bi reports demo

8/8/2019 BI Reports Demo

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SAP NW 7.0 B I Cont entfor Professional

Se rv ic es - Dem o

SAP AG


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SAP AG 2007, SAP NW BI 7.0 Content for Professional Services / 3

Setup o f Demo Scenar io (2)

The reports of this Demo Scenario depict a selection of possible reporting

areas relevant to steer a consulting company. The analyses can be usedby users from different areas of the company and on different hierarchicallevels.

In the areas of revenue generation metrics, operating cost metricsand competitive environment, each of the reports can be built based

on data coming from SAP data sources.

The following document describes the reports in detail which form part ofthe demo scenario.


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New BI Content for Profess ional Serv ic es (1)

Back log Engagement Backlog Analysis

Revenue f rom New Sources Customers and Projects

Project and Customer SizeAnalys is Project Size Analysis Customer Size Analysis

Per-Bi l lable-EmployeeMet r i c s Employee Analysis

Profi tab i l i t y Met r i c s Profit Center Profitability

Customer and Project Profitability

SAP NW7.0 BI Revenue Generat ion Met r ic s


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New BI Cont ent for Profess ional Serv ic es (2)

Human Cap i ta l Cos ts Employee Costs Breakdown

Development Employee Costs

Operat ing Costs Total Operating Costs Breakdown

Eff ic ienc y Dr ivers Actual Average Productivity

Actual Utilization

Utilization Forecast

CU-Forecast

Employee Leverage

Days Sales Outstanding (DSO)

SAP NW7.0 BI Operat ing Costs Met r ic s


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New BI Content for Profess ional Serv ic es (3)

Compet i t i ve Growt h Ana lys is

SAP NW7.0 BI Compet i t i ve Envi ronment


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Agenda

Revenue Generat ion Met r ic s

Pro f i tab i l i t y Met r ic s

Per-Bi l lable-Employee Metr ics

Revenue from New Sources

Operat ing Costs

Human Capi ta l Costs

Pro jec t and Custom er Size Analys is

Back log

Opera t ing Costs Met r ics

Ef f ic ienc y Dr ivers

Opera t ing Costs Met r ic s

Compet i t i ve Grow th Ana lys is



Ana ly t i cs Prof it ab il it y Ana lysi s Prof it Cente r (1 )

Overview:

Net revenue, gross margin and operating profit are among most importantfinancial metrics for consulting firm management.

This report shows an enquiry of the profitability of Consulting Units of theConsulting Area Consumer & Process Industries.

Key Figures:

The key figures featured here are Net Revenue, Total Operating Costs,Operating Profit. The calculated key figures result from followingformulas:

Gross Margin = %A Net Revenue Total Operating Costs / Net RevenueOperating Profit = Net Revenue Total Operating CostsOperating Profit Margin = %A Operating Profit / Net Revenue



Ana ly t i cs Prof it ab il it y Ana lysi s Prof it Cente r (2 )


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Ana ly t ic s Cust om er and Pr oj ec t Pr of it abi li t y (1 )

Overview:

This reports shows the Customer and Project Profitability of theConsulting Unit Retail.

This report is particularly aimed at the sales people of consultingcompanies: based on the revenue figures for different customers, theyare able to draw consequences for their sales strategy.

Key Figures:

The key figures featured here are Net Revenue, Total Operating Costs,Operating Profit. The calculated key figures result from followingformulas:

Operating Profit = Net Revenue Total Operating CostsGross Margin = %A Operating Profit / Net Revenue


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Ana ly t ic s Cust om er and Pr oj ec t Pr of it abi li t y (2 )


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Agenda





Operat ing Costs



Back log






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Analy t i cs Employee Ana lysis (1 )

Overview:

This report compares the revenue and costs per billable employee forConsulting Unit Consumer Products by breaking down the profitability ofdifferent functional groups and positions. Assumed that the executive firmis an IT consulting company, the functional groups are derived from ITbusiness. The analysis reveals on how different functional groups within acompany or business unit perform generally. It can be a basis to

determine or adjust internal cost rates or external daily or hourly ratescharged to the customer.

Key Figures:

The key figures shown here are Employee Costs, Total Operating Costsand Net Revenue. The calculated key figures result from followingformulas:

Employee Costs (%) = %A Employee Costs / Total Operating CostsContribution Margin (%) = %A (Net Revenue Total Operating Costs) /Net Revenue


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Ana lyt i c s Employee Ana lys is (2 )


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Agenda





Operat ing Costs



Back log






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Anal yt ic s Revenue from New Sourc es (1)

Overview:

The report Revenue from New Sources (Projects and Customers) forConsulting Unit Retail provides information about how revenue from newclients, new projects or services is generated. By means of this analysis,the business unit management, business development or salesdepartment are able to evaluate which issues, services or products have

the best capability to be positioned in the market.

Particularly for the sales people, this report offers figures on customersegments or branches which generate new business so they can developthe right strategy to sell services and projects.

Key Figures:

The key figure featured here is Total Project Volume.


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Anal yt ic s Revenue from New Sourc es (2)


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Agenda





Operat ing Costs



Back log






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Analyt ic s Cust omer Size Analys is (1)

Overview:

As an indicator if client confidence and spendings are rising or not, theCustomer Size Analysis Report for Consulting Area Consumer & ProcessIndustries shows if a consulting company sees increased project sizesover the years. The report shows the average order value per customersize (A, B, C). Therefore a consulting company can analyze its change inengagement size with regard to customers' total revenue.

In Addition, the total order value compared to the average order value percustomer size segment is displayed.

This report reflects more the historical view on how customers develop

over the years.

Key Figures:

The key figure provided here is Total Sales Volume.


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Ana ly t ic s Cust om er Si ze Ana ly si s (2 )


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Ana ly t ic s Cust om er Si ze Ana ly si s (3 )


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Ana lyt i cs Projec t Si ze Ana lysi s (1 )

Overview:

As an indicator if client spendings for a specific issue are rising or not, theProject Size Report for Consulting Unit Retail shows if a consultingcompany sees increased project sizes over the years. The report showsthe average project volume per project issue compared to the totalproject volume for a certain period of time.

This report reflects more the historical view on how projects develop overthe years.

Key Figures:

The key figure featured here is Total Project Volume.


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Ana lyt i cs Projec t Si ze Ana lysi s (2 )


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Agenda





Operat ing Costs



Back log






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Ana lyt i cs Engagement Back log Anal ys is (1 )

Overview:

The Engagement Backlog Analysis indicates if a company experiencesstable or filling pipelines, on the basis of the key figure "Backorders". Thiskey figure shows the delta between the order value in the sales documentand billable revenue at the reporting date.

The report shows the number of weeks that a firms staff would continue

to work, from the reporting date on into the future. In addition, the numberof employees per profit center is listed to be able to drill down the"Backorders in weeks" to profit center level.

Key Figures:

The key figures shown here are besides Number of Employees andMarket Rate the calculated key figures, which result from followingformulas:

Backorders = Net Value incoming orders / Net Value Sales Volume

Backoder in Weeks = Backorders / Number of Employees * 5 * MarketRate


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Ana lyt i cs Engagement Back log Ana lys is (2 )


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Agenda





Operat ing Costs



Back log






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A na ly t ic s To t al Op er at i ng Co st s B re ak d ow n (1 )

Overview:

Regarding the cost metrics of a consulting company, operating costs as apercentage of revenues are a very important key figure: how much oftheir revenue do firms spend on operating costs and how do totaloperating costs break down to other administrative budgets such as costsfor sales activities or IT spendings for example. Employee costs inparticular, as a percentage of total operating costs, are of high

significance for consulting firms.

The Total Operating Costs Breakdown report displays for ConsultingArea Consumer & Process Industries, how the different cost pools foroperating costs are assembled. The different cost pools altogether add

up to 100%.

Key Figures:

The key figure shown here is Total Operating Costs.


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A na ly t ic s To t al Op er at i ng Co st s B re ak d ow n (2 )


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Agenda





Operat ing Costs



Back log






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A nal yt i c s Em p lo yee Cos t s Bre ak d ow n (1)

Overview:

This report breaks down total employee costs in different cost pools suchas salaries and bonuses or spendings for health and retirement benefits.It displays, how these different cost pools are assembled. The differentcost pools altogether add up to 100%. The profit center responsible getsthe overview of the employee costs are distributed between the differentcost categories in a real-time system. Training costs usually are not

booked on employee level, but on cost center / profit center level.

In addition the historical trend of the different cost pools over the years isshown.

Key Figures:The key figures featured here are Base Salaries, Bonuses, Benefits andTraining & Development.


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A nal yt i c s Em p lo yee Cos t s Bre ak d ow n (2)


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Ana ly t ic s Deve lopm ent Em p loyee Cost s (1 )

Overview:

This report compares revenue and total operating costs (of whichemployee costs are only a percentage).

In the focus of a consulting firm's perspective is the analysis if employeecosts' share on total operating costs has increased or decreased over themonths. Amendatory, total operating costs' share on net revenue is

displayed as well.

On a company-wide basis, different functional groups and positions canbe compared.

Key Figures:

The key figures shown here are Employee Costs, Total Operating Costsand Net Revenue.


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Ana ly t ic s Deve lopm ent Em p loyee Cost s (2 )


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Agenda





Operat ing Costs



Back log





A l i A l A P d i i (1)


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Analyt ic s Ac t u al Average Produc t i vi t y (1)

Overview:

This report shows for Consulting Unit Consumer Products a detailedanalysis for the consulting unit Consumer Products which in the ActualUtilization report showed the best development towards year end.

It can be used by the head of the consulting unit and his/her senior(s) toassess the skill portfolio and serve as basis for hiring decisions.

Key Figures:

The key figures featured here are Productive Days, Average Number ofEmployees and Average Number of Productive Days per Employee.

A l t i A t l A P d t i i t (2)


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Analyt ic s Ac t ual Average Produc t iv i t y (2)

A l t i A t l Ut i l i t i (1)


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Anal yt ic s Ac t ual Ut i l i zat ion (1)

Overview:

This report shows for Consulting Area Consumer & Process Industries acomparison between the three Consulting Units regarding their performance inUtilization for the past year. It could be part of the assessment of the performanceof the respective heads, carried out by their superior at year change.

The individual graphs for the Consulting Units can also be used on a monthlybasis by the CU-heads to steer the development of the utilization in their unit.

Key Figures:

The key figures featured here are Billable Days External, Billable Days Inter-company, Chargeable Days and Investment Days, all of them percentage valuescompared to the available days of the productive employees. Investment Days, in

this example, contain training, education, sales- and learning on the job activitieswhich cannot be charged on a consulting project.

A l t i A t l Ut i l i t i (2)


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Anal yt ic s Ac t ual Ut i l i zat ion (2)

A l t i Ut i li t i F t (1 )


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A nal yt i c s Ut i li za t ion Fo re c as t (1 )

Overview:

This report compares the historical/actual utilization of the past threemonths and the forecast for the forthcoming three months for theconsulting unit Consumer Products. It can be used by the CU-head andhis/her superior for more detailed analyses because it compares thelatest historical development and the outlook for the next months.

Key Figures:

The key figures used in this report are the actual values and the forecastof the utilization categories Billable Days external, Billable DaysIntercompany, Chargeable Days and Investment Days. In the graphs thefigures are presented as percentage of the total of Productive Days. Thetable shows the forecast in days (absolute) and in percentage ofProductive Days.

A l t i Ut i li t i F t (2)


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Ana lyt i c s Ut i li zat i on For ec a st (2)

A nal yt i c s Ava il ab il it y Fore c as t (1)


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A nal yt i c s Ava il ab il it y Fore c as t (1)

Overview:

The essence of this report is to show the availabilities of the resources forConsulting Unit Consumer Products for managing staffing opportunities.The target group is the direct management and staffing/resourcemanagement.

The elements used in this report is a Navigation Block, a Table and

Exceptions. The exception is deactivated by default.

Key Figures:

The key figure displayed here is the Availability in Days which resultsfrom the Days to be recorded minus Forecast Productive Days, Vacation

and planned non-productive days.

Ana lyt i c s Av ai l abi li t y For ec a st (2 )


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Ana lyt i c s Av ai l abi li t y For ec a st (2 )

Analyt ic s Em ployee Leverage (1)


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Analyt ic s Em ployee Leverage (1)

Overview:

Leverage determines the ratios of employees who are "billable" to the

customer to "non billable" employees such as full partners or profit centermanagers. It largely depends on the type of consulting a firm sells: thehigher the qualitative and analytical content of the consulting, the lowerthe staff leverage. For consulting services such as IT systems integration,leverage can be higher because tasks for consultants are discrete andcan be managed more objectively than can the more subjective work of astrategy consulting engagement.

This report shows a comparison between all consulting units regardingthe proportion of non-billable employees. The employee figures should becollected at the specific reporting date to reflect a picture of theorganization as realistic as possible.

Key Figures:The key figures displayed here are occupied positions (FTE), non-billableemployees (FTE) and as a result the percentage of non-billableemployees.

Ana ly t ic s Em p loyee Leve rage (2 )


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Ana ly t ic s Em p loyee Leve rage (2 )

Ana lyt i cs Days Sa les Outs tand ing (1 )


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Ana lyt i cs Days Sa les Ou ts tand ing (1 )

Overview:

Days Sales Outstanding (DSO) is a company's average collection period. On one

hand, it is an indicator for customers' payment behavior; on the other hand itstands for the quality of a company's customer relationship management.

A low figure indicates that the company collects its outstanding receivablesquickly; a high figure can be a great indicator of revenue problems or warrantyreserve for the future.

The report shown here also reflects the deployment of DSO over a period ofseveral quarters.

Target group of this report is the operative management of a Consulting Area asthis report compares the development of the DSO over the past six month for the

Consulting Units of the Consulting Area Consumer & Process Industries.

Key Figures:

The key figure displayed here is Days Sales Outstanding (DSO).

Ana lyt i cs Days Sa les Outs tand ing (2 )


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Ana lyt i cs Days Sa les Ou ts tand ing (2 )

Agenda


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Agenda





Operat ing Costs



Back log





Analyt ic s Compet i t i ve Grow th Analysis (1)


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Analyt ic s Compet i t i ve Grow th Analysis (1)

Overview:

This report shows the growth rates this year as compared to last.

Additionally, most-recent-quarter data indicates if further growth is on thehorizon or not.

As a competitive or benchmark report, this analysis compares one's ownconsulting company with the three main competitors.

Key Figures:

The key figures featured here are Net Revenue, Net Revenue perQuarter, Year-on-Year Revenue Growth, Quarter-on-Quarter RevenueGrowth.

Ana lyt i cs Compet i t i ve Grow th Analys is (2 )


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Ana lyt i cs Compet i t i ve Grow th Anal ys is (2 )

Copyr ight 2008 SAP AG All Right s Reserved


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