S4HANA_Full-Presentation-Slides_13.10.2021

Feature Scope Description Technology and Functional

1. Triple E formula:
Expertise, Experience
and Excellence.
Powered by the S/4 HANA SIG Panel

2. MENTIMETER SURVEY

www.menti.com

Enter code
5953 5872

3. S/4HANA PANEL

CONTRIBUTORS
Garith Peck
Executive Head Cloud
Security
Vodacom
AFSUG TEAM
S/4HANA SPECIAL INTEREST GROUP PANEL
Lynnette Shaw
Presales Business Architect (PbA)
SAP SA
Stratfore Tech

4. BONUS
YOUR S/4HANA EXPERT PANEL

5. SPONSOR

6. AGENDA
•Welcome & Introduction
•Amanda Gibbs, General Manager – African SAP User Group
•Genevieve Myburgh, Senior Events Manager – African SAP User Group
•Intelligent Enterprise: SAP Architectural Pitch
•MK Kwatala, - Deloitte
•Greenfield, Brownfield, or Hybrid
•Roger Loe, - SAP
•Accelerators and Best practice
•Lynnette Shaw, - SAP
•Felix Chabeli, Director - Stratfore Tech
•Projection Plan Steps
•Shamit Maharaj, - SAP
•Quality Awards Criteria
•Sharmila Jasmath, - SAP
•Value Management
•Koosh Panday, - SAP
•Survey Results | Q&A
•Panel Discussion

7. Intelligent Enterprise: SAP
Architectural Pitch
MK Kwatala - Deloitte

8. PUBLIC©2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ 8
Optimize and Transform with SAP’s Intelligent Enterprise architecture
An agile and flexible platform for
innovating quickly in the areas
where differentiation
drives competitive advantage.
Partner apps
Transform with Next Practices
SAP apps
Transform
SUSTAINABILITY MANAGEMENT
EXPERIENCE MANAGEMENT
INTELLIGENT SUITE INDUSTRY CLOUD
SAP DATA CENTERORHYPERSCALER
BUSINESS TECHNOLOGY PLATFORM
BUSINESS PROCESS INTELLIGENCE
BUSINESS
NETWORK
ACROSS ALL FUNCTIONS: Design to Operate | Lead to Cash
A stable and reliable business
foundation to run end-to-end
processes as effectively
and efficiently as possible.
Optimize with Best Practices
SAP Intelligent Suite Applications

9. PUBLIC©2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ 9
Building a business case for SAP S/4HANA
There are several options :
Impact
Do nothing or
Kick the can
(until 2027)
▪SAP ECC support ends 2027;
▪Additional support can be purchased;
▪Bolt-on systems added;
▪Master Data not improved;
▪Users' way-of-working not optimised
Decide based
on Facts
▪SAP S/4HANA benefits not realised;
▪Pain points and system limitations remain if not addressed
▪Bolt-on systems or customisation continue to add
complexity
▪Data integrity issues remain
▪Continue to be left behind

▪Define and formulate an SAP S/4HANA business case
▪Define and quantify the value of SAP S/4HANA for
your business by function
▪ Define and understand the investment required to
unlock the value
▪Pain points and SAP S/4HANA investment opportunities
and limitations understood for your business;
▪Get buy in from business stakeholder on the SAP
S/4HANA opportunity
▪Have the facts required to make an investment decision

Description
The digital economy is accelerating exponentially, and digitization is disrupting how businesses operates today. Staying competitive in the digital age requires
speed, agility and innovations.

10. Roger Loe - SAP
Greenfield, Brownfield or Hybrid

11. 11
PUBLIC©2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ
What considerations are needed for a SAP HANA journey?
What is SAP
HANA?
Fast database? Game
Changer?
Will this require a
migration or an
upgrade?
Immediate benefit? Big
or Small Change?
Alignment with a future
roadmap?
Will this changed
system work in
my wider SAP &
non-SAP
environment?
Cloud to on-premise?
System to System?
Integration
considerations?
What do I do
about any existing
custom code?
Convert? Extend in
cloud? Revert back to
standard?
What am I going
to run on SAP
HANA?
One system? All my
SAP systems? What is
my SAP Landscape?
Versions? Sizing?
What type of
migration will this
be?
Greenfields /
Brownfields / Guided /
Model Company?
How much will
this change cost?
SAP License?
Services? Hardware?
Business Cost?
Where do I want to
deploy the new
SAP HANA
system?
On-premise / Cloud –
What cloud?
Who will help me
with the move?
SAP Services?
Solution Integrator?
In-house skills? Rise
with SAP?
What is the
business benefit
of doing this?
Value add? Risk
Avoidance? Project /
Program alignment?
How do I mange
this change?
Process Change?
Busines
Transformation?
Technical Change?
New Capabilities?
Will this require a
migration or an
upgrade?
Immediate benefit? Big
or Small Change?
Alignment with a future
roadmap?
What type of
migration will this
be?
Greenfields /
Brownfields / Guided /
Model Company?

12. Accelerators and Best practice
Lynnette Shaw – SAP
Felix Chabeli – Stratfore Tech
Lynnette Shaw
Presales Business Architect (PbA)
SAP SA
CONTRIBUTOR
Stratfore Tech

13. Enablers of your Digital Transformation
SAP Activate Jam
Community
•Engage SAP Activate experts
•Ask questions and collaborate
•Stay up to date
•Request access at
http://bit.ly/SAPActivate
•Existing members use:
https://app.smartsheet.com/b
/form?EQBCT=c5a5898145954
82185b4c1280f6abb57
SAP Roadmap Viewer
•Browse implementation
guidance for your digital
transformation
•Access SAP Activate
methodology assets and
accelerators
•https://go.support.sap.com/r
oadmapviewer/
SAP Best Practices
Explorer
•Access SAP Best Practices
content
•Power your project with
ready-to-run processes
•https://rapid.sap.com/bp/
SAP Solution Manager
•Launch page to access latest
news and key sources of
additional information
•https://support.sap.com/en/
alm/solution-manager.html

14. Typical Content for Accelerated Solutions

15. What you will find on SAP BPX

16. Project Plan Steps
MK Kwatala | Felix Chabeli
CONTRIBUTOR
Stratfore Tech

17. Challenges
•ERP has become such a commodity that its value often gets overlooked while the “total cost of implementation” and “total cost of
ownership” have become the primary facets of consideration.

•Like any other infrastructure, an ERP ages and accumulates complexity over time.

•For many, SAP S/4HANA transition programs start with a debate on how to approach the project and what options to consider. Most
swiftly conclude that the company’s vision, readiness to change, and ability to manage these changes play a much bigger role than
any technology aspects.

•Irrespective of the chosen transition option, the way the project is set up and managed will determine the ability to turn SAP’s
innovations into business advantage.

18. Solution
•Once key strategic choices around the SAP S/4HANA journey have been concluded and the business case accepted , the pivotal elements of the future
project will need to be planned and managed.
•Although new implementations and conversion projects are very different by nature , S/4 HANA projects and programs call for special focus around
multiple areas including:



Focus Area Recommendation
Program Governance ,
Methodology and Approach
Program Governance
These three elements are crucial to an efficient and effective governance for SAP S/4HANA projects:
∙Project’s steering committee
∙Joint design authority
∙Architecture governance board
Methodology and Approach
∙The SAP Activate methodology is a harmonized implementation approach across a myriad of deployment options.
∙The methodology scales extremely well, becoming lightweight for smaller engagements or more robust for larger
projects or programs.
∙The workstreams and work packages defined by SAP Activate build a solid baseline for the project plan
Program Team Skills

The IDC indicates that a well-trained implementation teams can save up to 11% in deployment time.
The enablement of users and teams is a significant building block in a project’s success. The program team enablement
activities are often overlooked as a planning consideration as focus is usually on the creation , administration and
dissemination of training content related to the solution being implemented to the end user / super user community.

19. Solution
Focus Area Recommendation
Functional and Technical Architecture
Considerations

Transparency in both functional and technical architecture is one of the key success
factors for your project. Leveraging SAP Model Company and SAP Best Practices aid in fast
tracking architectural considerations however require planning and management to align
program activities effectively. Special focus against customization objects (RICEFW) is
required to ensure an early understanding of the overall scope.
Alignment of Business Processes to SAP
S/4HANA

S/4 HANA optimizes certain processes and ways of working , as such functional
considerations to the impact of business processes must be planned for and are often
overlooked as business as usual activity.
Ensuring the accuracy and applicability of
data

Various data model changes have been affected with S/4 HANA. The most notable being
the new Business Partner concept. As such additional focus on the accuracy and
applicability of data in support of the data model changes in S/4 HANA is required.

20. Quality Awards Criteria
Sharmila Jasmath - SAP

21. Introduction

“Quality is never an accident;
it is always the result of high
intention, sincere effort,
intelligent direction and
skillful execution; it
represents the wise choice of
many alternatives”
William A. Foster

22. SAP 10 Quality Principles

23. SAP Quality Awards – Celebrating Success
Why SAP runs the program
✔Celebrate customer excellence
✔Build a community of Thought Leaders
✔Strengthen customer and partner relationships
✔Source of references
✔Identify skilled implementation partners
✔Promote SAP solutions as a Quality brand

24. Value Management
Koosh Panday - SAPPI

25. Introduction

Customer value analysis consists of five steps:

1.Identifying the main attributes that customers value.
2.Assessing the quantitative importance of the different attributes.
3.Assessing the company’s and competitors’ performances on the different customer values against their
rated importance.
4.Examining how customers in a specific segment rate the company’s performance against a specific major
competitor on an attribute-by-attribute basis.
5.Monitoring customer values over time.

26. Challenges
Step -1: Identifying the main attributes that customers value.

This may be identified by asking a group of representative customers of the target segment(s). You may ask them what they look for in a product and how
they select a particular seller. You should record their responses to help you identify your company’s position in the minds of your target buyers.

Step-2: Assessing the quantitative importance of the different attributes.

To assess the importance of different attributes that customers consider important, you may request them to rank the attributes in order of ascending
value. By averaging their rating, you can decide which attribute is most important, which comes next to it, and so on.

Step-3: Assessing the company’s and competitors’ performances on the different customer values against their rated importance.

On the third stage, you may ask your respondent customers to compare your company’s performance with that of your competitors with respect to each
of the attributes they consider important.

Step-4: Examining how customers in a specific segment rate the company’s performance against a specific major competitor on an
attribute-by-attribute basis.

ere respondent customers are requested to compare the company’s performance with that of the major competitors against each of the attributes of
customers value. It helps the company identify its position with respect to its major competitor. This helps the company to decide whether it should raise
its price, reduce it, or keep the price unchanged.

Step-5: Monitoring customer values over time.

Customers’ values always do not remain the same. They may change with the elapse of time, and consequently, a company should, after certain intervals,
measure customer values for revising its strategies if required.

27. Ensure that identified KPIs are developed to effectively measure and manage value
post-implementation
Avoid developing too many KPIs as part of Value Realization
Identify those KPIs that most meaningfully measure the
impact and adoption of a given key process change
Ensure business alignment on KPIs, what they are comprised
of, and how they are used
Define accountability for measurable results
Incorporate defined KPIs into BI/Reporting requirements for
ease of measurement and tracking
Leverage SAP Value Lifecycle Manager & KPI Catalogue

28. African SAP User Group
Office: [phone] | [email protected]
SAP Business Park, 1 Woodmead Drive, Woodmead, 2148

www.afsug.com
THANK YOU

29. S/4HANA PANEL

CONTRIBUTORS
Garith Peck
Executive Head Cloud
Security
Vodacom
AFSUG TEAM
S/4HANA SPECIAL INTEREST GROUP PANEL
Lynnette Shaw
Presales Business Architect (PbA)
SAP SA
Stratfore Tech

30. MENTIMETER RESULTS