ESAMD Presentation

"SAP HANA S/4
Integration Strategy
for Global Tech
Solutions"
L B Mahanama
Gamage
(CB011597)
Content
• Introduction
• SAP HANA S/4 Modules.
• GTS Current Challenges.
• Competitive landscape and industry trends.
• SAP HANA S/4 integration strategy
• High-level implementation plan.
• Potential risks and mitigation strategies.
• Change management approach for
employees.
Introduction
Every business, government agency, and public institution is undergoing a digital revolution. With the
introduction of new digital technologies, not only did business processes change very quickly, but these
developments also resulted in complex commercial models and uncertain outcomes. All of these
intricate choices have an effect on an organization's constantly evolving needs for scalable,
upgradeable IT infrastructure that can adapt to a changing environment. Every business must quickly
modify its organizational procedures in order to simplify its internal organizational structure. The ERP
market is filled with numerous vendors. evertheless, SAP, Oracle, J.D. Edwards, People Soft, and
Microsoft are the top five ERP providers on the market.(Gargeya and Brady 2005)
SAP S4 HANA modules consideration
Sales & Distribution SD

• Streamline the order-to-cash process for all revenue streams and business
types, including projects, bundles, physical and digital goods, services, and
subscriptions.
• Control combined orders for both digital and tangible goods and services
from a single location. Order line item profit, cost, and revenue may all be
centrally tracked. Alerts for project modifications, deadlines, and expirations
can also be automatically set up.
• Simplify accounts receivable, automate invoicing, increase cash flow and
revenue recognition accuracy, and comply with local regulations by
combining accounting and billing.
• With an overview of orders and important sales performance measures, as
well as the ability to drill down to watch each order's status in real time and
identify possible problems before they arise, you can help ensure that sales
representatives fulfill their goals.
Sales & Distribution SD
Material Management (MM)

• Streamline the procure-to-pay process and get real-time insights at every turn.
• See important tasks and KPIs on a single, configurable dashboard, and identify cost-saving
opportunities and bottlenecks. Procure-to-pay processes can be automated, and several
levels of granularity can be applied to the analysis of contracts, invoices, requisitions, and
POs.
• Establish approval workflows to evaluate contract consumption and renewal, bargain for
long-term supplier contracts at a discount, and make buy contracts more efficient.
• In order to select the best solutions, evaluate and compare the carbon footprint of products
from different suppliers to become a sustainable business.
• Quick access to thorough, accurate, and real-time data can help you make informed
decisions about purchases quickly and with less risk—all without having to open several
reports or transactions.
Material Management (MM)
Production Planning (PP)
• Ensure operational excellence and seamless integration between all manufacturing

processes, such as make to stock, make to order, and engineer to order, to maximize
production.
• Prior to using simulation to solve capacity problems, shortages, and bottlenecks, assess
consumer wants and determine the appropriate product quantities.
• Boost productivity and operational effectiveness. You can track the status of your production
orders in real time, identify and address bottlenecks, and address problems like low
inventory levels.
• Real-time inventory tracking can help you meet demand and address shortfalls before
stockouts occur. You can locate providers with the capacity to manufacture more, order
goods, and automatically match supply and demand.
Production Planning (PP)
GTS Current Business Ops and Challenges
• Poor management of Human Resources - An organization's most valuable resource is its human capital.
There are labor rules and regulations specific to each county. The lack of a centralized system may make
it difficult for GTS to effectively manage its workforce. It may take some time to complete employee
relocations, such as moving from one department or area to another.
• Exploitation of materials and inventory - GTS is unable to track its materials and inventory in the
absence of an appropriate centralized database system. This misuse could result in a sharp decline in
GTS profit and an increase in bottle cost.
• Data Silos - A data silo is a collection of information kept by one group that other groups within the same
organization cannot readily or completely access. Data Silos result from the failure to use an ERP
system. Data duplication may result from the usage of separate systems by departments, manufacturing,
sales, and other business processes. This problem prevents GTS from producing reliable data.
• Outdated and unsupported software systems - commonly referred to as legacy systems, hinder the
capacity to scale corporate processes. Vendors no longer provide support for these platforms. These
systems may not have software upgrades or security flaws as a result of the vendors' lack of support.
Competitive landscape and
industry trends.
• It is vital that companies adapt to ever evolving digital transformation. This means improved customer
service, better predictability, competitive advantage, faster production, minimal wastage etc. These
enablers for a business creates new opportunities and ensure sustainable business growth in the long run.
• Companies who do not adapt to DX are left behind and lose the competitive advantage over market
competition. This could lead to losing market capitalisation and market share. Below are a few factors
out of many that could lead to this situation and big losses for companies if they do not adapt.
• less customer satisfaction due to lack of competitive CRM.

• Not being able to take better informed strategic decisions due to lack of data
analytics.
• Slow production due to lack of Material management and Production planning.
• High cost of production due to lack of Material management and Production
planning.
SAP HANA S/4 integration strategy
Based on Global Tech Solutions geographical spread, Manufacturing strength and

customer base following architecture is proposed for integration using SAP
Integration Solution Advisory Methodology in SAP Integration Suite. The toolkit
that SAP recommends using to streamline and expedite integration for scenarios
involving partners, third parties, and SAP is called SAP Integration Suite.
SAP HANA S/4 integration strategy
High-level implementation plan.
Agile Project Management Method will be used to implement the SAP S/4 HANA in Global Tech
Solutions. This method of project management divides the work into manageable chunks and
places a strong emphasis on ongoing cooperation and development. Teams work in cycles of
planning, carrying out, and reviewing.
Potential risks and
mitigation strategies.
Following are some of the anticipated Risks along the road and mitigation strategies for them.
Change management approach for employees.
Following are some of the anticipated Risks along the road and mitigation strategies for them.
• Involve from the Beginning - Employees must be involved and their valuable
views should be taken into consideration from the very first stage of the
transformation and their buy in crucial for the success.
• Learning And Development - L&D is important in having employees gain
new skill pertaining to support the transformation in new domain such as Data
Science and Data analytics.
• Training - Training is crucial on SAP S/4 HANA user interfaces, how to use
required features and resiliency options.
• Operational Change Management Approach - Start and manage operational
dashboard to track transformation change and Employee involvement required
on a timeline. This will keep everybody aware of the progress and the features
and resource allocation will be a breeze when employees know what is
coming their way.
Conclusion
This document outlines SAP S/4 HANA suitability for
Global Tech Solutions in their global glass bottle production
business. Section 1 introduces SAP HANA S/4 and
discusses SAP HANA S/4 Capabilities and potential
benefits along with its features such as SD, MM, PP and FI
along with actual screenshots. Section 2 looks at
Operational Challenges and significance in digital
transformation for GTS and discusses the competitive
landscape and technological trends.
Section 3 and 4 lays out the implementation plan and the
integration strategy along with tools
and methodologies that will be utilized. Overall this report
provides you the feasibility and high level plan for SAP S/4
HANA for Global Tech Solutions.
REFERENCES
Bradlow, E. T., M. Gangwar, P. Kopalle, and S. Voleti. 2017. “he Role of Big Data and Predictive
Analytics in Retailing.” Journal of Retailing 93 (1): 79*95.
Gargeya, V. B., and C. Brady. 2005. “uccess and failure factors of adopting SAP in ERP system
implementation.” Business Process Management Journal 11 (5): 501-516. IEEE.
Gupta, S., B. Bhushan, and Z. Luo. 2019. “Role of cloud ERP and big data on firm performance:
a dynamic capability view theory perspective.” Management Decision 57 (8): 1857-1882.
Kaushik, N., and T. Bagga. 2020. “Internet of Things (IOT): Implications in Society.” Proceedings
of the International Conference on Innovative Computing & Communications (ICICC)
2020:1-5.
“SAP Implementation - SAP.com.” 2022. SAP.
https://www.sap.com/documents/2020/11/400ae14b-bf7d-0010-87a3-c30de2ffd8ff.html.
Velcu, O. 2010. “Strategic alignment of ERP implementation stages: An empirical investigation.”
Information and Management 47 (3): 158-166.
Weng, Fumei, and Ming-Chien Hung. 2014. “Competition and Challenge on Adopting Cloud
ERP.” International Journal of Innovation, Management and Technology, 5, no. 4 (Aug):
1-5.

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"SAP HANA S/4

Sales & Distribution SD

Material Management (MM)

Production Planning (PP)

• Ensure operational excellence and seamless integration between all manufacturing

• less customer satisfaction due to lack of competitive CRM.

Based on Global Tech Solutions geographical spread, Manufacturing strength and

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