Thứ Bảy, 30 tháng 4, 2016

Report to view the Payment lots created/processed on particular day with the source of payment lot

Hi,

 

I have searched in SAP & Previous posts not able to find the Report/Transaction which will help you to view the  Payment Lots created/Processed on particular day with the source of the payment lot.

 

I want segregate the payment lots which are created through FPB7.

 

 

Thanks In Advance.

 

 

Regards,

anilaa



Thứ Sáu, 29 tháng 4, 2016

Internet of Things: Third Wave Already? – Part 2

The buzz: Faster than a speeding what?

Think the Internet of Things is new? Think again!

IoT technology is in our pocket, on our wrist, in front of our eyes, built into our clothes and shoes, installed in our hospital beds, driving our cars, managing our homes and offices, keeping our trains and airplanes safe.

And it’s not slowing down any time soon. In fact, the 3rd Wave of IoT is already here, harnessing computer resources in ways we never imagined.

What will it take to fully synthesize, analyze, and actualize all of this data into as-yet unimagined capabilities? And what does this mean for your business?

The experts speak.

Gray Scott, Futurist: “The saddest aspect of life right now is that science gathers knowledge faster than society gathers wisdom.” (Isaac Asimov)

JR Fuller, HP: “We can only see a short distance ahead, but we can see plenty there that needs to be done.” (Alan Turing)

Ira Berk, SAP: “The best way to predict the future is to invent it.” (Alan Kay)

Join us for Internet of Things: Third Wave Already? – Part 2.



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Corporate Social Innovation: Good for Society, Good for Business – Part 2

The buzz: Good, better, best. Never let it rest.

How can any-size corporation partner with the right social enterprise to create sustainable and scalable social good to support the world’s future? Hear answers today from those in the know at Google, SAP and Livox. Take notes!

The experts speak.

Dr. Arie Meir, Google.org: “Technology is nothing. What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.” (Steve Jobs)

Carlos Pereira, Livox: “If all my possessions were taken from me with one exception, I would choose to keep the power of communication, for by it I would soon regain all the rest.” (Daniel Webster)

Nish Pangali, SAP: “We begin to change the world when we stimulate long-term prosperity using technology. There is not a problem that’s large enough that innovation and entrepreneurship can’t solve.” (Naveen Jain)

Join us for Corporate Social Innovation: Good for Society, Good for Business – Part 2.



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The Five Most Common Myths About Employee Feedback

The last few years have seen a dramatic shift in how people talk and think about employee feedback.

Traditionally, feedback has been discussed and researched through the lens of the annual or semi-annual performance review. A manager might only be expected to formally evaluate the performance of each individual employee once or twice a year, and offer feedback based on this evaluation. You don’t have to search very hard to find complaints about the value of these annual and semi-annual feedback sessions.  Fortunately, and due in part to technological advances, we’ve seen a dramatic shift toward more continuous performance management, which includes delivering real-time feedback throughout the year, month, week, or even workday.

New performance management technology helps managers, coworkers, and employees give and receive high quality feedback on an ongoing basis, thereby enhancing individual, team, and organizational performance. While having access to these tools may be an important first step, great feedback only happens when feedback providers and receivers are equipped with an understanding of the right and wrong ways to give and seek out feedback. As an industrial-organizational psychologist with special interest in feedback, I have spent a considerable amount of time combing through the vast amount of information on this topic, both from scientific journals, and the popular press. During my investigation I have made an uncomfortable, but unsurprising, discovery. That is, much of what has been written about feedback in the popular press does not align with the scientific record. Simply put, a lot of what you’re reading about employee feedback is wrong.

Based on reviewing a huge scientific body of work dedicated to understanding the topic, here are the 5 most common myths about employee feedback.

Myth #1: Any feedback is better than no feedback

I know my parents weren’t the only people on the planet to say “if you don’t have anything nice to say, don’t say anything at all.” This isn’t always true for feedback, but what definitely is true is “if you don’t know how to provide quality feedback, don’t say anything until you do.” Poorly delivered feedback not only doesn’t work most of the time, it can actually cause harm. One meta-analysis of feedback research showed that over one third of organizational feedback efforts actually led to performance decreases. Blindly betting on an action that hurts performance 33% of the time is not a good way to run a workforce. The good news is that nearly two thirds of the time, feedback initiatives that are done well work to enhance learning and increase performance, and you can vastly improve the odds of success with a bit of training on how to deliver effective feedback.

Lesson learned: If you plan to make feedback a part of your performance management practices, take the time to learn to do it well. The effort will pay off.

Myth #2: Employees don’t really want feedback

Based on how many people respond to feedback, one might be forgiven for drawing the conclusion that most people don’t actually want to receive feedback. It’s possible that this misconception is rooted in the previously cited study showing that a lot of feedback is not useful and can actually be damaging, and people want this kind of feedback about as badly as they want another Rocky movie (i.e., we don’t want either). It’s not that people don’t want feedback, it’s that they don’t want poor quality feedback. Research has shown that people crave feedback as long as the feedback helps them accomplish their goals. What’s more, this research has uncovered three primary reasons people seek feedback.

  • Instrumental: Employees seek feedback because they want to improve their performance and they know feedback is critical to learning.
  • Ego enhancement: Employees seek feedback because they want to know they are doing a good job and making a meaningful contribution. Feedback can be a form of recognition that makes us feel good about ourselves.
  • Image enhancement: Employees seek feedback because they believe it will make them look better in some way to others. This is about cultivating a professional image.

Lesson learned: If you’re in a position to provide feedback, remember that people really do want feedback as long as your feedback provides clear guidance to support performance improvements and/or recognizes employee contributions in a concrete and meaningful way.

Myth #3: Negative feedback is best served as the meat of a “positive feedback sandwich”

The “feedback sandwich” theory claims that if you must deliver negative feedback it’s best to start the feedback session by telling someone something they did well, then tell them something they could improve, and then close the conversation by telling them something else they did well. It’s an attractive idea because it makes a complex problem seem simple to do. In truth, doing feedback well is a little more involved than that, especially when you have to be critical. Research has shown that when the sandwich tactic is used, employees see right through it, tending to focus on the bad news, and paying little attention to the positive comments. When the supervisor makes a positive comment after the negative feedback, this signals that the punishment is over. A lot of research has been dedicated to figuring out the best ways to deliver critical feedback, but none of them involve a sandwich.

Lesson learned: Delivering negative feedback between two positive comments does not make feedback more effective and could make things worse. Critical feedback is an integral component to feedback process, and should be delivered thoughtfully, carefully, and only as necessary.

Myth #4: Managers are solely responsible for delivering feedback

As an employee, it is easy to place the burden of providing quality feedback on your supervisor or manager. After all, managers are supposed to manage aren’t they? While managers have tremendous influence of the quality of feedback employees receive, employees should not assume that their manager is the only person qualified and responsible for giving them feedback. Research has demonstrated repeatedly that quality feedback must come from someone possessing expertise related to the feedback. In many cases, this person is not the manager. In a modern work environment, projects can change rapidly, involve the integration of team work, and cut across disciplines. Instead of sticking with the notion that a manager is the only person qualified to provide feedback, feedback systems should be built around social networks that develop over time as projects come and go. In these environments, a manager may be more apt at connecting employees with the right people and facilitating feedback interactions, rather than actually providing the feedback. Often managers also have the difficult task of managing several people while still completing their own work tasks, sometimes leading them losing sight of important feedback opportunities. Because of this, employees are frequently in the best position to know precisely when they need feedback. While it is the job of the manager to create an environment that promotes feedback seeking, employees should also actively seek out feedback from the appropriate channels. On the flip side, employees should not be expected to seek feedback from a manager who has consistently failed to provide quality feedback.

Lesson learned: Managers are responsible for creating the feedback environment, but quality feedback can and often should come from coworkers or others with relevant expertise. Feedback should be considered a partnership where managers and coworkers actively provide feedback, and employees actively seek it.

Myth #5: Feedback happens in a vacuum

While this may not be an actual “myth” per se, many people talk and write about feedback without ever mentioning how it is connected to the larger performance management system. This is a huge mistake. Refusing to acknowledge the systems built around feedback automatically put you in a position to fail. Performance management is like a guitar; it takes all 6 strings to play a tune. Guitar players will understand the frustration of having a single string break while playing a song (no matter how simple the melody). Now imagine trying to play “Stairway to Heaven” with only one string. Attempting to provide employee feedback without linking it to other performance management processes is like a trying to play a one-stringed guitar. Quality feedback requires thoughtful planning, goal setting, social networking, flexibility, and is often connected to performance evaluation, employee learning and development, and decisions like pay, promotions, and layoffs that have a very tangible impact on people’s careers.

Lesson learned: When considering initiating feedback processes, consider how feedback is connected to other performance enhancing processes, and plan accordingly.

Learn more about technology solutions that foster continuous feedback here.

For more HCM related research and expertise, follow me and my team on Twitter:

  • @Joe_I_O
  • @GabbyatSAP
  • @KevinatSAP
  • @AmyPytlovany
  • @Steventhunt

This story originally appeared on SAP Business Trends.
Top image via Shutterstock



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SAP’s Longest Serving Employee Hangs up His Boots

Bernhard Diehm is SAP’s longest serving employee. The master of the mainframe, inventor of the user ID, and one of the founding fathers of the legendary SAP Cup looks back on 37 years of life at the company.

Bernhard Diehm is smiling broadly. When we meet, “his” soccer team, TSG Hoffenheim, has just beaten Eintracht Frankfurt and got some breathing space in the relegation battle. It’s no wonder that he feels attached to the club. In the early days, he could be found on the soccer pitch every Friday with SAP co-founder Dietmar Hopp, nowadays the owner of the Hoffenheim club.

Diehm is currently SAP’s longest serving employee. But only until the end of April, because then he’ll be leaving the company that he helped build after 37 years.

He can clearly remember his job interview on a Friday in 1978. Back then, the “EDP” scene was small, and the few employers in the sector were well known. But hardly anyone had heard of SAP. Hopp wanted to hire him right after the interview. “Can I think about it over the weekend?” Bernhard asked. But Hopp countered that someone else might have got the job by Monday. “So I accepted and signed a contract, which was about five lines long,” he recalls.

There were about 50 employees at the time, spread across four locations, because SAP didn’t yet have a building of its own – and didn’t have any computers of its own either. “We coded on punch cards. When Hasso Plattner or Klaus Tschira was there, they used the punch cards. We coded on paper first – and entered the code when the keypunch was free.” The team often worked through the night and on weekends when deadlines loomed. These were formative years for Bernhard: tackling tasks together, helping each other, less talk and more action. “We simply tried stuff out, without always knowing what would happen,” he says.

The founders had set the tone: They explicitly wanted empowered employees. Perhaps it was precisely this spirit that kept Bernhard loyal to SAP for so many years. He’s driven by contributing ideas and putting them into practice. And he sees mistakes as part of the process. In line with this conviction, he’d like today’s employees to have more freedom, as he used to have. He says people often feel they’re only allowed to work on their approved goals, and believes they should be relieved of this pressure. “It’s the task of managers to empower employees to act independently,” Bernhard says. “They should foster this and be role models.”

Looking Back, But Not with Nostalgia

In 1979, SAP was still using a computer on loan from Siemens, which had a 768 kilobit main memory and filled a whole room, Bernhard recalls. When SAP moved into its first own building in Max-Planck-Strasse in 1980, it got its own IBM computer. Right from the start, infrastructure was his specialism, and so he helped set up the data center for R/2 mainframe operations.

That was also the time when the Friday afternoon knockabouts on the soccer pitch grew into something more. In 1984, Bernhard organized the first SAP soccer tournament with Gerd Oswald and Rainer Kaiser. At one of the first tournaments, six players got injured. Dietmar Hopp was forced to temporarily cancel the annual event, but later changed his mind. Over the years, the SAP Cup developed and gained cult status.

Bernhard witnessed the switch from R/2 to R/3, from mainframe to client-server architecture. He always considered himself extremely fortunate to experience technological progress first-hand. He wanted to be the first to try out everything that was new. He says, “You always had problems with new technologies. But you had to stick at it until it worked. That always gave me a sense of achievement.”

This was the approach he adopted when he devised the D-user concept. When an eight-digit user ID had to be developed for a new session manager system in 1987/88, Bernhard came up with the idea of using the personnel number. It had to start with a character, so he used “D” for Germany, “I” for international, and “C” for customer. “It looks like the idea took off,” grins Bernhard, whose own D number starts with the famous sequence “007.”

He likes to think back to the old days, but nostalgia is alien to him. After all, he was always particularly fascinated by the changes that he experienced with the company. “That was the great thing about SAP. At another company, I might never have had the opportunity to get to know so many new things in such a short time, grapple with new technologies, and work with such a diverse range of people.”

“Master of the Mainframe”

IMG_0708_smallSAP R/3 took SAP to the international arena and a new age dawned. The “master of the mainframe” – as Germany’s main tabloid called him a major article – was then charged with setting up the infrastructure for SAP R/3.

Bernhard traveled to the United States and Singapore, was responsible for connecting up the new international subsidiaries and standardizing the infrastructure, and headed up a team of around 200 people. He was also involved in the planning of the data center in Rot and of the adjacent building ROT15. When asked about his achievements, he has a natural tendency to describe them as team efforts. For Bernhard, a sense of togetherness and willingness to help across team boundaries count for more than personal success.

But the company’s growth brought with it the need for specialization. The previously straightforward decision-making processes became more complex. The small tight-knit team with the founders at the heart of it, the tackling of tasks together, and the working through the night for a common purpose – all these things were consigned to the past.

“My main goal was always to provide the best infrastructure, so that internal product development could work optimally,” Bernhard explains. However, after he switched to SAP Hosting in 2004 and later moved to SAP Business ByDesign, he felt he had hit a wall. While trying to navigate a path between different interests, he increasingly felt that he was no longer able to put forward his team’s ideas.

“At the time, I didn’t have the strength any more to try to make a difference,” Bernhard says. He subsequently took 11 months off in 2007. Looking back, he describes this time out as the best thing that could have happened to him. “I started to treat myself, my health, and the things and people around me differently,” he explains. Back at SAP, he shifted down a gear, didn’t burden himself with so many responsibilities, and gave up his management post.

“Really Well Positioned” for the Future

But Bernhard still wanted take care of people. In his recent years at Service and Support, he found great fulfillment in passing his experience on to younger colleagues. “That was another fantastic time, because I learnt that young employees really can profit from experienced colleagues, especially from their networks.”

And what does it feel like to leave the company after such a long time? Bernhard gives a dismissive wave of the hand. He isn’t sentimental. “After 37 years, I’m allowed to call it a day,” he smiles. Is he proud? Yes, he says he’s definitely proud to have been part of SAP throughout its history. “It’s part of me,” he says. “At the end of the day, it was my life.”

He thinks SAP has developed really positively in recent years. With SAP HANA, SAP S/4 HANA, and cloud solutions, he believes the company is very well positioned to face the future. And as far as his own future is concerned, he’ll take things as they come and enjoy the freedom. He doesn’t want to throw himself into a new project right away – he learnt that during his time out.

But he does have a few regular slots in his calendar. He and his wife have been involved for many years in the Walldorf-based aid association “Hilfe zur Selbsthilfe,” which supports children and their families throughout the world, and last year, for example, helped the victims of the earthquake in Nepal. He no longer plays soccer, but has instead taken up golf. The best thing, Bernhard says, is: “You don’t have to do things, but you can if you like.”



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SAP Names Christian Klein as Chief Operating Officer, Thomas Saueressig as Chief Information Officer

WALLDORF — SAP SE (NYSE: SAP) today announced that Christian Klein has been appointed chief operating officer (COO) effective April 1.  The company also named Thomas Saueressig as chief information officer (CIO) effective May 1.

Klein is tasked with ensuring the optimization of SAP’s end-to-end business processes, supported by a highly automated and integrated IT landscape. In his role as SAP chief controlling officer he is also responsible for SAP’s Group Controlling and oversees the company’s 2015–2020 growth and profitability strategy. Klein, 35, joined SAP as a student in 1999 and has a degree in international business administration from the University of Cooperative Education in Mannheim, Germany.

Saueressig, who at age 31 is the youngest CIO at a German DAX company, will lead SAP’s IT organization and report to the COO. Saueressig joined SAP in 2004 and was previously global head of IT service. He holds a diploma in business information technology from the University of Cooperative Education in Mannheim, Germany, as well as a joint executive MBA from ESSEC (France) and Mannheim Business School (Germany).

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

Media Contact:

Alexandra Flaig, BIT Strategic Communication, SAP, +49 (6227) 7-44488, alexandra.flaig@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.



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SAP Names Christian Klein as Chief Operating Officer, Thomas Saueressig as Chief Information Officer

WALLDORF — SAP SE (NYSE: SAP) today announced that Christian Klein has been appointed chief operating officer (COO) effective April 1.  The company also named Thomas Saueressig as chief information officer (CIO) effective May 1.

Klein is tasked with ensuring the optimization of SAP’s end-to-end business processes, supported by a highly automated and integrated IT landscape. In his role as SAP chief controlling officer he is also responsible for SAP’s Group Controlling and oversees the company’s 2015–2020 growth and profitability strategy. Klein, 35, joined SAP as a student in 1999 and has a degree in international business administration from the University of Cooperative Education in Mannheim, Germany.

Saueressig, who at age 31 is the youngest CIO at a German DAX company, will lead SAP’s IT organization and report to the COO. Saueressig joined SAP in 2004 and was previously global head of IT service. He holds a diploma in business information technology from the University of Cooperative Education in Mannheim, Germany, as well as a joint executive MBA from ESSEC (France) and Mannheim Business School (Germany).

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

Media Contact:

Alexandra Flaig, BIT Strategic Communication, SAP, +49 (6227) 7-44488, alexandra.flaig@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.



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Thứ Năm, 28 tháng 4, 2016

Hannover Messe: From Things to Outcomes

How can production facilities become smart factories for the digital age? Hannover Fair provides insights into smart manufacturing and impresses special guests U.S. President Barack Obama and German Chancellor Angela Merkel.

In the heart of the world’s largest trade fair for industrial technology is also SAP. See here what SAP can offer their customers to digitalize and optimize their production.



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Hannover Messe: Smart Factory for the Digital Age

At the world’s largest trade show for industrial technology, the clear focus is on the digitization of industry.

SAP showcases different scenarios helping customers to optimize and digitize their industrial manufacturing processes. SAP is presenting showcase projects for the open integrated factory, a connected product life cycle, and Big Data analytics in manufacturing, among other highlights.



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SAP Digital Business Services: Support Evolves with SAP S/4HANA

In this exclusive SAP News interview, Michael Kleinemeier, Member of the Global Managing Board of SAP SE and Digital Business Services, talks about what’s behind the name change of SAP’s services and support organization, and how customers are accelerating digital transformation and business innovation using SAP S/4HANA services packages.

SAP News: What happens to services and support in a cloud-based world?

Kleinemeier talks about how SAP is providing customers with clear routes to digitize their business using SAP S/4HANA services packages. Image via SAP

Kleinemeier: Services and support become even more important in a cloud-based world. Customers no longer want to purchase software solutions; they want to consume services. They want instant access. Now, with Digital Business Services, we are providing customers with the software they want, in the method they want it so that they can get up and running as fast as possible. And when their solutions are live, they have instant access to our end-to-end support.

How is Digital Business Services evolving – in response to customer feedback as well as technology advancements like SAP S/4HANA?

Customers want SAP to show them clear routes they can take to digitize their businesses. It is not if, but when and how. We provide clear methods and access routes for customers to take towards cloud, digital and SAP S/4HANA. In terms of the technology, we now provide outcome-based services in a packaged approach that help customers reduce total cost of investment and ownership. One example is the SAP S/4HANA services packages. These help ensure fast and effective support for SAP S4/HANA implementations, and provide a base for customers to adopt future innovations.

Specifically, what business outcomes can SAP customers expect from SAP S/4 Services packages?

Customers will enjoy fast and effective support for their SAP S/4HANA implementations. Using the service packages, customers replace their current software system with SAP S/4HANA with a clearly defined scope and price. The packages cover all SAP S/4HANA project phases including system conversion, landscape transformation and new implementations and all deployment options of SAP S/4HANA – on-premise, cloud, and hybrid. Once live, customers have a platform for future innovation and ongoing digital transformation.

What are the steps organizations can take to make the most of these new offerings?

We developed these packages to provide customers with a faster, more pragmatic way to get up and running with SAP S/4HANA.  They are available for both cloud and on-premise customers, and cover the three transitioning scenarios: a completely new, green field implementation; a system conversion, or a complete landscape transformation. Organizations need to first understand which scenario best fits their requirements, decide whether their partners will be SAP or a partner company (the packages are also available for partner-led projects), and then engage with their chosen partner to begin the implementation. Of course, our service packages are available for partner use too.

Can you provide some examples of customers that have already used SAP for digital transformation?

Hamburg Port Authority (HPA) had a massive logistics problem, with limited road capacity near the port. Their challenge was to allow growth with the given limitations. Using SAP HANA, SAP HANA Cloud Platform and SAP Connected Logistics, HPA has digitized all manual steps, connecting every truck, ship and container, and monitoring all data monitored in one system. HPA has massively increased efficiencies, more than doubling throughput of containers from 9 million to 25 million per year.

Italian rail company Trenitalia was paying over €1 billion per year in maintenance. Using SAP’s Predictive Maintenance solution, and by installing over 6,000 meters in their railcars, they continuously monitor their equipment and transmit data. With better maintenance planning cycles, they have reduced maintenance costs by 10% for annual savings of €100 million.

Using SAP HANA, SAP Configuration Management, SAP Manufacturing Execution and SAP Manufacturing Integration and Intelligence, Harley Davidson ensures that their customers are able to design a customized motorbike in the morning, and pick up the completed product in the afternoon. The company’s smart production line marks and tracks each detail, decreasing production time from 21 days to 6 hours.

As the next digital era unfolds, what is SAP’s long-term vision to support its customers?

We will continue to provide different on-ramps to digital. Customers will never be homogeneous – they always have a range of scenarios, situations and requests. That’s why we are flexible, demonstrating an understanding of their business, and making sure that our spectrum of service and support solutions is broad enough to meet all of their needs.

Top image via Shutterstock



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SAP Launches New SAP S/4HANA Service Packages

WALLDORF — SAP SE (NYSE: SAP) today announced availability of SAP S/4HANA service packages to help enable fast and effective support for implementations of SAP Business Suite 4 SAP HANA (SAP S/4HANA) and provide a base for adopting future innovations.

The new service packages are provided by Digital Business Services organization of SAP, which was renamed April 1 from Global Service & Support to reflect its role in enabling customers’ digital transformation.

The service packages cover all project phases and scenarios of SAP S/4HANA, including system conversion, landscape transformation and new implementations as well as all deployment options of SAP S/4HANA – on-premise, cloud and hybrid. They were designed to help customers transform their businesses by transitioning to a digital platform. The service packages combine the expertise of Digital Business Services with the broader partner ecosystem.

“Continuing the evolution that Digital Business Services began in 2015, this offering highlights our commitment to our customers on their digital transformation journeys,” said Michael Kleinemeier, member of the Executive Board of SAP SE, Digital Business Services. “We want them to know that regardless of how they choose to perform their SAP software implementation, we will be there to support them.”

“The offering is built on our business priorities to move our customers to the cloud, make the digital enterprise real and establish SAP S/4HANA as the digital core,” added Kleinemeier. “By taking a collaborative approach with SAP partners, these packages deliver the best from Digital Business Services and instill confidence in our customers.”

The packages use SAP Activate innovation adoption – a framework that combines SAP Best Practices packages, implementation methodology and guided configuration to help customers streamline deployment of SAP S/4HANA.

This packaged approach symbolizes the future of how Digital Business Services will deliver on its mission to lead global “servitization” in the new digital economy. Last year, Digital Business Services simplified engagement with customers and delivery of services by introducing a new model that provides one simplified service portfolio under one contract from one single global unit. Digital Business Services advises, deploys and provides a tailored engagement experience while implementing only what is necessary.

The SAP S/4HANA service packages consolidate diverse services and embedded support in four distinct offerings, each with an increasing level of engagement.

  • SAP ActiveEmbedded for planning and safeguarding of SAP S/4HANA: This offering serves as the foundation service. It includes guidance on impact, challenges and the benefits of adopting SAP S/4HANA. It provides expertise on demand from a dedicated technical quality manager as well as access to a mission control center located remotely at an SAP facility.
  • SAP ActiveEmbedded for technical implementation of SAP S/4HANA: This offering supports technical implementation, with experts providing detailed implementation planning. This service offers an innovation road map tailored to the customer’s needs, and individualized technical architecture and infrastructure documentation.
  • SAP ActiveEmbedded for functional implementation of SAP S/4HANA: This offering supports implementation of innovations and new business scenarios for SAP S/4HANA. It provides modified custom code based on specific system needs to give customers more time to innovate and focus on value-added business practices. With this guidance, customers can progress swiftly through an optimized business transformation based on SAP S/4HANA.
  • SAP MaxAttention for innovation with SAP S/4HANA: This offering delivers full business experience focused on SAP S/4HANA end to end. Advanced expertise provides guidance for anticipating the new business process scenarios required in the digital world.

“With this latest announcement, SAP continues the successful evolution of its services and support offerings to more closely match customers’ wants and needs as they move to achieve the full benefits of implementing SAP S/4HANA,” said John Madden, IT services practice leader at Ovum. “Digital transformation is top-of-mind among SAP customers, and they need consolidated, packaged services and support, delivered reliably and quickly, to accelerate their digital projects.”

For more information on SAP S/4HANA service packages, please visit the SAP News Center or find further information here. Or talk directly with the service and support experts at this year’s SAPPHIRE NOW conference. Find out more here.

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

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 approximately 310,000 business and public sector customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.sap.com.

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Martin Gwisdalla, SAP, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
SAP News Center press room; press@sap.com
Shauna Kelleher, FleishmanHillard, +1 (617) 692-0511, shauna.kelleher@fleishman.com, ET

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.
© 2016 SAP SE. All rights reserved.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see http://ift.tt/1gK6Kcn for additional trademark information and notices.
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SAP Named a Leader in Gartner Magic Quadrant for Global Retail Core Banking

WALLDORF — SAP SE (NYSE: SAP) today announced it has been positioned by Gartner Inc. as a leader in the Magic Quadrant for Global Retail Core Banking report* for the ninth consecutive year. SAP is recognized as a market leader for both its “ability to execute” and “completeness of vision.”

“In today’s fast-paced consumer environment, banks must operate in real time and efficiently 24×7. One very powerful way to achieve this is through the adoption of in-memory computing technology,” said Falk Rieker, global head of the banking business unit, SAP. “With the in-memory computing power of SAP HANA, banks can analyze operations, markets and client activity simultaneously, generating deep insights that enable faster decision making. Core banking software from SAP enables banks to make their business more agile and customer-centric.”

According to the Gartner report, “Leaders in the global retail core banking GRCB market tend to possess a high-order market understanding – that is, they make it their business to monitor market trends, funneling progressive innovation into their product road maps. About half of this group either possesses software development quality certifications or is pursuing them. Without exception, the leaders are progressively ‘thinking small’ or targeting component-based architecture as a gateway to providing increased accessibility to the granular functionality that banks need to drive the basis for differentiation.”

Core banking software from SAP give banks a 360-degree view of the business so they can streamline operations, deliver customer-centric services and efficiently satisfy regulatory mandates. Providing the flexibility of cloud adoption and powerful analytics of the SAP HANA platform, SAP gives banking customers real-time insights into key performance indicators such as market trends, customer behavior and risk patterns.

More than 14,100 banks in 150 countries rely on the SAP for Banking solution portfolio to become more customer-centric, reduce complexity and manage regulatory and risk compliance more easily. To learn more, visit http://ift.tt/1JyDHEU and SAP Solution Explorer.

The 2016 Gartner Magic Quadrant for Global Retail Core Banking report can be accessed here.

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

Media Contacts:

Birgit Dolny, +49 (6227) 7-61664, birgit.dolny@sap.com, CET
Jill Fisk, FleishmanHillard, +1 (617) 692-0529, jill.fisk@fleishman.com, ET

About the Magic Quadrant

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

*Gartner, “Magic Quadrant for Global Retail Core Banking,” published April 21, 2016 by Don Free
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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Thứ Tư, 27 tháng 4, 2016

Deep in the Depths of the Amazon Rainforest

The largest river basin in the world is home to indigenous communities that safeguard the Amazon Jungle, but reaching them can be extremely challenging.

SAP partners with Fundação Amazonas Sustentável to ensure conservationists have the right tools to succeed.



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Digital HR Takes Center Stage at SAPPHIRE NOW 2016

The digital transformation of HR is top of mind for human resource (HR) professionals attending the annual SAPPHIRE NOW + ASUG Conference, being held May 17-19, in Orlando, Florida.

Featuring an impressive constellation of HR leaders, this year’s agenda is designed to help professionals of all levels get inspired by fresh ideas, start rethinking the status quo, and leave ready to tackle their toughest challenges with creative innovation. Attendees will learn how to turn insights into action as they watch inspirational keynotes, attend thought-provoking roundtables and expert-led educational sessions, and participate in hands-on practical demos. Most important, they’ll have plenty of opportunities to rub shoulders with the best innovators in HR today. Here’s a quick sampling of the hundreds of HR-related sessions at SAPPHIRE NOW this year.

Mike Ettling, president of SAP SuccessFactors keynote — Preparing to Meet the Needs of A Digitally Transforming Workforce: Join special guests, including Shakti Jauhar Vice President of Global HR Operations and Shared Services at PepsiCo, and Robert Arbogast , Director of HR/OA Systems and Strategy at The Timken Company, for a fascinating discussion about HR’s new role in the digitally transformed workplace, focused on bringing together “all-in” employees and leaders ready to take on unprecedented challenges.

Transform Your HR Strategy in a World of Digital Disruption: Megatrends impacting company strategies place incredible pressure on HR to reinvent itself and reimagine how to find, develop, and support the people that organizations need to win. SAP’s Mike Ettling explains how HR can help companies effectively transform by adopting a digital approach, using technologies to help every employee get out in front of business changes and seize the resultant opportunities.

A.O. Smith Corp.Build a Better Talent Acquisition Experience: Find out how this global manufacturer of water heaters simplifies processes using SAP SuccessFactors Recruiting to increase the quality of hires, enhance the candidate experience, and accelerate the hiring of high-performers.

Kiewit Corporation — Move to the Cloud for Integrated Talent Management, HR, and Payroll: Learn why this worldwide construction and engineering firm transitioned its HR and talent management systems to the cloud with SAP ERP Human Capital Management and SAP SuccessFactors solutions.

Woolworths Ltd –Transform HR with a People Strategy That Delivers Business Outcomes: See how this retailer invested in the SAP SuccessFactors Talent Management Suite plus core HR/payroll cloud solutions to transform functions across people, processes, and systems to improve HR services and business outcomes for 170,000 employees.

Alcatel-Lucent Enterprise — Capitalize on an Enterprise-Wide Reorganization by Redesigning HR: How this telecommunications company used SAP SuccessFactors solutions to build a global, self-service HR organization from scratch in just six months across 50 countries.

Closing the Digital Skills Gap: Hear the findings from the latest Leaders 2020 global survey from Oxford Economics Research, revealing how the digital skills gap impacts businesses and the role of leadership in transitioning the workforce.

Karie Willyerd, SAP SuccessFactors Workplace Futurist, — Explore New Leadership Trends for the Digital EconomyDiscover how leaders of small and midsize enterprises are successfully spearheading digital transformation.

HR transformation for the digital workplace is well underway, and I’m eagerly looking forward to learning much more at SAPPHIRE NOW 2016.

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Technical University of Munich Partners with the SAP Education Network for Digital Transformation

HANNOVER — SAP SE (NYSE: SAP) and the SAP University Alliances program today announced that the Technical University of Munich (TUM School of Management) is partnering with the SAP Education Network for Digital Transformation to help business leaders and IT professionals acquire the skills to build a vision for their digital enterprise and execute their digital transformation.

The announcement was made at Hannover Messe being held April 25–29, 2016, in Hannover, Germany.

“We are pleased to partner with the SAP Education Network for Digital Transformation, enabling business leaders and IT professionals with our digital transformation thought leadership and executive education learning assets, as well as connections among academics and industry practitioners in our global network,” said Prof. Dr. Helmut Krcmar, chair for Information Systems in the Department of Informatics at TUM and academic director for the Executive MBA in Business & IT.

TUM will share learning assets in the Digital Transformation Academy [PDF], a key part of the SAP Education Network for Digital Transformation, expanding opportunities to gain insights and skills for a bridge between technologies and the realization of business impact. Leadership in Digital Transformation, a massive open online course (MOOC) presented by Prof. Dr. Krcmar on openSAP Thought Leaders, shows how business leaders and IT professionals can learn that digital transformation is about changing the way a company creates value, interacts with customers and business partners, and competes in established and emerging markets.

“TUM is a leader at the forefront of the digital transformation, and we are delighted to collaborate,” said Dr. Bernd Welz, executive vice president and head of Scale, Enablement & Transformation, SAP SE. “With insights from TUM and other key partners, business leaders and IT professionals can accelerate their journey to become a digital enterprise.”

TUM will also partner with SAP University Alliances on digital transformation info days, incubator trips to Silicon Valley and innovation days at SAP locations together with TUM thought leaders. Additionally, TUM will be a part of a digital transformation alumni network, enabling executives and professionals to collaborate on insights and best practices in the digital transformation.

TUM regularly ranks among the best European universities in international rankings. TUM School of Management Executive Education offerings span executive MBAs, certificate programs, executive trainings, customized programs and e-learning.

SAP University Alliances opens up the world of SAP to more than 2,650 educational institutions in 90 countries worldwide, aims to develop the critical skills for the digital enterprise among academics, university students and young thinkers, and builds the bridge to executives and professionals.

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

Media Contact:

Rajiv Sekhri, SAP, +49 6227 77-4871, rajiv.sekhri@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.
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Internet of Things: Integrating the Business Concept

The SAP Predictive Maintenance and Service solution is now available in the cloud and on premise. It enables manufacturers, service providers, and system operators to record data from technical facilities, analyze it, and integrate it in business processes for predictive maintenance.

The idea is simple: Real-time data from a machine or system – such as temperature, vibration, or rotation speed – is fed automatically into an analytics tool, which issues an alert as soon as defined thresholds are exceeded or certain patterns are identified. This idea can be extended further by linking the business processes directly with the insights from the machine sensor data. After all, if a machine is about to fail due to wear and tear on a component, a variety of other processes at a company are also affected, in addition to maintenance: logistics, sales, and even finances.

SAP Predictive Maintenance and Service is now available in the cloud and on premise.

Linking Machine Alerts with Business Context

The Internet of Things and integration of sensor data with business processes enable companies to make the right decision in the event of problems. How much is the repair likely to cost? Have comparable problems occurred in the past? What are the potential risks of a temporary outage of the machine? Which orders depend on it? It is also possible to query the current spare parts situation in the warehouse and, when necessary, trigger an order. “The entire business context is available in the ERP system,” explains Achim Krüger, who is responsible for the Asset Management business area at SAP. As a result, the potential consequences of a production outage for a company become transparent.

SAP Predictive Maintenance and Service: On-Premise and in the Cloud

SAP Predictive Maintenance and Service helps companies to forecast the future state of a system and provide this information within the business context. This involves analyzing a combination of variables and initiating the appropriate activities as a result. The consequence could be “a maintenance notification – with a note to inspect or repair the device,” explains Krüger. SAP has offered SAP Predictive Maintenance and Service in the cloud for over a year now. As the result of a series of customer projects, a matching standard function is now also available on-premise, based on SAP HANA and SAP Predictive Analytics. Customer-specific extensions are possible for a wide variety of use cases. Krüger says, “This could involve the optimization of spare parts stores, for example, or improvements to the product design – entirely new approaches become feasible. Furthermore, we plan to integrate SAP Predictive Maintenance and Service tightly with the recently introduced SAP Asset Intelligence Network.”

SAP will be at Hannover Messe 2016, stand C4 in hall 7, presenting showcase projects for the open integrated factory, a connected product lifecycle, and big data analytics in manufacturing, among other highlights. Learn more.

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Thứ Ba, 26 tháng 4, 2016

Staying Power for the Energy Revolution

Twelve months to go. Twelve months in which Ian Cain, managing director, Customer Service and Retail at UK public utility Thames Water, must equip his company to survive the turbulent times ahead. Because the water market in England is set to open up to competition in April 2017, for business customers initially and for private households later on. “Our customers will be expecting us to up our game,” says Cain.

Meanwhile, Peter du Plooy, CIO at South African oil company Engen Petroleum, is tackling challenges of a different kind. Faced with low oil prices, the digital transformation, and the need to seek out new and value-adding services, his mission is to secure the future sustainability of his company. In a nutshell, du Plooy needs to cut costs so that Engen can invest in new technology.

Attending the recent International SAP Conference for Utilities 2016 in The Hague, Netherlands, Cain and du Plooy put into words the concern that is currently rife in the industries these two represent. Namely, how will we survive in a world where, as futurist Gerd Leonhard put it in his opening keynote, “Everything is changing at an exponential rate”?


In the above video SAP customers and industry experts report on how they are embracing the energy revolution and on the key role that cloud solutions will play in the future.

According to Leonhard, the next five years will be mind-boggling ‒ no matter what sector of industry you operate in ‒ and he advised his audience to get up to speed on topics such as artificial intelligence, learning machines, robotics, and the Internet of Things (IoT).

“Cognitive computing will open up enormous opportunities for energy providers,” Leonhard explained, and he referred to the efficiency gains and cost-savings that would be possible when routine tasks vanished and no longer relied on humans to perform them. Yet, to be successful with new business models, he said, enterprises would have to be ready to collaborate and share information on a grand scale, “even with their fiercest competitors.” He referred to this phenomenon as “hyper-collaboration” and called on the industry to weave a “global energy network”.

Profound Structural Change

Marie-José Nadeau, chair of the World Energy Council, described her industry as facing enormous challenges and a profound structural change, and she highlighted three major driving forces in the transformation. The first was digitalization, which was improving business efficiency and the use of energy resources. The second was decentralization, which was fostering local energy generation and new forms of storage. The third was the continuing trend to “de-carbonization,” which, she said, the industry needed to address urgently, particularly in light of the intensified pressure to reduce carbon dioxide emissions that had resulted from the international agreement reached at last December’s Climate Change Conference in Paris.

Although she expects the share of renewables in the global energy mix to increase, Nadeau predicted that the traditional oil and gas industries would “be around for many decades to come.” Finally, she expressed her conviction that it was those companies “at the forefront of digitalization” that would emerge from the energy revolution on the winning side.

Henry Bailey, global vice president, Utilities Business Solutions, described the industry as building a “digital energy network” that would reflect the new structures of power generation, transmission, and consumption. While Ken Evans, global vice president, Oil and Gas Business Solutions, confidently predicted that the digital transformation would make it possible to “supply everyone on the planet with safe, reliable, affordable energy.”

This, naturally, was all grist to the mill of the SAP team headed by Peter Maier, general manager of Energy and Natural Resources, whose conversations with customers returned repeatedly to the importance of cloud solutions for the energy sector. Drawing on a wealth of examples, Maier demonstrated to an audience of some 900 customers and partners from 60 nations how innovation and the digital transformation are enabling new business models and more efficient processes that will revolutionize our working lives in the future.



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SAP Asset Intelligence Network: Greater Efficiency, Lower Risk

SAP Asset Intelligence Network is a novel business network that combines information from manufacturers, service providers, and equipment operators on a single cloud-based platform.

“This boosts efficiency and reduces the risks of operating equipment,” says Achim Krüger, who is responsible for the Asset Management business area at SAP.

Q: SAP launched SAP Asset Intelligence Network at the Hannover Messe 2016. What do you hope to achieve with this new platform?

A: Today, it is very complicated when every manufacturer, service provider, or equipment operator has to link up with their business partners separately to exchange data on equipment and components. A wide range of information can be involved: instruction manuals and maintenance instructions, specifications, spare parts lists, and even sensor data on the current state of the equipment. We are talking about simple structured data all the way up to comprehensive, two- and three-dimensional interactive, animated documents.

WithSAP Asset Intelligence Network, manufacturers, service providers, and equipment operators can exchange data with one another through a cloud-based platform. A manufacturer, for example, can make the master data available for a specific model. Customers who use this machine or component model can transfer the data to their systems and link it with their own master data. As a result, the data remains up to date without complex manual work or integration gaps. SAP Asset Intelligence Network is a business network that is based onSAP HANA Cloud platform.

How will SAP Asset Intelligence Network be used in practice?

We plan to support multiple use scenarios. In addition to linking master data with a customer’s ERP system, it seems logical to make data about the machine operations available to the manufacturer or service provider, in a precisely defined scope – data about the current state, usage profile, and utilization, for example. This information is extremely valuable to the service provider and manufacturer, because it helps them find the best possible time for an inspection or maintenance work. In addition, the detailed information about the use of components also helps the manufacturer to draw conclusions about the design and production. Therefore, it will ultimately help companies in the continuous improvement of their components.

What is the situation like right now?

Until now, manufacturers often had no other choice but to wait for “warranty cases” to arise or to analyze individual customer reports to find out what they need to improve. Equipment operators have to compile the information about their currently used machines, laboriously extracting it from a wide variety of sources. The handling of this data is only rarely standardized or structured, making it very error-prone. Of course, manufacturers already provide their customers with information through the Internet. But this is always done through manufacturer-specific portals. Equipment operators who have machines from many different manufacturers face the challenge of dealing with a large number of different information sources. This is not only inefficient, but in the worst case can result in critical operational situations.

SAP Asset Intelligence Network simplifies and standardizes communications, which means manufacturers no longer have to run their own complex portals.

SAP Asset Intelligence Network simplifies and standardizes communications.

Who will benefit from SAP Asset Intelligence Network?

Manufacturers, for one, who will be able to make their data accessible to a broad range of users much more efficiently and will also receive direct feedback from operations in future. On the other side, equipment operators will be able to transfer the master data for the machines they use efficiently and error-free. Moreover, they will have access to much better data about the equipment currently in operation. For the equipment operators, in addition to efficiency gains, this also reduces operational risks. Incorrect master data can result in the incorrect operation of equipment, the installation of the wrong spare parts, or incorrect maintenance activities. Such occurrences will become much rarer in future. In addition, SAP Asset Intelligence Network will also spread the word about new models and spare parts, maybe even through targeted advertising.

Which companies already use SAP Asset Intelligence Network?

In recent weeks and months, we worked with a variety of manufacturers, service providers, and equipment operators to put SAP Asset Intelligence Network through its paces, and can now make it available to a much larger group of customers. Our pilot partners included customers from a wide range of industries – including equipment supply, mining, chemicals, and oil and gas – as well as manufacturers of industrial components and energy providers.

SAP will be at Hannover Messe 2016, stand C4 in hall 7, presenting showcase projects for the open integrated factory, a connected product lifecycle, and big data analytics in manufacturing, among other highlights. Learn more.

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Spotlight on Women Leaders at SAP: Danielle Grossi

Danielle Grossi talks about her obsession with data-as-a-service, how competitive gymnastics rejuvenates her, and getting past geek stereotypes once and for all

Danielle Grossi, Head of Strategic Communication for Business Insight and Technology at SAP, de-stresses and regenerates by competing in gymnastics in Germany.

Grossi de-stresses and regenerates by competing in gymnastics in Germany. Photo via SAP

Danielle Grossi, Head of Strategic Communication for Business Insight and Technology at SAP, is proud of never having taken a traditional career path to achieve her dreams. After growing up in Southern California, Grossi rode the dot.com wave in the late 1990s, earning her bachelor’s degree in Business IT from the University of Phoenix while she worked at her first job.

Although Grossi has been an SAP employee for just under two years, she’s actually been involved with the company’s solutions as a software test engineer for over a decade. Coming from a self-described geeky background, Grossi enjoys straddling technology and communications. She now manages a team of eight people, happily revolutionizing how SAP engages internal employees.

I talked with Grossi to find out how she’s fueling her passion for technological innovation, why it’s never been a better time for women to enter the field of technology, and what it’s like to return to competitive gymnastics after a 20-year break.

I was attracted to a career in high technology because…

It’s always changing, and there’s always something to learn. I keep working on projects in technology that have nothing to do with communication because I love IT, and want to keep making a difference with it.

My earliest experience with technology was…

At about eight years old when I was the only person in my family who understood how to use our home computer. The youngest of four kids, I had to explain to everyone what the internet was, how to the World Wide Web worked, and how to use applications.

The advice I have for young women considering a career in high tech is…

Don’t be shy or intimidated by working in a male-dominated environment. It’s humbling to be challenged, but if you’re determined to learn you will make it.

I’m most excited about the technology industry today because…

Innovation doesn’t have to be developed top down. You can come in with an idea, and you can make it happen. I’m thrilled to be making a big difference in an established 43-year old company.

I’m obsessed with data-as-a-service because…

It’s a hugely untapped space for SAP and our partners. Every company has an opportunity to monetize the gold mines we’re sitting on using data science and machine learning, building algorithms to bring exponential value to customers. This is a brand new business unit at SAP being taken seriously by our Board. It’s no longer a business-to-business story. This connects us directly with consumers.

The one app I can’t live without every day is…

When she’s not working, Grossi enjoy traveling with her husband Toni Ciminiera, pictured here in Laguna Beach, California. Photo via SAP

What’s App. Married with two children, I’ve been living in Germany for 13 years, and also have family in the United States so my whole life is on my contact list. I can stay connected with everyone I can’t see personally through pictures and messages every day.

My dream assignment is…

To be in a position where I’m challenged, working on cutting-edge innovation, being responsible for bringing ideas to life that also generate money for my company.

What keeps me motivated is…

Having both the independence to create on my own and a team to bounce ideas off.

Business can attract more women to careers in high technology by…

Educating people about how diverse the actual work in this industry is. We have to get beyond the stereotypes of IT people sitting in a basement programming round the clock. You can be technical and strategic at the same time. You can be a business development or communications expert and still know how to install, update and migrate an SAP system.

We have to get beyond the stereotype of IT people sitting in a basement. You can be technical and strategic.

I clear my mind and regenerate by…

Being a competitive gymnast. It’s something I returned to after a 20-year break, and I recently won the silver medal for our regional competition, which qualified me for the German national competition in May.

Working at SAP gives me the freedom to…

Develop ideas for breakthrough innovation and set up the team to make it happen. This is what SAP’s company culture actively supports.

One of the most influential role models in my life was…

My gymnastic coach when I was 10 years old who taught me to be fair, always do my best and never give up.

I kick back and relax by…

Goofing off with my kids – we play on the trampoline and hang out and play games.

The woman I most admire and respect is…

My mom. She’s been through so many major challenges and never gives up. She’s worked hard all her life and has shown me that no matter what I have ahead of me, I can get through it.

Read more from the series: Spotlight on Women Leaders at SAP.

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SAP Unveils SAP Business One Sales Mobile App for the Mobile Sales Workforce

WALLDORF — SAP SE (NYSE: SAP) today announced the availability of the SAP Business One Sales mobile app, a new mobile application for the SAP Business One application, which works with and is powered by the SAP HANA platform.

The mobile app is designed to support customers representing small and midsize enterprises (SMEs) as well as subsidiaries of large enterprises. A trial version of the SAP Business One Sales mobile app can be downloaded from the App Store from Apple Inc. The announcement was made at SAP Business One Innovation Summit, being held April 26–28 in Orlando, Florida.

The mobile app was developed based on SAP HANA and is tailored to the unique digital needs of sales professionals. It includes features such as pipeline management, inventory review, price quotation and order placement. By leveraging the SAP HANA platform the app can be accessed online, giving users 24×7 access to live, mission-critical data. The announcement confirms SAP’s commitment to the more than 50,000 existing customers of SAP Business One by providing them with an additional tool to succeed and grow in the digital economy.

Enhancements include the ability to track activity and results and to forecast results from mobile devices, something that previously would have required a desktop computer. Enhanced with optimized user experience through improved visualization, the mobile app enables on-the-go sales professionals to meet the needs of today’s digital world by remaining connected anywhere, anytime.

“Enterprise resource planning and e-commerce are two of the top five fastest-growing mobile apps utilized by successful SMEs to streamline their sales processes, allowing professionals to spend more time engaging with customers,” said Chris Chute, vice president, SMB Cloud and Mobility, IDC. “Purpose-built apps like SAP Business One Sales seamlessly extend key ERP capabilities to the point of customer engagement, the result being sustained agility and competitiveness.”

The mobile app is suited for use in the 26 vertical industries that SAP software supports, including retail, consumer products, wholesale distribution, professional services, manufacturing and high tech.

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

Media Contact:

Angelika Merz, SAP, +41 (58) 871-7216, angelika.merz@sap.com, CET
Nate Hubbell, FleishmanHillard, +1 (617) 692-0531, nate.hubbell@fleishman.com, ET

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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New Focused Solutions for Developing Custom Innovation on Top of SAP Solution Manager Available Now at SAPStore.com

WALLDORF — SAP SE (NYSE: SAP) today announced availability of Focused Build and Focused Insights for SAP Solution Manager, available now on SAPStore.com.

These new solutions deliver specialized features and functionality on top of SAP Solution Manager, SAP’s central lifecycle hub for SAP systems and solutions, on premise and in the cloud.

“SAP Solution Manager accelerates innovation, manages application lifecycles and runs solutions, end to end, on one integrated business and IT platform,” said Marc Thier, senior vice president, SAP Solution Manager. “SAP customers with functional needs beyond the standard scope of SAP Solution Manager can now use these powerful new offerings to develop and enable focused innovation on top of SAP Solution Manager, easily and cost effectively, via digital delivery on SAPStore.com. With the focused solutions, customers get ready-to-run extensions for SAP Solution Manager to accelerate the building and running of IT solutions.”

SAP Solution Manager is a highly stable and robust platform that offers integrated, end-to-end management processes to all SAP support customers, which equals about 98 percent of all SAP customers. With these focused solutions, customers are able to extend the scope of SAP Solution Manager and benefit from the productivity provided without incurring costs for coding, documentation, and training and onboarding staff, as well as costly maintenance activities. The solutions, which are offered on a subscription basis, are the latest additions to the SAP Digital organization’s portfolio of offerings. SAP plans to introduce additional focused solutions for SAP Solution Manager later in 2016 and beyond.

Focused Build for SAP Solution Manager helps boost efficiency and quality in IT delivery to meet business needs. It provides a built-in and integrated tool-supported methodology to manage business requirements as well as simple improvement requests and software development in agile innovation implementation projects of SAP S/4HANA. With it, users can expedite the capture and delivery of new business models and related requirements, integrate on-site and remote teams, and simplify reporting. It includes business demand and requirements management, integrated risk management, and clear-cut collaboration features that allow users to orchestrate business and IT units as well as global development teams. This methodology and toolset were conceived in large engagements of SAP MaxAttention services and, since their successful market introduction, have been established as the standard implementation method for projects with a high innovation ratio for SAP S/4HANA.

Focused Insights for SAP Solution Manager allows users to tailor dashboards in their innovation and operation control centers to their specific needs. They can build and distribute powerful, flexible, customer-specific dashboards in minutes without the need for custom programming. The dashboards and reports can be created to align with the user’s objectives and requirements for operations, monitoring, governance, application performance and program readiness. The solution allows for personalized content and the delivery of content tailored for all roles in an organization, using the same set of indicators, from real-time metrics to long-term strategic IT key performance indicators for operators, administrators, managers and executives.

To license these solutions, go to SAPStore.com, select the number of user licenses you need, and simply purchase them with a credit card. Pricing is €250 per user per year, with a contract term of 12 months, which is renewed automatically.

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

Media Contacts:

Amanda Mountain, +1 (315) 878-2290, amanda.mountain@sap.com, ET
Cindy McKendry, +1 (503) 231-7274, cindy.mckendry@sap.com, PT

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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Vive la “Co-Innovation”: SAP Labs in France

At the SAP Labs France around 900 employees from 35 nationalities are working together to create cutting-edge SAP solutions.

Watch how this unique combination of talents, ecosystem and market embraces diversity and a culture of innovation.



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Thứ Hai, 25 tháng 4, 2016

Transfer Posting across divisions

Hi All,

 

Please let me know how do you handle tranfer posting across divisions, as FP40 doesn't support transfer across divisions.

 

Thank you

Sruthi



Meet the Innovators: Chad Arimura

In Meet the Innovators, three influencers talk about innovative technologies and how they will revolutionize the world of enterprise software.

Chad Arimura, CEO of Iron.io, a microservices start up, talks about innovative technologies and how they will revolutionize the world of enterprise software.



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ISVs and SAP PartnerEdge: Renewal Specialists



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The Spin with Megan Meany: Earnings Spotlight

SAP TV Global Anchor Megan Meany has the latest SAP and tech news headlines.

This week’s news, insights and updates include SAP in the earnings spotlight; glowing reviews for gender diversity in China; and more.

Watch all episodes of The Spin.



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New IDC Study: When Will IoT Be Mainstream in Your Industry?

Chủ Nhật, 24 tháng 4, 2016

SAP Innovations Enable Digital Transformation in Asset Management

HANNOVER — SAP SE (NYSE: SAP) has introduced SAP Asset Intelligence Network and the SAP Predictive Maintenance and Service solution to help equipment manufacturers, service providers and asset operators benefit from the Internet of Things as the proliferation of sensors and smart devices transforms asset management.

These two innovations provide the applications and the business network necessary to enable new insights and the ability for all stakeholders in asset management to move from a reactive to a more proactive approach. The announcement was made at Hannover Messe 2016, a leading trade fair for industry technology, being held April 25–29.

“We are now at a point where business challenges such as balancing cost, risk and performance meet technology enablers like in-memory analytics and cloud-based platforms for collaboration to initiate a quantum leap in operational excellence,” said Hans Thalbauer, senior vice president, Extended Supply Chain, SAP. “Connectivity across the Internet of Things is helping machines talk to business information systems, and our new offerings provide the network and ability to take insight to outcome, creating a completely new digital asset lifecycle.”

SAP Asset Intelligence Network Helps Ensure Data Quality in Product and Asset Lifecycle

SAP Asset Intelligence Network offers a single, global register of model and equipment information. The network provides a secure cloud platform to connect multiple business partners for inter- and intra-company collaboration in a central clearinghouse and communications hub. Using a cloud-based portal sharing standardized content helps ensure a consistent definition among business partners.

“I expect that every device we manufacture at Endress+Hauser is automatically available with all relevant lifecycle information in the SAP systems of our customers,” said Klaus Endress, president of the Supervisory Board, Endress + Hauser. “Appropriate information at the needed time is of unimaginable value because this improves the efficiency and therefore the results of the entire company.”

SAP Asset Intelligence Network permits SAP S/4HANA to facilitate business-to-business integration for asset data. With a common definition of equipment, greater transparency and common data, the network provides not only the collaboration platform for asset-related information but also the business context for predictive maintenance and service. Advanced analytics information for identifying and understanding trends can be shared across the network, and it is possible to notify both manufacturers and operators about imminent shortfalls or failures.

The easy-to-use, role-based interface of SAP Asset Intelligence Network is enabled by the SAP Fiori user experience and accessible by mobile device. See more detail on the SAP Asset Intelligence Network at www.sap.com/ain or the blog here. The easy-to-use, role-based interface of SAP Asset Intelligence Network is enabled by the SAP Fiori user experience and accessible by mobile device. See more detail on the SAP Asset Intelligence Network at www.sap.com/ain or the blog here.

SAP Predictive Maintenance and Service Cuts Costs, Boosts Reliability

SAP Predictive Maintenance and Service is designed to help businesses decrease maintenance and service costs, while boosting availability and reliability of enterprise assets. Using predictive analytics on the SAP HANA platform, the solution processes vast amounts of real-time operational data from sensors and smart assets.

SAP Predictive Maintenance and Service provides built-in capabilities that analyze sensor data and monitor equipment behavior remotely for businesses in asset-intensive industries as well as original equipment manufacturers (OEMs) offering new service business models for their customers. The solution provides predictive models for machine learning and closed-loop integration with business systems to trigger corrective actions in service and maintenance systems to avoid unplanned downtimes.

“Being able to anticipate events and maintenance operations helps increase the efficiency and performance of our enterprise assets,” said Falko Lameter, CIO of Kaeser Kompressoren. “SAP Predictive Maintenance and Service enables us to align our products and services more closely with our customers’ use patterns and operating needs.”

SAP Predictive Maintenance and Service enables rich visualizations of sensor and geospatial data. For more detail on SAP Predictive Maintenance and Service, visit sap.com and see the blog here.

SAP Predictive Maintenance and Service enables rich visualizations of sensor and geospatial data. For more detail on SAP Predictive Maintenance and Service, visit sap.com and see the blog here.

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 approximately 310,000 customers to operate profitably, adapt continuously, and grow sustainably. For more information, visit www.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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