Thứ Ba, 30 tháng 6, 2015

Ten Signs that Your Payables Group Is Running Late to the Digital Economy

Managing accounts payable transactions at the speed of the Internet offers advantages today that span many dimensions. You can compress your invoice processing cycle time, lower invoice processing costs, virtually eliminate invoice errors, and better manage cash and working capital, to name a few.

In a digital economy, business performance from a payables perspective can be measured by how effectively you interact with your suppliers. This requires a shift in focus, from manual processing to networked payables. A key enabler is the business network, which allows you to connect and collaborate with suppliers in ways that go far beyond what you can achieve with paper payables.

Are you on the fast track to networked payables?  Here are the first five of ten signs that your accounts payable group may be falling behind.

10. Your go-to commerce tools remain a fax machine, telephone and mail delivery.

Low productivity and higher costs are the two most obvious limitations from these tools, but even larger problems result from poor management of cash and working capital, and difficulties with matching invoices to purchase orders or contracts.

9. Your procurement and accounts payable organizations aren’t on speaking terms.

Processing an invoice isn’t an isolated activity, but part of a larger procure-to-pay (or source-to-settle) process. The ability to link invoices to purchase orders, contracts and service entry sheets, and enable suppliers to invoice against these key transaction documents, deliver new processing potential that can dramatically impact business performance. To make this happen, you need a close working relationship between procurement and AP.

8. Lengthy invoice processing cycle.

Research data shows that poor performers can take weeks to approve a paper invoice. When the process includes mailing an invoice to a remote location before it gets to accounts payable, that cycle time can be longer, and increase the chances of lost invoices and processing duplicates.

7. Double-digit invoice exception rates.

Invoices with errors and exceptions are the most costly invoices to process. Ballpark estimates range from 2X to 10X the cost of a clean invoice. Focusing AP staff on exception management leaves little time for driving suppliers to a networked payables process, where validation rules in the network can handle invoice exceptions for you. A networked payable process that helps suppliers submit clean invoices frees up more time in AP for high-value tasks, such as working with procurement to enforce compliance and identifying early payment discount opportunities.

6. Your business network is designed for processing invoices only.

That ignores the opportunity to improve processing of other key documents such as purchase orders, order confirmations, advance ship notices, and payment remittance.  The better option is to align with a business network that handles a broad set of transaction documents, not just the invoice.

Next we’ll look at the top five signs that AP is running late to the digital economy.

This story originally appeared on SAP Business Trends.

Photo: Shutterstock

via SAP News Center

Redefine Commerce with the Ariba Network

The Ariba network is the leading business commerce network and part of the all-encompassing SAP Business Network.

By connecting businesses and bringing different networks together, Alex Atzberger, president of Ariba, sees great opportunities for the digital economy. However, he also knows that Ariba must generate more volume on the platform and win new customers, while simultaneously not losing sight of the company’s core competencies.

via SAP News Center

Seven Savvy Tips For Making Your Next Employee Your Best Employee

Almost 30 percent of the small business owners surveyed in the last NFIB Small Business Economic Trends Report said they had at least one job opening they hadn’t been able to fill.

That was one of the highest numbers reported in the last 40 years.

If you count yourself among those looking to hire, you may have to do a little more to find the ideal employee than you have had to do in previous years. Review these seven tips and see if you’re missing any opportunities to bring your next MVP onto your team.

View recruiting as marketing.

You carefully tend to the image and increased reach of your business to enhance your likelihood for boosting sales. You don’t go out looking to make a sale only when your pipeline is empty. Take the same approach to hiring. Make your company appealing and visible to job seekers.

Be active on social media.

Broadcast the message that yours is a place where people want to work. Treat current employees right; if you do they will tacitly and overtly communicate that they are happy with their jobs. The vibe will spread.

Develop a great company culture.

You need to provide a workplace where people want to be and be a boss people want to work for. If you’re Mr. or Ms. Grumpy, you have a major problem. Not only will it be difficult to recruit people, it will be difficult to retain people. Sometimes it’s the little, inexpensive perks that can create a “cool factor” that makes yours the place to work, like ice cream every Friday or group outings to an occasional sporting event. Be creative.

Let your employees know you have or anticipate having a job opening.

Put your needs on your employees’ radars. If you have 10 people working for you, you can have 10 recruiters out scouting candidates for you. Quality people tend to hang out with quality people. If your best workers recommend someone, there’s an excellent chance that the candidate will be a winner.

Make it easy to apply.

Honestly, most of the great employees have jobs right now. You need to let them contact you after hours. Savvy companies include a “Work for Us” link on their websites. You could also make it one of the options on your voice mail menu. If a candidate needs to come by after normal hours, make it happen.

Attend local job fairs.

One of the smartest things you can do is to always be in the hiring mode. Keep your feelers out. Sometimes it’s wise to hire a fantastic candidate before you have an opening, for the benefit of your company and to prevent the competition from snagging this gem. Even if you don’t hire immediately, maintain contact and cultivate the leads.

Try a temp agency.

A lot of wonderful employees have started out as temps. One great quality of people willing to temp is that they aren’t afraid to put themselves out there. They want to work, and that’s the first quality you need for a great employee. Almost everything else can be taught.

Seven Savvy Tips for Making Your Next Employee Your Best Employee first appeared at It is republished here with permission.

Top image: Shutterstock

Author: Susan SolovicSusan Solovic_SBC

Susan Wilson Solovic, “THE Small Business Expert,” is an award-winning serial entrepreneur, New York Times, Wall Street Journal, top 100 and USA Today bestselling author, media personality, sought-after keynote speaker, and attorney. recently named Susan a 2015 Business Excellence Award Winner and Dunn & Bradstreet Credibility Corporation named her one of its 2015 Top Small Business Influencers. She was also named in the Top 10 of SAP’s “Top 51 Potential Human Influencers” and consistently ranks in the top 5 of the “Top 100 Small Business Experts to Follow on Twitter.” You can follow Susan on Twitter: @SusanSolovic

The Small Business Coach on the SAP News Center

Do you have a question about how to optimize your small business? Or, do you need advice on how to resolve a vexing problem before it becomes a serious threat to your business? Send your question to The Small Business Coach using the form below, or send an email to .

Read more from The Small Business Coach series.

Be sure to follow SAP’s latest news and events for small business on Facebook and Twitter @SAP4SmallBiz.

Have a question for one of the small business coaches? Submit it here:


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Thứ Hai, 29 tháng 6, 2015

In the Digital Economy, Reinvention is the Word

The digital economy is quickly becoming a fact of life for all of us. More than 2 billion people worldwide are walking around with sophisticated mobile devices in their pockets. Approximately 90% of the world’s data has been generated in the last two years alone. Social networks allow us to exchange ideas and rally support for change with greater ease, speed and reach.

In 2015 so far, companies have further embraced this new world by investing more than $1.7 trillion in initiatives and technology supporting the internet of things (IoT).

When you consider the proof, it’s no surprise that our personal and professional lives are undergoing a massive shift. But when it comes to the business world, the digital economy is much more than a shift – it’s about reinvention.

The digital economy is happening now

According to a recent Economic Intelligence Unit (EIU) study, nearly 60% of executives believe failure to adapt to hyper-connectivity is the biggest risk to their organisation. For those who do seize the promises of the digital economy, an overwhelming 86% view these efforts as a positive influence on their organisation. However, there continues to be some trepidation, with approximately one-third still fearing this new era, stating that the digital economy presents more threats than opportunities.

Where is your leadership team in terms of accepting the digital economy? Do you sense any risks in resisting it? Is it regarded as a positive shift, or are you part of the 33% that think the risks overshadow the advantages?

No matter your answer, the truth remains the same: the digital economy is real – and it’s happening whether you’re ready or not.

Reinventing your business

The digital economy is quickly redefining the culture in which we live and which companies operate. How do I know? I see it every day in my discussions with senior business leaders around the world. Here are three ways this new economy is changing the world now:

1. Your competitors are disrupting your businesses, not digital startups

Surprisingly, your biggest source of competitive pressure continues to be from the established competitors you’ve been dealing with for years. The EIU study reveals that 57% of executives feel “moderate” or “severe” pressure from an established competitor’s digital offerings. On the flip side, under half view digital startups as a threat.

2. Previously stagnant economies are blossoming

Mobile phones are proving their value throughout Africa. Mobile payment apps are helping people overcome the absence of an established banking system. Doctors and teachers are using text messaging to contact more people with limited communications. As the use of smartphones becomes more pervasive, better access to the internet will continue to change the entire economy.

According to the EIU study, Deloitte predicts that internet adoption across Africa, Latin America,and south and east Asia has the potential to increase GDP growth by 72% – leading to 140m new jobs. As a result, average incomes would rise by $600 () per head of household. Better yet, hundreds of millions of people can leave behind a past of extreme poverty, poor healthcare and limited education.

3. Those embracing hyper-connectivity are pressuring your industry to adapt

Think your industry is immune from the digital economy? Don’t be so sure. On the contrary, a wide range of industries are being inadvertently reshaped.

Consider automakers. By installing hundreds of sensors in their latest models, automotive companies are collecting information to improve everything from customer service to product design. However, its impact does not end with the service department at the dealership. Insurance providers leverage this data to monitor how well their customers drive and tailor policy pricing and coverage accordingly.

Even financial institutions are taking advantage of this information to determine whether a customer requesting a loan exhibits behaviours of a risky investment. The ancillary business use of data generated by automobiles is a microcosm of what’s possible when dealing with the digital economy.

What the digital economy means to your business

Companies that embrace hyper-connectivity to its fullest potential will succeed in this new economy. With the power of real-time computing, decision makers can gain real-time insights that help create sustainable competitive advantage. Business users can sift through every piece of data within their reach – no matter the volume, complexity and degree of access required.

However, to make these insights truly transformational, companies need a digital core that binds every piece of information to people, devices and business networks in real time. This form of reinvention simplifies business collaboration, allowing employees to accelerate and intensify business impacts as soon as decisions are reached. More importantly, they can access insights anywhere in real time and with a personalised and simple user experience that does not require a PhD in data science.

Some of the world’s leading enterprises have taken the leap. Others are just getting started. However, there are a significant number of companies sitting on the sidelines. Whatever your case may be, it’s time to reinvent your business model to stay ahead of the competition and get your customers’ attention.

Rob Enslin is a member of the Executive Board of SAP SE.

Photo: Shutterstock

via SAP News Center

SAP and EIU Research Reveals Ways to Leverage the Cloud to Fuel Collaboration in the Workplace

WALLDORF — SAP SE (NYSE: SAP) today announced findings from an Economist Intelligence Unit (EIU) analysis of six companies, large and small, that have implemented cloud solutions specifically designed to foster collaboration in the workplace.

The findings tell a story of how cloud technology can be planned, structured and implemented to help drive innovation and growth. It depicts several best practices that can be helpful to other firms when planning their own cloud journey.

The Tipping Point for Change

The analysis shows that many companies will reach a tipping point where current systems have become taxed by data siloes and collaboration has slowed to a crawl due to duplication of effort, compartmentalization of knowledge and blocking of cross-enterprise initiatives. Companies now are choosing to take a major step forward by moving into the cloud with the intention of leapfrogging to broader integrated solutions over quick-fix options to allow for innovation, growth and competitive advantage.

Solve Real Business Problems

Several of the unexpected business outcomes included:

  • Greater utility of knowledge – Users were able to access knowledge that was historically stored in distant or siloed parts of the enterprise, which facilitated sharing, improved collaboration and helped evolve the intellectual outputs of the firm.
  • Platform for innovation – Companies reported an improvement in the innovation process. With the cloud, users can tap into fresh ideas, rank and prioritize them and make them available and actionable.
  • Pervasive availability of information – Companies highlighted that the availability and accessibility of information drove cost-saving efficiencies in operations, such as shorter dispatch times, more advanced billing cycles and reduced duplication of effort.

These unexpected benefits became apparent after deployment, included insight into new business opportunities and extended operational improvements to adjacent business areas.

“High performing organizations leverage connected networks of customers, employees and partners to improve customer engagement, build meaningful products and operate profitability,” said Sameer Patel, senior vice president, Products and Go-to-Market, Social Software Product Management LABS, SAP. “By enabling your network of experts across your ecosystem to collaborate easily to improve every business process, you see a direct impact on key performance indicators.”

Best Practices When Taking the Leap

The experiences of these companies are beacons for others who have reached their own tipping point in their cloud adoption. The analysis by the Economist Intelligence Unit identifies several keys to success for leveraging the cloud. They include using a wide net of stakeholders across business functions (both inside and outside the organization) from the earliest planning until final implementation, taking an incremental approach to the development and scaling of the cloud operation and following a practice of continuous improvement. By staying open to adding new features based on a combination of the original implementation plan and continuing feedback from users, the system can get smarter and more effective over time – a key benefit of cloud computing.

This connected and integrated approach to adopting cloud presents a very real opportunity for organizations to break down silos and bring data to life to drive innovation, customer engagement and, ultimately, sustainable competitive advantage.

Download “The collaborative cloud” report here for free.

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

Media Contact:

Janice Tsoules, +1 (650) 223-4817,, 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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Thứ Sáu, 26 tháng 6, 2015

Ford and SAP Put Design in High Gear

Over 200 journalists descended on SAP in Palo Alto this week to see how SAP uses a design approach that puts “people back at the center of everything” from healthcare to connected cars.

The visit was part of a Silicon Valley press tour organized by Ford Motor Company, called “Further with Ford,” which showcased the latest innovation from the company’s R&D center and key technology partners, including SAP.

Denis Browne, Senior Vice President of Imagineering at SAP, opened the event saying, “SAP and Ford are coming together because we are both focused on user experience and design. People want a consumer-grade experience no matter where they are. And as we all figure out how to deliver amazing experiences to our customers, design – and for SAP, design thinking – becomes critical.”

Moray Callum, Vice President of Design at Ford Motor Company, stressed the importance of making “an emotional connection with users. Engineers have a lot of fantastic technology that they want to add, but customers are wary of it. So it’s our job to make it more accessible, to make technology seamless and something people enjoy.”

He also talked about how Ford is using technology in the design process. For example, biometrics help measure customers’ responses to the interior design of cars by tracking where customers’ eyes go within a car, and how long they look at particular features. Using EEG measurements, Ford can even estimate what excites people, worries or confuses them about the interior of a car.

SAP showed journalists demonstrations of how Big Data and the Internet of Things are being used to improve people’s daily lives including: seamless in-car services for fueling and parking, preventing sports injuries, and fighting cancer. They also provided a “sandbox” where journalists could see how augmented reality, Google Glass and 3D printing has the potential to oradically simplify everything from industrial design to medical treatment.

The connected car demonstration showed how SAP technology makes it easy for drivers to find parking, fuel or refreshments. The SAP HANA Cloud platform aggregates data from sensors located in cars, gas stations, mobile devices, parking systems and convenience stores. Drivers are then automatically notified when they need fuel, provided with a list of the closest gas stations and special offers for drivers’ favorite snacks available for purchase there.

SAP also presented a connected insurance demo. It works like this: sensors in the car provide data like how fast a person drives, if they made sharp turns or sudden breaks, and driving conditions. Drivers can use the application to understand their driving risk and benchmark performance against other drivers. Insurers use the app to get better visibility into drivers’ performance so they can more accurately calculate premiums.

All drivers must “opt in” to have sensors monitor their driving data and communicate it to insurers.

via SAP News Center

Self-Driving Cars: Joyride or Wrong Turn?

Karl Benz, who sold the first modern automobile in 1886, would recognize its descendants on the road today. They’re sleeker, faster, quieter, and (thank goodness) not open to the elements, but they’re still four wheels and an engine, with a person behind the steering wheel.

Almost 130 years later, though, what we think of as a car is about to change dramatically. We’re on the verge of having cars that do the driving — and the navigating, and a lot more — for us.

LIDAR, radar, cameras, sensors, mapping and navigational software, and all the other technologies necessary to create a basically functional autonomous car already exist. Right now, they add only $8,000 to $10,000 to the base price of a vehicle, a figure that will inevitably drop as the technology continues to develop on an exponential slope that’s turning vertical. Google has been testing driverless cars since 2009. BMW, Audi, Tesla, and many others are developing their own versions. You’re likely to see completely self-driving cars in dealerships within the next five years, first in luxury models, and then at every level.

Automating what’s now under the control of fallible and reckless human drivers will make cars safer and more fuel-efficient while freeing people to do other things in the time they once spent driving. Morgan Stanley estimates the avoided accidents, fuel costs, and productivity gains will save $1.3 trillion a year in the US alone — an amount equal to 8 percent of the country’s current GDP. Given the potential impact of returning that much money to the economy, self-driving cars may well become the norm, if not mandatory, in many places.

At the very least, this will upend so-called “car culture.” When cars with human drivers are allowed on public roads only under certain circumstances (or not at all), even today’s rusty clunkers might become coveted collectibles driven under special licenses or in limited areas. In daily life, people who identify strongly with their cars and love to drive may, however grudgingly, learn to love the autonomous automobile. On the other hand, they might balk.

Car culture is just one of many areas in which the prospect of self-driving cars creates multiple, sometimes conflicting scenarios. They will affect almost every industry and alter many parts of modern life we currently take for granted.

Oh, the places we might go

We can’t predict exactly how the self-driving car will change society, but we can imagine quite a few changes that might occur, both good and bad.

Where we live – When a long commute is just another opportunity to relax or work, suburbanization and sprawl might increase. Yet autonomous cars could also make dense urban areas more appealing and livable by reducing traffic, eliminating parking problems, and offering an efficient alternative to fixed-route mass transit.

Car ownership patterns – People who currently rely on public transportation might choose to buy a car that can find the fastest routes and best parking spaces on its own. On the other hand, Adam Jonas of Morgan Stanley points out that most cars are only in use 4 percent of the time. Car ownership could collapse if owners could use one car for many purposes — for example, going to work, then sending the car home on its own to pick up your kids — or if a readily available pool of shared drone cars lets many people give up ownership altogether.

Automotive design – Cars will look different when they no longer need to accommodate a human driver. They may be smaller, lighter, and faster, with fewer lights and more passenger space. With more cars traveling faster in greater proximity with fewer accidents, roads will change, too.

Economic fallout – When people no longer need to concentrate on driving, they’ll be able to work and play in their cars instead. This opens up enormous new employment and revenue opportunities as automakers, OEMs, and content providers fight to deliver audio, video, apps, and other content as well as the hardware to access it. On the other hand, jobs that currently require human drivers may wither away like buggy whip makers after the birth of the Model T.

Aging – On-demand access to self-driving cars will be a tremendous boon for people who cannot drive, particularly the elderly. Studies show that 79 percent of seniors age 65 and older live in car-dependent suburban and rural communities, and that once seniors stop driving, they make significantly fewer trips to the doctor, to shops and restaurants, and to visit friends and family.

SafetyGoogle reported that its test vehicles were involved in only 12 accidents between 2009 and early 2015 — all of them the fault of other drivers. Nonetheless, self-driving cars will need to be programmed for outlier scenarios and ethical dilemmas, like choosing between hitting a pedestrian or swerving into oncoming traffic. They will also need to include an option for manual control or programming overrides in situations such as bad weather that interferes with navigation technology or the need to race to the nearest hospital.

Liability – The insurance industry will eventually solve the question of who pays for damages — the company that made the car, the software driving it, or the sensor that failed to detect a risk — in an accident involving automated vehicles. What’s unclear is whether the potential for enormous damages will increase, since companies have deeper pockets than individuals, and the effect this might have on insurance rates.

The automotive industry – The automotive business model will face unprecedented shifts. The total number of cars owned and/or in existence, for example, will depend on whether people continue to own cars individually or adopt a car-sharing model. Additionally, software that manages everything from navigation to acceleration to entertainment (far more than the human driver does today) will make up as much as 40 percent of a car’s total value.

Driving your business — literally

Autonomous cars will generate and communicate vast amounts of location and activity data about themselves and their passengers: frequent routes, map and data updates, traffic data and forecasts, reservations for parking or a particularly busy road, signals between vehicles, content being created and consumed, and much, much more.  Every company that makes, manages, or uses a vehicle needs to start thinking now about how they will use this data, who will control it, and who will have access to it. The robust, scalable technology necessary to process, analyze, and protect all this data needs to be in place well before it starts flooding in.

Turns and curves ahead

We’ve become inured to the depth of our dependence on cars and trucks. They’re so woven into our lives and our very culture that we take them for granted. But most of what we think we know about vehicles is going to change imminently. That’s going to upend quite a lot of what we think we know about business and life in general.

Whether you own a car or not, whether you work in the automotive industry or not, these changes will affect you in ways both small and profound. The time to prepare is now.

Want to learn more? See How To Direct Your Digital Future: 4 Questions

This story previously appeared on SAP Business Trends.

Top image: Shutterstock

via SAP News Center

The Spin with Megan Meany: Fighting Forced Labor, Victory at Luhmühlen, CEO Summit in Puerto Rico

SAP TV Senior Correspondent Megan Meany has the latest SAP and tech news headlines.

This week’s news, insights and updates include Ariba’s partnership with Made in a Free World to fight forced labor; Ingrid Klimke’s victory at Luhmühlen with SAP Equestrian Analytics; SAP Global CEO Summit in Puerto Rico; and more.

Watch all episodes of The Spin.

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Startup Shifts into Solid Growth with SAP Business One

When Kelsey Networks first deployed SAP Business One with support of SAP partner IIS Group, the company was an ambitious startup looking to solve growing pains many fledging enterprises suffer.

The IT solutions provider, which specializes in the installation and support of various solutions, realized it needed a centralized solution to manage different company activities. Barry Ruston, Company Director, explains.

What systems did you have in place before SAP Business One?

We were using [a popular small business software package]. As a startup company, we began using [it] to manage basic financials. But as we began to grow we started to consider what was going to happen next with our software. [The software] had a lot of bolt-ons which would’ve expanded the solution, but they weren’t really for us.

When we first took on SAP Business One, we realised that we were outside of the standard profile of its average users – because we were a startup organization. When we started we were an organization with a turnover around £100-200k. Effectively, there were only two of us. Now there are eight of us.

What problems were you experiencing with your old software?

At the time we also ran a bespoke database, which actually worked for us quite nicely. But we had issues around sustaining the database and maintaining it. We needed a solution that would track auditable purchases. We also wanted to start working to a structure, rather than working ad-hoc on a sale to sale basis.

One of the biggest problems we were having is that we were running multiple systems and trying to marry them up. Consolidating the data was always an issue. Another problem we had was around stock management. But we also wanted a solution that would incorporate the service arm of our business.

Since using SAP Business One we’ve certainly been able go for bigger and more structured contracts. Additionally, it’s also helped us structure how we work more effectively.

How has SAP Business One helped you strengthen client relationships?

With SAP Business One we are able to offer a ‘cradle to grave’ service to customers now – in terms of procurement, service, support, and ultimately the ability to generate on-going reports for our support personnel. SAP Business One has enabled us to sustain and manage our existing contracts and also bring on new ones with relative ease.

Has SAP Business One helped you deliver projects more easily and to budget?

It has, especially from a financial point of view. Although you still require somebody manually to progress things, all of the tools are in the solution to help us successfully deliver a project.

Typically, before SAP Business One, there used to be a couple of user sites – which we could handle fairly easily. But we’ve got a number of contracts now where we’ve got 50+ users and we can now bring them into the system and manage them. Once the data is in SAP Business One, from that point onwards we can then effectively integrate and store information centrally.

Even after using SAP Business One for all of these years, we know there’s still more to come from the system. We do know it’ll do more for us moving forward.

How has using SAP Business One helped you in your role as a company director?

I can now get a complete overview of the business – a 360° view of what’s going on. Importantly, I can then drill-down into information. This feature has become easier as different versions have been developed. The more data that’s in the system, the more valuable this ability. The standard queries within SAP are also really helpful.

This article originally appeared on the IIS Group web site. IIS is an accredited member of the SAP Partner Quality program.

Photo: Shutterstock

via SAP News Center

Thứ Năm, 25 tháng 6, 2015

Ingrid Klimke’s Winning Ride in Luhmuehlen

SAP advisor for equestrian sports Ingrid Klimke and her horse FRH Escada JS recently won the most important eventing tournament in Germany, the FEI Classics in Luhmuehlen.

Watch Klimke’s victorious ride from her perspective – enriched with fusion data from SAP Equestrian Analytics.

via SAP News Center

Extreme Sailing: So Close Fans Can Taste the Salt Spray

There’s nothing esoteric or inaccessible about the Extreme Sailing Series. The high-performance boats used in this sport are built for speed, and the races are designed to put the spectators as close to the action as possible.

Much like Formula One auto racing, the Extreme Sailing Series is a circuit of international races. Points are awarded at each event, and the accumulated totals determine the ultimate champion.

This year, the 2015 Extreme Sailing Series is visiting eight cities on three continents: Singapore; Muscat, Oman; Qingdao, China; Cardiff, UK; Hamburg, Germany; Saint Petersburg, Russia; Istanbul, Turkey; and Sydney, Australia.

The Extreme Sailing Series has only been around since 2007, but already it attracts some of the best skippers on the planet. And SAP SE sponsors one of the teams doing battle – the SAP Extreme Sailing Team.

Up Close and Personal

These sailboats are very, very fast. The Extreme 40 catamarans are based on Olympic-class boats, but are scaled up to be about twice as big. Built with carbon fiber and using hydraulics to manage the mainsail, they are capable of reaching speeds of 30 knots – that’s close to 35 miles per hour.

But what really makes the Extreme Sailing Series unique is where these races take place. All the international courses are laid out close to the waterfront. So the fans can watch the boats go flying by just offshore, while the sailing crews can hear the cheering crowds.

To deliver a true stadium racing experience, “race villages” are set up at each venue. Free to the public, these viewing locations not only offer a great place to enjoy the races, but also host entertainment and other family activities during race week.

High-Power Performance

With the moniker “extreme” attached, you might imagine that the Extreme 40 skippers attack each race with reckless abandon. But in fact, there’s real science behind these races, and modern analytics play a significant role in the sport.

SAP Sailing Analytics software, for example, provides racing insight to both spectator and skipper. This sailing analytics tool combines data gathered during a race – such as GPS positioning and wind speed and direction – with graphical overlays to provide a bird’s-eye view of the contest.

As a sailing fan, you can visit the Extreme Sailing Series Web site to access real-time race information such as average speeds, in-race rankings, and winning margins. You can also see analysis of the completed events. (Be sure to check the schedule. There is still plenty of 2015 racing on tap.)

The sailors directly benefit from analytics too.

The crews and support teams are constantly evaluating how the variables of wind, tide, and current affect the outcome of a given race. Now they can scientifically analyze this data to gain a better understanding of exactly what happened. This knowledge can help the teams optimize their performance in future races.

And believe me, this sport is all about performance. There are no style points awarded in the Extreme Sailing Series.

You can hear more about sports and technology by tuning in to the Meet the Visionary Game-Changers radio podcaston June 25 at 10:00AM ET/7:00AM PT. Rasmus Kostner – Co-Skipper of the SAP Extreme Sailing Team – will be part of a live panel discussion titled, Sports and Technology: The Ultimate Fan Experience.

You can also follow the conversation on Twitter via #SAPRadio.

And please join me on Twitter at @JohnGWard3.

This story originally appeared on SAP Business Trends.

via SAP News Center

openSAP Breaks New Ground in MOOCs with SAP Fiori UX Mobile Apps Challenge

The winners of openSAP’s latest SAP Fiori UX  app developer’s challenge have a message for anyone who still thinks MOOCs consist of knowledge transfer through talking head videos and multiple choice tests: the newest dynamic learning community has arrived. Focused topics, hands-on learning and expert support are the hallmarks of a successful MOOC strategy that are just as effective as in-person classroom experiences.

The challenge was part of the SAP-sponsored MOOC, Build Your Own SAP Fiori App in the Cloud, and resulted in three winners of Apple MacBook Air computers, plus a gallery where 170 participants are now showcasing their app prototypes. Of the 20,000 participants who enrolled in the openSAP Fiori challenge, 6,000 completed the weekly assignments and 1,500 created a prototype Fiori app to receive a certificate of achievement. Here’s what the three winners have to say.

Customer Service in a Microbrewery

Staying updated on innovations like SAP Fiori UX is all in a day’s work for Bjorn Harzer, a solution architect at Absoft Limited, a U.K.-based SAP partner focused on usability and mobility.

“Fiori is the new face for SAP solutions, and I wanted to see how these innovations actually work so we can tell our customers what they can do with them,” said Harzer. “Fiori is becoming mature, and with the introduction of SAP S/4HANA, customers need to understand how to move to these new technologies.”

Bjorn Harzer’s Customer Service in a Microbrewery app provides customer service departments in microbreweries with a centralized view of customers, including access to financial details and promotional opportunities for streamlined cross-selling and upselling.

Bjorn Harzer’s Customer Service in a Microbrewery app provides customer service departments in microbreweries with a centralized view of customers, including access to financial details and promotional opportunities for streamlined cross-selling and upselling.

Harzer’s app provides customer service departments in microbreweries with a centralized view of customers, including access to financial details and promotional opportunities for streamlined cross-selling and upselling. “The Fiori interface is a great way to give customer service all the information they need to process, place and track orders immediately. It’s a one-stop-shop to mitigate financial risk and maximize sales and service,” he said.

Electronic Medical Records – Doctor Rounds (EMR – DRounds)

As an intern at Blue Ocean Systems, a Singapore-based SAP partner, Jacob Tan saw the latest Fiori MOOC as the next logical step in his SAP HANA platform education. “I’m intrigued by SAP’s user experience-driven approach,” he said. “I had never built an app before but have been exploring SAP HANA through other openSAP MOOCs, and wanted to learn about Fiori because it’s the entry point for SAP products.”

The EMR – DRounds app from Jacob Tan gives health care professionals instant access to patient information and the ability to seamlessly manage actions across a community of caregivers.

The EMR – DRounds app gives health care professionals instant access to patient information and the ability to seamlessly manage actions across a community of caregivers. During its design, Tan appreciated access to SAP Web IDE (Integrated Development Environment), a cloud-based HTML5 mobile app tool that’s part of the SAP HANA Cloud Platform. “The templates are automatically set up, giving you a head start in design,” he said. “Anyone out there can develop their idea easily and fast. I was able to build an app within minutes.”

Football Team Management

Tobias Hermanns was one of four people from Ordina, an SAP partner based in The Netherlands, to sign up for this MOOC. As a young business consultant at Ordina with limited programming experience, Hermanns saw the online course aligned to his career goals.

“When I started at Ordina in January, I didn’t know anything about SAP, Fiori or programming,” said Hermanns. “The openSAP MOOC gave me the opportunity and flexibility to learn everything I could about developing Fiori apps and installing them for our future customers.”


The Football Team Management app prototyped by Tobias Hermanns, allows managers to analyze historical opponent tactics, obtain feedback from assistance coaches, and plug in players and plays to arrive at the optimal game strategy in real-time.

It made perfect sense for Hermanns to channel his passion for football (soccer to American fans) into an app that offers managers a winning edge. The Football Team Management app brings together historical opponent information, formation options and player selection for streamlined analysis and pre-game play decisions. In real-time, managers analyze opponent tactics, obtain feedback from assistance coaches, and plug in players and plays to arrive at the optimal game strategy.

Hermanns found the peer review, in which participants grade the submissions of five other contestants, equally educational, advancing his understanding of the concept of Design Thinking and the possibilities of SAP Fiori. “I’ve seen a lot of cool ideas from the apps I reviewed. It provided me with a greater understanding of how apps could be used to improve business processes, addressing the user’s pain points, which is the basis of SAP’s Design Thinking approach,” said Hermanns.

Like so many technology innovations, online learning isn’t better or worse than in-person classroom teaching per se. As openSAP and other business MOOCs are finding, it’s a different learning experience that can change the careers of participants and instructors in unexpectedly powerful ways.

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Thứ Tư, 24 tháng 6, 2015

The Power of SAP Partners

With more than 13,000 partners, including 1,400 cloud partners, SAP Global Partner Operations drives a significant percentage of SAP’s revenue and is responsible for bringing in the majority of SAP customers.

Watch as SAP executives Bill McDermott, CEO; Rodolpho Cardenuto, President, GPO; and Maggie Chan Jones, CMO, along with industry analysts and partners talk vision, strategy, product and the future of the SAP partner ecosystem.

via SAP News Center

Preventing the Next Pandemic

An old man suffering from fever and shortness of breath died recently in South Korea. As reported in the Wall Street Journal, he was being treated for pneumonia, but it turned out he died of MERS (Middle East Respiratory Syndrome), a highly contagious disease he probably contracted in the hospital.

The original carrier appears to have contracted it after visiting a camel farm in the Middle East. Like many other contagious diseases, MERS is zoonotic, meaning it is passed between animals and humans.

Now South Korea is grappling with a rising number of cases, fueling public anxiety as kindergartens and schools are shutting down across the country.

Viruses travel at jet speed

One of the most difficult aspects of containing viruses is identifying and tracking carriers. Since the first few cases in South Korea emerged the health ministry already has over 1,600 people under observation.

These new cases of MERS are especially alarming, as they follow hot on the heels of the Ebola epidemic which rattled the world with 24,288 reported cases, of which 10,000 were fatal.

Pandemic prevention requires robust public health systems to detect contagions early in animals and humans, ensure correct diagnosis, and respond rapidly to stop the contagion from spreading. It also requires strong partnerships and collaboration to find global solutions quickly.

Fighting disease with data

SAP has joined forces with a number of institutions including the Hasso Plattner Institute and the Helmholtz Center for Infection Research to develop SORMAS, the Surveillance and Outbreak Response Management and Analysis System to help fight the spread of diseases like Ebola. How does it work?

Surveillance officers collect notifications from community hotlines and health facilities. The data is validated and passed on to case officers who begin the control process which includes decontamination and quarantine. Community awareness programs are critical.

The technology behind SORMAS

The system, which was developed using design thinking and agile application development, is being implemented on SAP HANA Cloud Platform. Incoming patient data is analyzed in real time and predictive tools help project where the disease is likely to spread. SAP Lumira infographics are used to inform the public, and last but not least, the Ariba network is used to quickly mobilize medical suppliers in the region.

Irfan Khan, the CTO for SAP’s Global Customer Operations, recently presented the solution at the IOTx and Big Data show in Dubai.

“Our SAP HANA Cloud Platform shows the power of a real-time, centralized database that can be easily accessed on mobile devices. Healthcare professionals can log patient symptoms, provide a preliminary diagnosis, and track any mutations or symptom changes over time and geography,” says Khan.

SAP has partnered with The Global Fund to fight deadly diseases in many African nations, and has also partnered with Brazilian startup Fumajet to fight vector-borne diseases in Brazil, Angola, the Dominican Republic, and Equatorial Guinea.

With such powerful partners and programs, SAP is really changing the game and improving people’s lives.


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

via SAP News Center

SAP S/4HANA for All Business Areas by the End of 2015

In mid-June, SAP will launch the cloud edition for SAP S/4HANA for all business areas, with the features available on premise in the fourth quarter. The SAP S/4HANA road map.

SAP Simple Finance 2.0 was launched in early April. The first customers, such as La Trobe University in Australia and sugar manufacturer Florida Crystals in the U.S. went live with the latest version of SAP S/4HANA within six weeks. Faster than expected, SAP S/4HANA will not only supplement the financials processes with logistics functions, but also make the functions for all other business areas available in the cloud – specifically, in the cloud edition – in mid-June 2015. Six months later, the comprehensive solution – and the only thing we know about its name is that it will not contain an E, R, and P in that order – will also be available for customers in an on premise version.

From Mid-June 2015: SAP S/4HANA in the Cloud for All Business Areas

From this point forward, innovations will no longer be tied to versions. Instead, they will be incorporated in the cloud edition once per quarter, and also be made available on premise every nine to 12 months. SAP Chief Technology Officer Bernd Leukert calls this approach “cloud first, not cloud only.” Customers who use the cloud will benefit from innovations somewhat faster.

“Installing regular updates is simply a better fit for the cloud,” says Sven Denecken, Global Vice President responsible for Co-Innovation and Strategy, SAP S/4HANA at SAP, who refers to this approach as the “packetization of functions.”

No more waiting for new versions; innovations will take place continuously and be manifested in regular updates.

The Cloud Edition is Software as a Service (SaaS)

SAP S/4HANA in the cloud currently consists of three products that comprise the cloud edition, which is characterized by SaaS qualities:

  • Cloud enterprise edition addresses companies that want to migrate their current ERP solutions completely to the cloud. It covers the main business processes in financials, HR, procurement, production, and quality assurance. It will be available from mid-June.
  • Cloud marketing edition and cloud project services edition concentrate on specific functions. The marketing edition targets experts who support sales promotion campaigns, while the project services edition focuses on service companies – such as consulting and recruiting firms – whose business is project-based.

An update for the on premise edition of SAP S/4HANA, which contains all the conventional ERP processes, will be released this year:

  • The same functional scope of the cloud enterprise edition will also become available to companies with on premise solutions starting in the first quarter of this year; new features will be added in each subsequent quarter. As a result, SAP S/4HANA will become complete sooner than originally planned.

Retrospective: Four Years to SAP S/4HANA

A brief retrospective that shows where SAP S/4HANA actually originated: strictly speaking, the SAP HANA in-memory database had its market launch just four years ago. The database has long since become a platform. For SAP Business Warehouse, the technology delivered real-time analyses and reports; with SAP Business Suite, analysis and transactions converged, making it possible to focus business more closely on current figures – and the SAP HANA Enterprise Cloud platform was created.

Last year, SAP Simple Finance became the vanguard of the SAP Business Suite of the new age, of SAP S/4HANA. Its mission is to provide answers to the questions that lie in untapped deep data, sensor-equipped devices, and social and business networks. Understanding customers ever better and even offering them custom-tailored products — SAP S/4HANA understands customers’ needs. With its simplified data model and improved usability, it represents the cornerstone for the digital transformation that user departments are already talking about in terms such as “segment of one,” “lot size one,” and “Internet of Things.”

The Specifics: Business Area Benefits in Detail

End-to-end manufacturing processes from planning to production, one service spanning all sales channels, optimized campaign management in marketing are all business areas that will soon benefit from using SAP S/4HANA.

Logistics and financial processes are inseparable in the manufacturing sector, for example. If material flows are interrupted and parts are not sent to the production line, time is lost and products are delivered later than planned. Customer payments are delayed accordingly. SAP S/4HANA makes it possible to execute MRP runs several times a day, preventing interruptions in the supply chain and the corresponding delayed payments. But that is only one of the many possible application scenarios for SAP S/4HANA in practice. The most important application scenarios are summarized here at a glance.

Note: Both SAP and certified SAP partners offer customers a road map service. It includes identification of the required solutions, definition and technical planning of the target architecture, and calculation of the business case. For SAP customers, planned innovations for SAP S/4HANA are also available on SAP Service Marketplace.

More information:

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via SAP News Center

How to Build a Data-Driven World

We are swimming in an ocean of data, but this is only meaningful and useful to a company if we can identify correlations, tell a story and improve our business effectiveness.

This is predicated on our data needing to be of the highest quality, right from source. If we have good data and the tools to read it, then we become agile enough to consume new innovation as it becomes available.

Here are three steps we took at SAP to become data-driven:

  1. Clean up
  2. Focus on quality – data management
  3. Build technology and trust – data analytics

One of the first steps we took at SAP, and which we advise other companies to do, was to clean up our data. For example, as part of our SAP S/4HANA implementation, we work hard at getting rid of modifications and unused custom code. However, we understand that there is a small chance that we might need this unused code, so we store it for future use on the SAP HANA Cloud Platform.

By stripping down our active data to as close to standard as possible, we embrace a single source of truth, liberate ourselves from legacy data and we make ourselves flexible and agile enough to benefit from new innovation.

We also focus on ongoing data quality maintenance. We have a dedicated enterprise data management team, whose role it is to maintain high quality data. This becomes more and more important now that we are using hybrid system landscapes with communication between on premise and cloud.  Now that we share information across various solutions across the enterprise, we have to ensure that what we share does not hinder the business processes.  If one process is running at lightning speed, while the other is running batch jobs, companies won’t realize the full potential of their real-time business enterprise. Planning the right enterprise information management strategy is an important step to achieving accurate, valid and timely access to information.

We have also built the tools we need to analyze our data. However, having the right technology is not always enough. The human element is also important. At SAP, we have built a centralized analytics organization, with an analytics business partner for board members and key executives. While the tools and technology are already in place, we also ensure that there is a level of trust and confidence in the analytics partnership. Since the analytics business partner acts as a consultant to the business, he or she is able to ask the difficult questions.

What does the future hold?

In the future, we will see data-driven decisions growing significantly. Everything will be fact-based. This brings a cultural change, because there are no more opportunities to fudge or blur facts. This transparency means there is a new quality of decision-making.

There will be no more frontiers or barriers to the type of data we can analyze – instead we will see a leap in new insights and new intelligence. CIOs have always called for good data scientists, and the need for these will only increase. We will be seeing a new kind of graduate; one that stands on the interface between science and business, and completely new careers. At this stage, we don’t know what we don’t know, but one thing is for sure: change lies ahead. The enterprises that have cleansed their data, focused on delivering quality data and found ways to analyze it both with technology and human intelligence, are the ones that will be able to ride the wave of that change.

This story originally appeared on SAP Community Network.
Photo: Shutterstock

via SAP News Center

Thứ Ba, 23 tháng 6, 2015

Putting Employees First Drives Business Performance

HR and talent professionals have known it for years and now it’s been proven. A recent global study of more than 5,400 executives and employees conducted by Oxford Economics and SuccessFactors, an SAP company, found companies with above-average revenue growth are more likely to provide employees with learning opportunities and to prioritize workforce issues.

Yes, Virginia, development really does deliver results. HR and Talent teams whose senior leaders are not yet enlightened: arm yourselves with these and other findings below and start changing the conversation.

First, the bad news.

Based on responses from the 2,700 non-executive respondents, all companies could be doing better:

  • Not enough employees get opportunities to learn. Only 41% of employees say they get opportunities to grow, and just over one-fifth of employees say self-directed learning is important to their employers.
  • Companies aren’t prioritizing mentoring opportunities. Just over half have a formal mentoring program, and fewerthan 40% of executives offer job rotation and job shadowing.
  • Less than 25% of companies use learning to boost retention. Just 23% of executives offer education to keep employees loyal and engaged.

We’ve all got to up our game to really do right by employees. But the companies that are getting it right(er) are reaping benefits.

Defining “high performers”

In the Workforce 2020 report, high-performing companies have achieved superior financial results over the past three years. Of the executives surveyed, 15% reported above-average revenue growth (vs. 32% below-average) and 14% reported above-average profit-margin growth (vs. 37% below-average).

So what’s driving this high performance?

High performers put their workforce first. For starters, they’re more focused on changing demographics. They’re more likely to identify millennials entering the workforce as the top labor market shift affecting workforce strategy, for example.

Higher performers also are more likely to develop employees. Companies with higher profit margin growth are significantly more likely to offer their employees supplemental learning programs as a benefit, and 58% of high-performing companies have a mentoring program vs. just 50% of low-performing companies.

But here’s perhaps the most telling differentiator: the more successful companies surveyed bake workforce strategy into the way they operate. It’s not surprising that 64% of executives at high-revenue-growth companies say workforce issues drive strategy at the board level vs. 49% of low-revenue-growth companies, and 59% of executives among high performers report their company has an execution plan for achieving its vision of workforce management vs. 51% among low performers.

It’s also unsurprising that 25% of underperformers say workforce issues are a business planning afterthought. No wonder they have a harder time finding workers with base level skills (52% vs. 36% of high-performing companies). Especially given the recent economic recovery and rising minimum wage trends, who’d seek work at a company that didn’t invest in its people?

Mirroring another key study

Workforce 2020 reflects similar findings as that granddaddy of employee engagement reports, Gallup’s State of the American Workforce. Some leaders still shudder at their dreary 2013 findings that only 70% of American workers are engaged, with 18% actively disengaged.

Yet Gallup also identified three key ways to grow engagement, each mirroring a Workforce 2020 conclusion:

  1. Select the Right People: As noted above, it’s easier for high performers, who invest in the #2 and #3 drivers (below)
  2. Develop Employees’ Strengths: Also characteristic of high-performing vs. low-performing companies in the study
  3. Enhance Employees’ Wellbeing: This, too, reflects Workforce 2020 findings:
    • 86% of high-performing companies offer competitive compensation vs. just 38% of low-performing companies
    • 57% offer flexible schedules vs. just 26% of low performers
    • 79% offer broad healthcare benefits vs. just 38% of low performers

It comes down to culture

I often talk about the critical importance of a learning culture, and the Workforce 2020 results bear this out. Development drives results because it’s part of a corporate culture ecosystem that highly values equipping people to do their best and build meaningful careers. These high performers are strategic about their workforce and thus do right by their employees. And in return, their employees deliver superior products, services and financial results.

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

via SAP News Center

Rate Facts creation using EMIGALL

Hello Migration consultants,

I have a requirement to create mass rate facts (rate fact groups), can it be possible to do so through EMIGALL using some custom developed object ?

Please suggest.



Your Unique Value Proposition is Your Key to Attracting Customers

A millennial entrepreneur in a thriving urban center in India asks how he can attract more customers into his shop. Define your unique value proposition, advises the Small Business Coach.

The Business

A small optician shop in India that provides services and products – including eye tests, contact lenses, and sunglasses – to customers who are generally between the ages of 20-45.

The Challenge

“I am a businessman and I am just 19 years old. I would like some tips to grow my business and want to do something unique in the market. My shop is not seeing the same good sales results as other shops.”

The Advice

A critical first step for you is to establish your value proposition. What is the unique value that you will offer to your customers? Are you going to build your value, brand and reputation on:

  • Low price?
  • Fast delivery?
  • Unlimited options for your consumers?
  • High level of customer service?

There are many options, and you need to pick the one that will be the cornerstone of your philosophy.  It is not possible to deliver all of these to your customers, so you will need to focus on the most essential cornerstone and build your business plan around it.

It is also important to understand how your value proposition differentiates your company from your competitors. If your competitors are all taking a Low Price approach, then I would recommend a High Value or some other angle so you stand apart from them.

One other key element is to understand how your customers prefer to get their information. Do you know where they go for trusted advice? Is advertising important to them or are word-of-mouth referrals more influential? With so many millennials in your target customer segment, do you have a presence on social media? If referrals are key, how are you encouraging your existing customers to spread the word about your business?

The Entrepreneur’s Reaction

“Thank you, I will consider your advice in my business. First, I will take the feedback from the existing customers about their tastes and preferences. Then, I’ll develop an approach according to it. Competitors seem to be interested in providing the lowest price. So, I may want to focus on quality. Still, I’ll reply to you with the results of the survey and then discuss an approach for the future.”

The Small Business Coach

Carrie Maslen_SBCThis week’s Small Business Coach is Carrie Maslen, Vice President of Small and Medium Enterprises (SME), SAP. Twitter: @carriemaslen

If you have a question about how to run your small business better, smarter, and faster – send it in to The Small Business Coach using the form below or email it to Be sure to follow SAP’s latest news and events for small business on Facebook and Twitter @SAP4SmallBiz.

The questions and reactions that appear here have been lightly edited for style and format.

Read more from The Small Business Coach series.

Top image: Shutterstock

Have a question for one of the small business coaches? Submit it here:


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What is Internet of Things?

Exclusive Interview: Stefan Krauss, General Manager for Discrete Industries at SAP, on what manufacturers need to do right now to harness the power of digital transformation.

Digital transformation is fundamentally changing the business models of manufacturers in every discrete industry. In this exclusive interview with SAP News, Stefan Krauss, General Manager for Discrete Industries at SAP, explains how manufacturers can maintain leadership in the dynamically changing digital era.

Stefan Krauss, General Manager for Discrete Industries at SAP

Stefan Krauss, General Manager for Discrete Industries at SAP

SAP News: When it comes to digitization and internet of things (IoT), what unique challenges do companies in the discrete manufacturing industries face?

Krauss: The customers of discrete manufacturing companies are more and more demanding. They expect individualized solutions with a combination of products and services. To understand their customers’ unique requirements, companies have to capture and analyze real-time data from products through embedded software. Manufacturers are responding with cloud-based platforms. With output and throughput relevant across the entire product and customer life cycles, manufacturers can serve customers in new and more cost-efficient ways, expanding their business opportunities.

Can you summarize SAP’s vision for manufacturers?

SAP’s vision is to help our discrete industry customers run, grow and transform their business networks so they can better serve their customers in a digitized world. Our customers need to maintain their core business while transforming to deliver new offerings in a rapidly changing market, effectively becoming service providers. The business network is crucial because collaboration across the value chain – from OEM to suppliers and customers – has become a standard component of world-class manufacturing.

What are the top three steps discrete manufacturing companies need to take right now?

The first step is for the CEO to define the company’s digital strategy. This can’t be delegated to IT because it encompasses the entire organization. The second step is to define which departments are most relevant to this strategy and need transformation, including product development, manufacturing, supply chain management and after-sales service. The third step is execution, infusing the strategy into the DNA of every employee, department and project. Digitization changes how people work and business operates to create value via networks of innovation.

What are the must-have technologies?

Digitization includes business networks and communication, as well as internet of things, using software to collect data via sensors for insights and action. Networks foster collaboration between manufacturers, suppliers, partners and customers. Centralized platforms bring together people, interactive product and sensor data and analysis for meaningful outcomes. This is why we have expanded our SAP portfolio to deliver not only applications for end-to-end process coverage, but also SAP HANA as an innovation platform and business network connecting businesses, devices and people to drive unparalleled collaboration and productivity.

Can you provide examples of how companies are changing business models with IoT?

Many SAP customers are transforming business models with IoT. Let me give you three examples. Using the SAP HANA Cloud Platform and supply chain management solutions including production planning and shop floor management, Harley Davidson increased output by 25 percent by creating an end-to-end connected manufacturing operation from customers to shop floor. Delighted customers can now configure a customized motorcycle up to six hours before final production versus the previous time of 21 days.

Another example is how Kaeser transformed its business model. Instead of compressors, Kaeser now sells cubic meters of compressed air through their “Sigma Air Utility” service. Sensors on its compressors at customer sites capture and transmit real-time air metering and quality data for faster error resolution, minimizing downtime. Kaeser is working with SAP on a predictive maintenance solution for its equipment.

A third example is GEA, one of the world’s largest suppliers for the food processing industry. GEA is using SAP Predictive Maintenance & Service and SAP IoT connector on the HANA Cloud Platform to help remote technicians monitor machine performance in real-time, identifying and solving problems faster while reducing downtime and increasing product quality.

What can manufacturing companies expect this year from SAP?

We’re committed to helping customers operationalize on SAP S/4HANA. Having already delivered SAP Simple Finance, we plan to release SAP Simple Logistics later this year. We’re working on SAP CPQ to help customers streamline the entire Configuration, Pricing and Quotation process incorporating SAP solutions like hybris in an omnichannel environment. We also want to help our customers simplify the management of the processes impacted by software that’s embedded in products. IoT changes how departments function from product development through manufacturing, supply chain and sales and support. That’s why we’re delivering IoT solutions like SAP Connected Assets, SAP Connected Logistics, SAP Connected Manufacturing and SAP Augmented Reality Solutions on the SAP HANA Cloud Platform, with more IoT scenarios to come. SAP has long been at the forefront of the discrete manufacturing industries. We are extending our commitment to help companies stay ahead of the latest evolutions, ensuring their leadership in the digital era.

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SAP HANA to Transform Business Processes and Data Analysis for Banking and Insurance Customers

LONDON — SAP SE (NYSE: SAP) today announced a new foundational offering that aims to help financial services and insurance companies better manage their integrated risk and finance processes.

The SAP Cost and Revenue Allocation for Financial Products application is expected to help banks and insurers streamline profitability for insurance and banking products. Powered by the SAP HANA platform, SAP Cost and Revenue Allocation for Financial Products is intended to give finance executives the capacity to process and analyze vast amounts of corporate data to adapt more readily to a challenging market environment. The announcement was made at the SAP Financial Services Forum, being held in London June 23–24, 2015.

“Profitability and cost management are becoming increasingly important as the industry becomes more competitive,” said Ross Wainwright, global head, Financial Services Industries, SAP. “Having the ability to process core data points quickly across the entire organization gives banks and insurers the insight they need to stay ahead of their competitors and increase their return on investment.”

As reported by the research firm IDC, financial services firms have a strong need for solutions that consolidate risk and finance. However they are still at varied levels of integration when it comes to connecting their risk and finance offices through technology. SAP Cost and Revenue Allocation for Financial Products is meant to overcome technical limitations in the allocation of costs and real-time data analysis at the most granular level.

“Leading banks and insurers are increasingly looking to consolidate their operations onto a single, integrated IT platform that provides both efficiency and business intelligence, but research shows that only about half of these companies have accomplished this goal,” said Li-May Chew, research director, IDC Financial Insights. “Respondents to our latest survey with SAP indicate that C-suite leaders are most concerned with expanded regulatory environments and economic uncertainty. By adopting new technology solutions like those from SAP, companies can work smarter and better plan and predict future changes in the market.”

SAP Cost and Revenue Allocation for Financial Products is expected to improve business processes. The application enables banks and insurance providers to process higher volumes of data, provide a more detailed analysis of data and accommodate a wide variety of allocation rules. With these benefits, they can manage profitability and performance measurement better.

SAP Cost and Revenue Allocation for Financial Products is designed to work seamlessly with the SAP Simple Finance solution, banking services from SAP and SAP Insurance Analyzer analytic applications.

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

Media Contacts:

Birgit Dolny, +49 6227 7 61664,, CET
Britney Schaeffer, FleishmanHillard, +1 (212) 453-2457,, 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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via SAP News Center

Thứ Hai, 22 tháng 6, 2015

The True Value of Internships

School’s out, and it’s officially intern season.

My first internship was the summer after my sophomore year of college. It was an unpaid, part-time position at a staffing firm, and my days consisted of updating spreadsheets, watching the clock, and surreptitiously texting under my desk. I hated it, but I wanted to have more than “waitress” and “caramel apple salesperson” on my resume – even though those jobs taught me far more about building communication skills and work ethic.

Like many of my peers, I saw the internship as an important rite of passage for competitive graduates and possibly the key to full-time employment. 61% of American college students will complete an internship before they graduate, and some European countries like Italy and Spain have recently changed their labor laws to accommodate for interns.

A recent study found that an undergraduate internship was more important to getting a job than major or GPA, even as long as three years after graduating. More than 1/3 of graduate vacancies in Britain are filled from firms’ own internship programs, and LinkedIn found that more than 25% of interns in its network progress to full-time jobs at the companies where they intern (The Economist).

The apparent value of an internship is so high that many are willing to pay rather than be paid. Nearly half of interns in America remain unpaid, even after high-profile lawsuits at places like Hearst Corporation and Fox Searchlight Pictures challenged the legality of the unpaid internship. Some interns pay fees to universities to earn college credit in place of wages. Others head to firms like the Washington Center to buy internships for thousands of dollars.

But is it worth it?

Having been unpaid and underworked in one internship (see above), underpaid but well-trained in another (reporting for a local newspaper), and finally landing a great internship at SAP, I have seen first-hand how an internship experience can make or break your perception of an industry and a company.

Internships should follow a framework proposed by LinkedIn founder Reid Hoffman his new book. He says employment should be an alliance – a mutually beneficial deal in which the employer and employee add value to each other.

Internship programs can be hugely beneficial for firms. Interns bring fresh perspective, additional support, and the chance to test out top young talent. And if interns are fairly paid and able to learn from meaningful projects, they come away with an enhanced understanding of the industry and a positive perception of the company.

SAP hires hundreds of interns every year. Some, like me, are lucky enough to see internships turn into full-time employment. But we need to do more to ensure the long term value of each and every internship. This month SAP’s Global Corporate Affairs (GCA) team launched a new rotational program, piloted in the US. Five talented interns will spend the next year rotating among GCA’s different teams, from Media Relations and Employee Communications to Corporate Social Responsibility and Content. We will provide them with learning opportunities across all facets of communications at SAP – real projects that will add value to both the business and our team.

This rotation framework is an example of what Hoffman calls a “Tour of Duty,” a specific and meaningful mission with a realistic time horizon. For us, the key to success will be for both sides to recognize and achieve mutual value. It’s all part of a crucial shift in how we think of interns: by committing to the interns of today, we help to ensure a loyal, engaged, and capable workforce of tomorrow.

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

via SAP News Center

Chủ Nhật, 21 tháng 6, 2015

sub transaction not available on rate configuration

Hello SAP,

I have parameter the main and sub-transcation in FICA (table TE305) but still can't see them when I want to configurate my rate.

Any help please.

Best regards


Thứ Sáu, 19 tháng 6, 2015

The Spin with Megan Meany: Paris Airshow; Big Data in D.C.; Run Simple Ramps-Up

SAP TV Senior Correspondent Megan Meany has the latest SAP and tech news headlines for the week of June 15, 2015.

This week’s news, insights and updates include the Paris Airshow, big data in Washington, D.C.,
Run Simple ramps up, and more.

Watch all episodes of The Spin.

via SAP News Center

Smart Data: The Competitive Advantage

Peter Weckesser of Siemens AG explains how digitalization and Smart Data can impact a company’s business processes and bring them to the front line of the competition.

New technologies have lead to great transformations in traditional business models. Four branches of technology in particular stand out as the most important catalysts in the transformation of the industry.

The four most important technology trends

  • Increased data collection of industrial production processes
  • Cost-effective communication of data through broadband networks
  • Long-term and cost-effective storage of large data volumes in real time
  • From Big Data to Smart Data: real-time analysis of information

“The consumer goods market has clearly demonstrated how changes in technology can lead to changes in business models,” says Peter Weckesser, CEO Customer Services DF&PD at Siemens AG. “People used to buy CDs; now they prefer to stream music. This has completely transformed the music industry.”

Data is the raw material of digitalization

Another example of changing industries is software: IT companies – with SAP leading the way – are following the new trends and restructuring their business models from traditional software licenses to software-as-a-service (SaaS).

Weckesser explains why: “It is becoming more and more evident that customers in the industrial sector no longer want to buy simple production lines from manufacturers, but rather expect the machines to maximize productivity. As a consequence, engineers must now increasingly design production lines with availability and output in mind.”

It has become the goal of this industry to gather as much data on production processes as possible, which is making the target-oriented use of Big Data and the digitalization of processes more important every day.

According to Weckesser, “The essential raw elements for the digitalization of business processes are data and the ability to exploit this data through domain competence. This will be the decisive competitive factor for all industries.” Real-time analysis of immense data provides very valuable information called Smart Data that can greatly improve business processes.

Cooperation project: Siemens Industry Cloud

The Siemens Industry Cloud is a cooperation project between Siemens and SAP based on SAP HANA Cloud Platform. As an open cloud platform, it plays a key role in the analysis of huge data volumes, not only for the industry today, but also for the digital company of tomorrow. Real-time data analysis with SAP HANA helps Siemens Industry Cloud ventures optimize their business processes in predictive maintenance, asset and energy data management, and many other areas.

“With the Siemens Industry Cloud, our customers can now create a digital model of their production lines with real data from the actual production line,” explains Weckesser. “This allows them to create accurate comparison models or simulations.” Products can now connect through open device interfaces based on OPC – even if they are not from Siemens.

Image: Shutterstock

via SAP News Center