IME Purchasing Operations Analyst will:

- Support Indirect Materials Project activities; including site assessments, current / future state mapping, development of policies, processes and KPIs, and implementation activities as required
- Support the SAP Deployment team with developing tools and processes for Indirect Material operations
- Support long-term global transition in phases - Initial Lift and Shift; support the implementation of additional scope of services; support the implementation of Item Master coding on a global basis; support the addition of Direct business transactional work; support legacy systems decommissioning and ramp up of SAP globally; and Integration with Financial Shared Services to drive E2E RTP optimization
- Develop effective Communication Plans and Process Documentation to support all SAP Deployment and Indirect Material Operations
- Facilitate communication and reporting as appropriate with all internal and external stakeholders
- Support provisioning and analysis of exception reports when necessary to highlight significant risks and issues to senior management
- Ability to communicate (verbally and in writing) effectively with senior executive stakeholders and senior business leaders of departments
- Ability to organize and work effectively with complex global project teams or staff from department and agencies participating in this effort
- Demonstrated experience and relevant expertise in SAP and Indirect Material operations

Qualifications
PROFESSIONAL QUALIFICATIONS:

- 2-3 years of applicable business experience in Materials Management
- Familiarity with GM IM&E Purchasing environment including policies, processes, working relationships and systems, including SAP
- Experience at working in a team-oriented, collaborative environment is essential
- Can conform to shifting priorities, demands and timelines through analytical and problem-solving capabilities
- Reacts to project adjustments and alterations promptly and efficiently
- Ability to read communication styles of team members and contractors who come from a broad spectrum of disciplines
- Persuasive, encouraging, and motivating
- Ability to elicit cooperation from a wide variety of sources, including upper management, manufacturing personnel, and other departments
- Ability to defuse tension among project team or other stakeholders, should it arise
- Ability to support successful completion of projects through political sensitivity
- Strong written and oral communication skills
- Strong interpersonal skills
- Must be able to learn, understand, and apply new technologies
- Customer service skills an asset
- Ability to effectively prioritize and execute tasks in a high-pressure environment is crucial
- Knowledge Skills: Company Policy, Indirect Materials Procedures, Indirect Materials Best Practices, Operational/Process Management, Procurement Process, Sourcing Process, System and Technology
- PC Proficiency: MS Office Suite (Word, Excel, PowerPoint, Access, Project), Reporting & Analysis Tools, ERP systems - preferably SAP

KEY COMPETENCIES:

Customer Focus: Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; talks and acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Decision Making: Makes good decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressures; able to make quick decisions; makes good decision based upon a mixture of analysis, wisdom, experience and judgment; sought out by others for advise and solutions; uses rigorous logic and methods to solve difficult problems with effective solutions; can see hidden problems; looks beyond the obvious and doesn’t stop at the first answer; can decide and act without having the total picture; can effectively cope with change.

Drive for Results: Takes prompt action to achieve objectives; is positive; can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results; pursues everything with energy, drive, and a reason to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.

Integrity and Trust: Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; doesn't blame others for his/her own mistakes or misrepresent him/herself for personal gain or protection.

Interpersonal Savvy: Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; listens; builds constructive and effective relationships; uses diplomacy and tact.

Organizing: Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information and files in a useful manner.

Teamwork: Works effectively with team or those outside the formal line of authority to meet customers' needs and accomplish goals; demonstrates commitment by visibly supporting the work and decisions of the team; finds common ground with others with different work styles; offers assistance and support to others; maintains a constructive, positive outlook in working with others.

EDUCATION / CERTIFICATIONS:

Associate’s degree required, Bachelor’s degree preferred
Primary Location: US-MI-Detroit
Posting Date: Apr 28, 2015, 10:16:48 AM - Ongoing
Job: Finance

Global Indirect Material Management Manager Job (Detroit, MI, US)

Global Indirect Material Management Manager-FIN0005274

OVERVIEW AND OBJECTIVES:

This is a replacement global leadership position, reporting directly to the Global Director, Procurement Operations. The role of the Global Materials Management Manager is to plan, execute, and finalize complex global Master Material projects according to strict deliverable due dates, within budget guidelines to meet operational and client satisfaction expectations within the scope of Procurement Operations, Request to Pay Group. This includes securing project resources and coordinating the efforts of existing team members and third-parties or consultants in order to deliver projects according to planned statements of work and budgets. This role will also manage Indirect Material SAP deployment objectives and oversee quality control throughout a method execution plan.

Additionally, the Manager, Global Indirect Material Management will:

- Be responsible for planning and managing the day-to-day complex global SAP Indirect Materials Management projects under the oversight of the Procurement Operations Director.
- Direct Staff in the development, analysis, and completion of business cases to support SAP deployment timing decisions.
- Develop Global Material Master and Governance and maintain global standards for UOM and material groups.
- Manage long-term global transition in phases - Initial Lift and Shift; Implement additional scope of services; Implement increase third party thresholds; Implement Item Master coding on a global basis; Manage legacy systems decommissioning and ramp up of SAP globally; and Integration with Financial Shared Services to drive E2E RTP optimization.
- Develop, clarify and manage the scope of a long term complex global transition project.
- Monitor external service provider work load management in collaboration with the ME Launch Teams and monitor KPI's.
- Define contract deliverables and achieve targeted outcomes through Project Scoping documentation that describes the project deliverables.
- Collaborate and maintain relationships and communication with SAP Governance Team.
- Manage timely completion of all MM SAP UAT test cases.
- Monitor completion of all MM SAP access mitigation issues.
- Establish and update Indirect Materials PRM requirements.
- Manage countermeasures to all Indirect Materials SAP related deployment issues.
- Establish and manage operational coding budget for GMNA.
- Operate as the Global Coding System Owner and complete system requirements in alignment with Corporate policies.
- Ensure long term project requirements are achieved in a timely fashion and within budget guidelines by developing detailed Project Plans (time and costs/revenue).
- Oversee all Indirect Materials coding issues in multiple systems (Heiler, IMPAC, OLIMPIC, & SAP)
- Central Point of Contact for all inquiries and business issues for customers inside and outside of Indirect Materials-RTP.
- Assemble project teams, identify needed resources, assign responsibilities and develop timeframes to facilitate successful completion of project activities and deliverables.
- Determine project costs/ensures delivery on time and within budgetary guidelines including oversight of cost/benefit analysis.
- Ensures compatibility and consistency with existing project architectural and enterprise standards.
- Develop effective Communication and Quality Plans to support all Transition projects.
- Prepare Lessons Learned and Post Implementation Reviews upon project completion.
- Facilitate communication and reporting as appropriate with all internal and external stakeholders, including the monthly IMC meetings.
- Manage provisioning of exception reports when necessary to highlight significant risks and issues to senior management.
- Demonstrated global leadership qualities such as conflict/issue resolution, the ability to run a Transition project or serve as Transition project manager on a long term complex global program team ensuring a successful project lifecycle.
- Ability to communicate (verbally and in writing) effectively with senior executive stakeholders and senior business leaders of departments and external 3rd parties or agencies participating in the various Transition projects.
- Ability to organize and work effectively with complex global project teams or staff from department and agencies participating in this effort.
- Ability to Manage a Direct and Indirect (dotted line) Global Team
- Demonstrated experience and relevant expertise in the design and building of distributed and enterprise solutions.

Qualifications
PROFESSIONAL QUALIFICATIONS:

- 5-8 years of applicable business experience and 3 or more years of long term complex and/or global project management experience. PMI certification preferred.
- MBA preferred
- Familiarity with GM IM&E Purchasing environment including policies, processes, working relationships, systems including SAP
- Strong familiarity with project management software, such as MS Project.
- Demonstrated experience in personnel management as well as Transition Management.
- Ability to communicate with senior executives and business leaders.
- Experience at working in a team-oriented, collaborative environment is essential.
- Can conform to shifting priorities, demands and timelines through analytical and problem-solving capabilities.
- Reacts to project adjustments and alterations promptly and efficiently.
- Capability to lead during times of change.
- Ability to read communication styles of team members and contractors who come from a broad spectrum of disciplines.
- Persuasive, encouraging, and motivating.
- Ability to elicit cooperation from a wide variety of sources, including upper management, clients, and other departments.
- Ability to defuse tension among project team, should it arise.
- Ability to bring Transition projects to successful completion through political sensitivity.
- Strong written and oral communication skills.
- Strong interpersonal skills.
- Adept at conducting research into Transition project-related issues and products.
- Must be able to learn, understand, and apply new technologies.
- Customer service skills an asset.
- Ability to effectively prioritize and execute tasks in a high-pressure environment is .
- Knowledge Skills: Company Policy, Procurement Procedures, Procurement Relationships / Engagement, Procurement Best Practices, Operational/Process Management, Sourcing Process, Supplier Development Process, System and Technology
- PC Proficiency: MS Office Suite (Word, Excel, PowerPoint, Access, Project), Reporting & Analysis Tools, ERP systems - preferably SAP

KEY LEADERSHIP COMPETENCIES:

Customer Focus: Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; talks and acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

Decision Making: Makes good decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressures; able to make quick decisions; makes good decision based upon a mixture of analysis, wisdom, experience and judgment; sought out by others for advise and solutions; uses rigorous logic and methods to solve difficult problems with effective solutions; can see hidden problems; looks beyond the obvious and doesn’t stop at the first answer; can decide and act without having the total picture; can effectively cope with change.

Drive for Results: Takes prompt action to achieve objectives; is positive; can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results; pursues everything with energy, drive, and a reason to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.

Integrity and Trust: Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; doesn't blame others for his/her own mistakes or misrepresent him/herself for personal gain or protection.

Interpersonal Savvy: Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; listens; builds constructive and effective relationships; uses diplomacy and tact.

Organizing: Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information and files in a useful manner.

Teamwork: Works effectively with team or those outside the formal line of authority to meet customers' needs and accomplish goals; demonstrates commitment by visibly supporting the work and decisions of the team; finds common ground with others with different work styles; offers assistance and support to others; maintains a constructive, positive outlook in working with others.
Primary Location: US-MI-Detroit
Posting Date: Apr 28, 2015, 10:18:47 AM - Ongoing
Job: Finance

Scott Russell, COO of SAP APJ, on Partnership with ICC

Scott Russell, COO of Asia Pacific Japan at SAP, talks about the company’s partnership with the International Cricket Council (ICC) and highlights the benefits cricket fans will get from SAP solutions.



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SAP Supports Immediate Relief Actions After Earthquake in Nepal

WALLDORF — SAP SE (NYSE: SAP) will donate EUR 100,000 through the SAP Foundation to aid immediate relief efforts for the thousands of victims of the disastrous earthquake in Nepal.

This donation will support the German Red Cross, which has sent aircraft with 60 tons of relief supplies, including family tents, blankets, hygiene kits, cooking sets and water canisters, as well as a drinking water treatment plant to Nepal.

In the aftermath of the 7.8 magnitude earthquake in Nepal’s Kathmandu Valley, the humanitarian and relief needs in the country are enormous. According to the UN, 8 million people have been affected by the earthquake and 1.4 million require basic aid for food and shelter. The death toll has risen above 4,600 while the region continues to experience aftershocks.

More than 1,500 Red Cross volunteers and 300 staff have been working relentlessly to provide life-saving efforts, first aid to the injured and psychological support, as well as relief in evacuation centers and to those earthquake victims seeking safety in the streets. The humanitarian situation in towns and villages closer to the epicenter of the quake is of major concern. With its narrow, steep mountain roads, traversing the terrain in this rural region is challenging even in normal times. But rain, damaged roads and landslides following the earthquake and aftershocks have increased the logistical difficulties.

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

Media Contact:

Dana Roesiger, +49 (6227) 7-63900, dana.roesiger@sap.com, CET

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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ConAgra Foods Combats Child Hunger

The United States economy is the richest in the world with $17.5 trillion in purchasing power. As such, one would assume that American children don’t go hungry.

Unfortunately, that’s not the case. Approximately 20% of American children live in poverty, and in 2012, 15.8 million children lacked consistent access to nutritious foods vital to healthy living.

Leading the Fight

Determined to lower these numbers, one of North America’s largest packaged food companies, ConAgra Foods, is dedicated to ending child hunger. For more than 20 years, ConAgra Foods and the ConAgra Foods Foundation have led this fight with over $60 million in monetary donations and 355 million pounds of food donation. In addition, employees volunteered nearly 7,000 hours in 2014 during ConAgra Foods’ Month of Service to help the cause.

Employee Pride

In an interview with ConAgra Foods’ Director of Talent Management, KC Bradley, I asked about the corporate culture at the company and their social corporate responsibility initiatives. Immediately her face brightened. “I won’t do it justice,” she said. “It’s important to everyone in the organization.  We show it in fundraisers that we do, charities we support, and charitable work that we do throughout the year.”

Long Term Planning

Currently, SuccessFactors enables ConAgra Foods’ managers and employees to track work-related development trainings as well as relieves the HR department of manual and time consuming tasks. But KC’s vision expands much wider.

Her goal is to note employee passions within SuccessFactors profiles and use that information to match employees with charitable volunteer opportunities that meet their interests. She explained that ConAgra Foods “employs very talented people with many skills, and that’s great for the company, but it can be even better for the community.”

Watch below for the full video interview with KC Bradley.

Orange is the Color of Hunger

Each year, in September, ConAgra Foods employees raise awareness for Hunger Action Month.  The entire company in offices and facilities sport orange gear, and even former-CEO, Gary Rodkin, wore an orange suit to work last September.  These are very passionate people.

How can you get involved and help?

Are you passionate about ending child hunger in America too? Visit http://ift.tt/XLNR4y to find volunteer-opportunities near you. You can learn more about getting involved with the ConAgra Foods Foundation here.  And remember, it only takes one person to make a difference.

For the full ConAgra Foods Customer Journey with SAP, click here.

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This story originally appeared on SAP Business Trends.



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IT Powers the Energy Sector

To survive in a digital economy, utility companies need innovative solutions. SAP S/4HANA wants to be one of them.

As they square up to deal with the changes caused by falling oil and gas prices, the rise of renewable sources of energy, the demise of the nuclear industry, deregulation, and digitization, enterprises in the utility, oil, and gas industries are really feeling the heat.

“Everything flows,” was how Simon Paris, President of Industry Cloud at SAP, began his keynote at the 10th International SAP Conference for Utilities, which this year was co-located with the International SAP Conference for Oil and Gas for the first time.

Paris was referring to commodities such as electricity, water, oil, and gas, which are the lifeblood of our economy. You’d think that the transformation currently sweeping through the utility, oil, and gas industries would be enough to make even the most level-headed decision-maker break out in a cold sweat. But the 1,200 or so attendees from 55 countries who converged on the CityCube trade fair and congress venue in Berlin seemed – outwardly at least – unperturbed: They were clearly eager to use this opportunity to network with their peers and find out about new solutions from SAP.

All eyes were on SAP S/4HANA, the fourth generation of SAP enterprise software, particularly when Peter Maier, General Manager of Energy and Natural Resources at SAP, teamed up with Henry Bailey, Head of IBU Utilities, for a video demonstration of how SAP S/4HANA meets the diverse requirements of utility companies and reduces complexity.

Maier explained how customers could lay the foundations for SAP S/4HANA by first migrating their ERP systems to SAP HANA. They could continue the simplification process, he said, by implementing SAP Simple Finance and then switching completely to SAP S/4HANA to net further optimizations in IT. SAP also gave details of its first industry-specific roadmap, indicating when oil and gas sector customers can expect to benefit from solutions powered by SAP S/4HANA for their industries.

Transformation to a digital enterprise

The agenda in Berlin included an array of information sessions and workshops – hosted by SAP experts explaining the latest innovations and customers reporting on how they are profiting from SAP solutions – and an exhibition at which SAP partners showcased their products and services. The clear message from everyone we spoke to at the event was that, if they want to survive in an increasingly competitive market, utilities need to step up their commitment to becoming digital enterprises.

In a witty and entertaining keynote, professor of forecasting and innovation James Woudhuysen dispelled any fears that the human appetite for energy – particularly in emerging markets – might be dwindling. But he also had some salutary advice for utilities, urging them to focus less on revenues and profits and more on research and development. “If we don’t make technological advances, we’ll fail,” was his stark warning, as he appealed to the industry to devote much more energy to innovation and to look more closely at all the things that are good about carbon, for example.

Klaus Heimann, a former SAP expert on the utility industry and now an advisor to SAP on the future of the sector, shares this view. Speaking to SAP News, he was adamant that this traditional, rather conservative industry needs to invest heavily in digital progress if it is to master the challenges ahead.

Learn more:

Peter Maier on the future of the oil and gas and utilities industries.

Top image: Shutterstock



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Migrate Your Database to SAP HANA in as Little as Four Hours

A database migration is not something companies undertake lightly. Fear of downtimes makes companies reluctant to switch to a new database, even if the benefits are clear. SAP tackles this problem for its SAP Business Suite customers by helping them switch to the SAP HANA platform in as little as four hours.

The costs and business impact of database downtimes can be enormous. Many downtimes, such as airline reservations system failures are unplanned. But there are downtimes that can be planned and managed, for example when a database is replaced. Whether unplanned or planned, database downtime can be expensive and inconvenient, so it is no surprise that companies do all they can to avoid them.

SAP now helps its SAP Business Suite customers overcome their database migration reluctance by drastically minimizing downtimes with an SAP Rapid Deployment solution. SAP Business Suite customers that want to replace their underlying database with SAP HANA can do so in a matter of hours.

Reducing system downtimes minimizes business losses

The first customers that migrated to SAP HANA using this new approach were able to reduce system downtimes by over 50 percent. Every hour saved on system downtime leads to significant cost savings. One IT analyst estimates businesses lose between $84,000 and $108,000 for every hour of system downtime on average. Of course, downtime costs vary, not only by industry but by the scale of business operations and other factors. Financial services, telecommunications, manufacturing, and energy lead the list of industries with a high rate of revenue loss during IT downtime.

While estimates of the cost of system downtimes vary widely, it is clear that in an increasingly networked economy the cost and impact of them is rising. In 2013, the average cost per minute of unplanned downtime was $7,900, up 41% from $5,600 per minute in 2010, according to a survey by the Ponemon Institute, an independent research organization.

Kim Mathaess, Product Manager for SAP Rapid Deployment solutions

Kim Mathaess, Product Manager for SAP Rapid Deployment solutions

Downtime for business-critical migrations only

How is it possible to minimize system downtimes? Kim Mathaess, an SAP product manager for rapid-deployment solutions in Walldorf, explains: “With our downtime-optimized approach we can migrate data while productive systems are still up and running. We can usually transfer approximately 90% of a customer’s source system upfront. Of course, during this phase of the uptime migration, ensuring stability and consistency of the running system is critical. We track all delta information during the first migration step, which means that the system has to be shut down only while we migrate the delta. That way, we can cut downtime significantly. Under optimal conditions, we have reached downtimes of as little as four hours.”

SAP Business Suite upgrade coupled with migration to SAP HANA

While not always necessary, migrating to an SAP HANA database is a good opportunity for customers to upgrade to the latest version of SAP Business Suite. Upgrading the software and migrating the database does not slow the overall process down. The promise of overall optimized downtimes can still be kept.

Mathaess explains: “We not only simplified the migration process, but also integrated and simplified the upgrade process. Just recently, an SAP customer from the manufacturing industry wanted to upgrade and migrate their SAP ERP system to SAP HANA. The uncompressed source database size was 2 TB. Using the new approach, the technical downtime for the upgrade to SAP ERP EhP 7 and the migration to SAP HANA was under 6 hours! If we include additional steps like testing, the overall business downtime was less than a day.”

Overcoming other migration obstacles with a proven method

In addition to the fear of system downtime, there are other concerns, such as unpredictability in scope, cost, timing, and risk that need to be addressed before SAP Business Suite customers switch to SAP HANA.

SAP addresses these concerns by offering a proven migration methodology, which allows for better planning. The rapid-deployment solution automates the migration process with a combination of preconfigured software, standardized content, and end-user enablement. It is complemented by SAP Services to ensure professional planning and a successful implementation.

SAP recommends starting with a solid plan and offers a fixed price, fixed scope strategy and technical design service to define the optimum SAP HANA deployment strategy and migration path, with minimal disruption and risk. More information is available here.

Reaping the full benefits of SAP HANA

According to Mathaess, “The minimized downtime approach helped us persuade customers to overcome their reluctance to migrate to SAP HANA. I don’t know a single customer who has regretted it. On the contrary: These customers now fully reap the benefits of the powerful real-time platform for their operations. They agree that it was worth a few hours of downtime. They are now also perfectly positioned to benefit from any SAP innovations that run on SAP HANA, and from real-time, in-memory computing.”

Learn more

Top image: Shutterstock



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SAP Customer Varian Medical Systems Accelerates Transactions With SAP HANA

PALO ALTO — SAP SE (NYSE: SAP) today announced that Varian Medical Systems is using SAP ERP powered by SAP HANA to accelerate transaction processing in its ERP application. Complex data can now be rapidly analyzed, which drives more-informed decision making.

“With SAP ERP powered by SAP HANA, a transaction that took us three-and-a-half hours is now completed in five minutes,” said Snehashish Sarkar, director of enterprise applications, Varian Medical Systems Inc. “Such speed frees up time for innovation and other more productive activities.”

Varian Medical Systems, based in Palo Alto, California, is a manufacturer of medical devices. Thousands of patients are treated each day using radiation oncology technology from Varian. With SAP HANA data can be analyzed up to 97 percent faster. In addition, time card entry and approval apps built with the SAP Fiori user experience are helping to increase employee efficiency and address costs.

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.
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