financial excellence real estate

CONFIDENTIAL

Achieving Financial Excellence LoB Finance Solutions completing the CFO‘s Bill of Material

Ralph Schoepfer, EMEA CoE FinanceLoB Summit Market Unit CIS on Mar 20, 2012

Confidential

© 2012 SAP AG. All rights reserved. 2Confidential

The 2012 Agenda of Chief Financial Officers


Major core Finance Topics CFOs are currently focusing on

FinancialTransformation

Financial Risk Management

CFO CFO


Growing Pressures that are Here to Stay

Increasing globalization

Pressure on margins

New – potentially disruptive – technologies

Increased focus on risk

Regulation is here to stay

Volatility in markets, commodity prices and stocks


Means Greater Expectations of Finance

Ensure RegulatoryCompliance and Effective

Risk Management

Deliver Superior Services at Reduced Cost

Outperform Financial Objectives and Create Sustainable Value

INCREASING PRESSURES ON THE OFFICE OF FINANCE


How to achieve Financial Excellence along Key Challenges and End-to-End Processes?

Treasury and Financial Risk Management

Manage Enterprise Risk and Compliance

Accounting and Financial Close


Risk Management

Deliver Superior Servicesat Reduced Cost

Develop and Translate Strategy

Outperform Financial Objectives and Create Sustainable Value

Strong cash flow and liquidity

Reduced cost of finance

Compliant and accurate financial reporting

Maximized profitability

On premise On demand In memoryOn device

Planning, Budgeting, and Forecasting

Profitability and Cost Analysis

Monitoring and Reporting

Receivables Management

Invoice to Pay

Travel Management

Real Estate Management

Finance Shared Services

http://imagedirectory.wdf.sap.corp:6085/ImageLibrary/ImageDetailsView?imageId=79828ef5-5e3b-447b-a133-f071c2d51fa8

http://imagedirectory.wdf.sap.corp:6085/ImageLibrary/ImageDetailsView?imageId=6aa9bab2-d5e8-4c58-9a91-542797024cc4



Regulatory Compliance and Effective Risk Management

Manage Enterprise Risk and Compliance

Access Risk Management

Continuous Transaction Monitoring

Enterprise Governance, Risk and Compliance

Global Trade Management

Accounting and Financial Close

CorporateClose

FinancialAccounting

Reporting andDisclosure

Financial CloseGovernance

Entity Close Management

Cash & Liquidity

Management

Debt andInvestments Strategies

Payments and Bank

Communications Financial Risk Management


Risk Management

Commodity Risk Management


OUTPERFORM FINANCIAL & VALUE CREATION OBJECTIVES

Outperform Financial & Value Creation Objectives

Manage Financial Performance

Planning, Budgeting& Forecasting

Profitability and Cost Analysis

Develop andTranslate strategy

Monitoring and Reporting


Deliver Superior Service at Reduced Cost


Invoice to Pay

Dispute Resolution

Credit Evaluation and Management

Collections Management

Accounts Receivables

Billing & E-Invoicing

E-Invoicing Inbound

Invoice Management Automation

Document Retention

and Archiving

Payments and Bank

Communication

Travel Management Shared Services

TravelManagement


Deliver Superior Service at Reduced Cost

Accounts Payable

Real Estate

Real Estate Lifecycle

Management


LoB Finance SolutionsSpanning the Financial Value Chain

Customers Suppliers

Sources of Cash Uses of Cash Check Credit Invoicing Resolve

Disputes Collect Cash

PaymentRun

Transmit Payments

Settle Payments

Cash & Liquidity

Treasury & Risk

InvoiceProcessing

Receivables Managemen

t

Invoice to Pay

Treasury & Financial Risk

TravelManagemen

t

Financial Institutions

Accounting & Financial Close


Real Estate Managemen

t


The SAP AdvantageClosing the Loop between Strategy and Execution

Strategy

Process Execution

InsightDecisions

Process Refinement

Monitoring

Events

SAP Business Suite

Trusted Data & Semantics

SAP Business User

Business Intelligence Platform

Business Process Platform


LoB Finance SolutionsPortfolio Overview

Financial & Management Accounting


TreasuryManagement

Process Enabling Eco-System Solutions

Credit Management

Biller Direct

Dispute & CollectionsManagement

ContractAccounting

General Ledger

AccountsPayable

AccountsReceivable

Financial ClosingCockpit

CostAccounting

Information Interchange

E-Invoicing for Compliance

SWIFTCommunication

Digital Fuel(Shared-Services)

Industry Partner Solutions

Treasury & Risk Management

Commodity RiskManagement

Cash & LiquidityManagement

In-House Cash

Bank Communication

Management

SAP Business Suite

Trusted Data & Semantics

SAP Business User

Business Intelligence Platform

Business Process Platform

Process / Organization Solutions

Shared ServiceFramework

Central ProcessScheduling

InvoiceManagement

Real Estate Management

Travel Management

Internal use only !


Ongoing, non-disruptive Innovations along the core Finance Processes of Your Clients

2007 2009 2010 20112008 2012SAP ERP FinancialsEHP3 Entity Close Management

CPS Integration, Web UI, Template Flexibility

TreasuryTriple Point Integration, Exposure, Value at Risk ash Manager, Bank Communication, SWIFT

Real EstateFunds Management Integration

TreasuryCash Manager, Bank Communication, SWIFT

ReceivablesCredit & Dispute Work Center, Biller Direct Buy-Side

Travel ManagementWeb Dynpro, Web Services

Real EstateMove Planning, Multiple contract entities

EHP2

Entity Close ManagementReal-time Reporting, Document Mgt.

TreasuryHedge Management, Corresponding Monitor

ReceivablesCredit Limit Processing, Dispute Enterprise Services

Travel ManagementExpress Expense, Barcode

Real EstateAnalytics, Occupancy & Move Mgt.

EHP4

EHP5 Entity Close Management

Mass Changes, Improved Compliance Treasury

Payment Handling, Options, SEPA, Analytics Receivables

Shared Service Integration, SEPA, Usability Travel Management

Shared Service Integration, 3rd Party Integration Finance Shared Services

Multi-Function, Multi-Backend, Full Integration Real Estate

Rental Accounting, Service Charge Management

Entity Close ManagementUsability, Performance, CPS Integration

TreasuryCommodity Risk, Bank Statement Processing

ReceivablesCredit Decision Documentation

Travel ManagementOnline Booking Integration, Expense Management

Finance Shared ServicesImproved End-to-End Process Integration

Real EstateSEPA Integration, Performance, Improved Planning

EHP6

… and Entity Close Management: New Delivery

Model, Improved Analytics and Audit Treasury: Mobile Payment Receivables: Mobile Customer Fact Sheet Travel Management: Mobile Travel

Expense Capture and Approval, Travel Receipts Management, Travel OnDemand

Finance Shared Services; Integration to Procurement and Real Estate


Your Clients will be in good Company …

Accounting and

Financial Close


ManageEnterprise Risk and

Compliance

Manage Financial

Performance


Travel Management

Invoiceto Pay

Finance Shared

Services

Not all of them are official references !

http://www.tsocorp.com/







Keep FocusedFinance matters – and Finance Transformation and Treasury are today’s Key Topics for the CFOs of about 3,500 target accounts

Think BoldOnly SAP can addressed all these challenges and just one customer can shot You to Hawaii

Talk ‘Business’Talking to the CFO means talking about business challenges and opportunities and not about products1

2

3

What You should take from Here!Internal use only !


AchievingFinancial Excellence



Payments and Bank

Communications


Debt and Investments

Cash and Liquidity

Analysis and Reporting

What does ‘Managing Money‘ mean?


Cash and Liquidity

Transparency on Cash Amount – How much and where?

Forecasting my Liquidity

Speed to access it

Cash / Liquidity Disposition

Optimization of Cash-Out


Payment and Bank Communication

International Transfers –

Speed, Quality, Costs

Optimization of Intercompany Transactions

Bank Account Administration

Bank Account Automation

Security Requirements

and Compliance?


Debt and Investment

Debts and Investments Transparency

Mergers & Acquisitions

Interests for Debts

Interests for Investments

Portfolio Management along the different Accounting

Principles

Foreign Exchange

Management



Foreign Exchange Risk Management

Refinancing based on Rating

Counterparty Risk (Bank) &

Sovereign Risk (Country)

Financial Portfolio Managment

Commodity Price Risks

Risk Analysis


Some Specifics about Financial Risk Management for Commodities


Commodities Management to illustrate E2E Process across different Business Units


What to address to Whom within the typical Treasury Department

• Cash and Liquidity Management

• SAP Bank Communication Management

• SAP Bank Communication Management

• SAP In-House Cash• SAP Integration

Package for SWIFT

• SAP Treasury and Risk Management

• SAP Treasury and Risk Management, financial risk management for commodities

•So

lutio

ns

Payments and Bank Communications


Debt and Investments

Cash and Liquidity

• SAP Treasury and Risk Management

Cash ManagerTreasury Operations Manager Financial Risk

ManagerTreasury Finance


Cash ManagerTreasury Operations Manager

Financial Risk ManagerTreasury Finance

Treasury and Financial Risk ManagementEnd-to-End Process Overview

Accounts Receivable

Local / HQFinance Dept.

Accounts Payable

Cash Management

Payments and Bank Communications

Debt and Investments Strategies

Cash and Liquidity Management


Entering Services in

Supplier Self-Service

Receive Payments

Processing Sales Orders in Supplier

Self-Service

Forecast Liquidity

Propose Deal

Processing Invoices by

Supplier

Operational Cash Flow Planning

Manage Inter-company

TransactionsProvide

Risk Indicators

and Report

ExposuresManage Accounts Payables

Analyze BankStatus

Ensure Compliance

Process Payment

Orders

Receive Payments

TreasuryManagement

Bank to Bank Re-

conciliation

Process Electronic

Bank Statements

Payment Processing

Manage Bank Com-munications

Manage In House

Cash

Approval of High

Volume Payments

Manage Accounts

Receivables

Manage Treasury

Transactions

Reconcile Plans with

Actual

Deals Request:Borrow or

Invest

ManagePortfolio

Post Value and Interest

Earned

Manage Investments

Manage Valuation and

Accruals

Identify Risks and

Consolidate

Manage Positions

Deal Request &

Management

Hedge Management & Accounting

CFO / Head of Finance


Treasury Solutions from SAPThe complete Picture


Treasury Solutions from SAPAn Overview


SAP In-House CashAn Overview


SAP Bank Communication ManagementAn Overview


SAP Commodity Risk ManagementThe Situation

Commodity Price Volatility is

constantly increasing (e.g. Oil,

Copper, Lead, Zinc, Wheat,

etc.)

Volatility is significantly higher

than for currencies or interest

ratesÞhigh impact on profit

Hedging with financial

derivatives can be a strategy

to manage the challenges

Commerzbank Commodities Radar, October 2011


Qualifying QuestionsTreasury Solutions from SAP

Give 1 Point for any of the following:

LE customer independently of industry (excluding Banking) running SAP Financial Management as part of SAP ERP 6.0 on at least one productive system

Client organization consisting of several international legal entities Annual turnover above €750m Poor insights in overall company risk picture Insufficient coverage of netting, sweeping, and cash pooling regulations Poor visibility of Treasury's contribution Lack timely insight into cash balances across multiple banks High borrowing costs and bank transfers Labor intensive bank reconciliation High maintenance costs for bank communication interfaces Lack of payment transaction transparency Security gaps during payment file transfer

1 .. 4

Medium

5 .. 8

Warm

9 .. 12

Hot

Internal use only !


SPIN QuestionsTreasury Solutions from SAP

Situation Problem Implication Need

Do you face high volatility in the market and need to measure and mitigate the risk resulting out of these volatilities?

Do you see a risk to loose money due to your financial/treasury operations?

Do you see the risk of negative implication on the balance sheet although your sales is doing well?

Would a compelling treasury solution help you to manage your treasury operations properly?

Do still have a lot of manual, error-prone processes in you treasury operations?

Do you have a high risk of failure?

Do you believe your are able to reduce the transactional costs in the mid-/ long term?

Would a compelling treasury solution help you to manage your treasury operations properly?

Do you have several payment platforms from different providers in place and cannot oversee ad-hoc your bank balances?

Do you have high total cost of ownership and a lot of manual efforts to get an overview on your cash balance

Do you loose money due to the fact not being able to overview you cash resources on a mouse click?

Would an integrated cash management solution with state of the art bank communication capabilities help you?

Do you use several applications to manage your treasury operations?

Do you have high costs for interfaces and different valuation results in different systems?

Do you have a lot of manual efforts to harmonize the valuation results?

Would an integrated system, that includes treasury and accounting functionalities solve your issue?

Internal use only !


Treasury Solutions from SAPCustomer Benefits

FX settlement times dropped from 4 hours to 15 minutes In-House cash center processing times reduced from 16 hours to

under 30 minutes

Centralized treasury function for 50 global subsidiaries Manage global treasury operations across 11 currencies with 8

people

Reduced borrowing costs by CHF 5 million globally Reduced short-term cash requirements by 80%

Reduced costs and cycle times via straight-through-processing Achieved real-time view of cash positions across multiple banks

Seamless support for internal and external liquidity requirements Completed implementation in less than 6 months


Your Clients will be in good Company … there are more than 2,000 already running SAP Treasury Solutions

Internal Use Only

SERVICES

CONSUMER INDUSTRIES

TRADING INDUSTRIES

FINANCIAL SERVICES

PROCESS MANUFACTURING

DISCRETEMANUFACTURING

PUBLICSERVICES

http://www.corporate.basf.com/en/

http://de.pg.com/index.shtml

http://www.volkswagen.de/vwcms_publish/vwcms/master_public/brand_portal/de/tools/nps_redirect.htx?handle=/content/vwcms/master_public/brand_portal/de&PID=DE&PID2=&EventID=110000000000&EventVersion=10&OptParamName=PKEY&OptParamValue=volkswagen&OptParam2Name=&OptParam2Value=&URL=/vwcms_publish/vwcms/master_public/brand_portal/de.html

http://www.fujitsu-siemens.de/index.html

http://www.metrogroup.de/servlet/PB/menu/-1_l1/index.html



Financial Transformation


Achieving Financial Excellence based on SAP Solutions

SAP is releasing a new, transformative operating model for financial operations which will

standardized, automated processes driving down cost and complexity

scalability and flexibility as business expands into new countries or markets

transparency to make sure you’re getting the job done


Finance Shared Services as Entry Point to Finance Transformation Initiatives


Real EstateReceivables Managemen

t

Accounting and

Financial Close

Travel Managemen

tInvoiceto Pay


Customer Success Stories along Financial Transformation

50% increase in process efficiency

30% cost reduction Direct debit debt reduced by 60%

40% reduction in bad debt risk 30% faster access to sales and credit information

Days Sales Outstanding (DSO) reduced by 3 days 10% reduction in bad debt write-offs

http://www.sandvik.com/


Responsibilities and Focus Areas for Finance Shared Services

CFO Service Del ivery Manager Head of FINShared Services Operations ManagerCorporate IT

How to prove value of FIN operations?

How to get to the next level in FIN operations?

How to increase FIN process efficiency?

Configure Admin Processes for Shared Services

■ Automation of business transactions

■ Multifunctional Shared Service Delivery Platform

■ Communication with internal & external client

Operate Admin Function as Shared Services

Performance of Admin Function

■ FIN costs per business transaction

■ Headcount required per business transaction

■ Error rate■ Fulfillment of service

level agreements

■ Cost of admin function

■ Reduction in cycle times

■ Employee satisfaction

■ Supplier/Customer satisfaction

How do I enable my Finance admin functions to support the corporate strategy?


Key Solution Capabilities of the ‘SAP Shared Service Framework’

Enterprise Process Visibility and Access

Flexible, adaptive Technology Platformwith strong multi-backend Integration Capabilities

Uniform, consistent, standardized Processes with multi-channel Access


Value Drivers for Shared Services in the Eyes of C-Level Executives

CxO

Improve cost-income

ratio

Enable regulatory

compliance

Flexibility for growth and acquisitions

Improve customer

satisfaction

Enableglobal

simplificationDepth of

integrationProcesses

and IT

Labor Mix

Scope

Functional Geographical Organizational

On-shore Near-shore Off-shore

Harmonization Standardization Automation Self-services

Make (shared, non-shared)

Buy (Business Process Outsourcing)

Shared Services Value Drivers


Several Action Areas to reach the full Benefit of a Shared Services Concept

Employee Interaction CenterInquiriesOrders

KnowledgeDatabase

DigitalPersonnel File

Scanning

Generalist1st Level

Specialist2nd Level

Expert3rd Level

Employee PortalSelf Services

Mail

Phone

Fax

E-mail

Core ERPe.g. FI-AR, HCM

100%

10%35%

5%

50%

CorrespondenceTool

Adobe Inter-active Forms

Employee Interaction CenterInquiriesOrders

KnowledgeDatabase

DigitalPersonnel File

Scanning

Generalist1st Level

Specialist2nd Level

Expert3rd Level

Employee PortalSelf Services

Mail

Phone

Fax

E-mail

Mail

Phone

Fax

E-mail

Phone

Fax

E-mail

Core ERPe.g. FI-AR, HCM

100%

10%35%

5%

50%

CorrespondenceTool

Adobe Inter-active Forms

Organization

?Processes IT

People


Shared Services Concepts often show not all of the expected Achievements

‘Scalability for Growth’ and ‘Freeing up of Resources for Strategic Activities’ are the main drivers for Shared Service initiatives; however, the latter has a lower actual impact

Strategic Value of Shared Services – Comparison of expected and actual impact

1 2

4.1 2.8

3.9

3.0

3.8

3.2

4.0

3.2

4.1

3.2

4.0

3.3

Freed Up Finance Resources for Strategic Activities

Cost Reduction (Lower SG&A)

Regulatory Compliance

Scalability for Growth

Faster Integration of New Acquisitions

Process Accountabilities

Potential Impact (1 = low; 5 = high)

Actual Impact(1 = low; 5 = high)

Source: ASUG and SAP Performance Benchmarking - Finance and HR Shared Services, 2009

23.9

18.7


What makes the Difference between ‘Best-Run’ and ‘Me-too’?

12%18%

Low Automation High Automation

Best Practice Question:“To what degree are Shared Services processes highly automated, and transactions are primarily managed by exception” (1-Low, 5-High)

RealizedImprovement in Headcount Reduction

Realized Improvement in Transaction cost reduction

16%24%

Low Standardization High Standardization

50%

50%

Technology Maturity makes up to a 50% difference in improvement results – with SAP technology we can make sure the results are on the high end

Best Practice Question:“To what degree is your Financial platform implemented in a standard manner, minimal customizations in place” (1-Low, 5-High)

Source: ASUG and SAP Performance Benchmarking Finance and HR Shared Services, 2009


Shared Services Concepts can follow 2 different Approaches

… or the Speed Boat?The big and somehow slow Tanker


Best Practices in Shared Service Delivery to determine the Service Center Infrastructure

Pillar III – Tools For Analytics, Reporting and Governance

Generalists

Interaction Center

Maximum use of

Self ServiceApplications

Flow

of W

ork

into

the

Shar

ed S

ervi

ces

Cen

ter

Maximum Automation

Of Core Processes

Use of Applications to enhance Communication and Case Management

Pillar II – Effective Communication and Efficient Service Delivery

Best Practice

SSC Operations

Pillar I - Automation


Delivery Platform – CommunicationConsistent Working Environment


Delivery Platform – Self Services Addressing the Comfort Zone

MobilePlatform and applications

for mobile field enablement

KioskEnable self-services on

kiosk systems

Duet and AlloyAccess to SAP software through Microsoft Office /

IBM Lotus Notes

PortalExtend the process to

casual users

Widgets

PhoneVoice recognition

SAP Interactive Forms software by

Adobe


Delivery Platform – Process AutomationFull Integration Frontend – Backend

Please release internal order 400397

Mrs. Whang

Interaction Center Backend Systems

Access to data from backend systems to solve service requests

Events within backendprocesses trigger service requests


Delivery Platform – Process AutomationEnd-to-End Solutions

► E-Invoicing


Delivery Platform – Governance CockpitOperations Dashboard


Delivery Platform of the SAP Shared Service Framework provides State-of-the-Art Capabilities

2


Qualifying QuestionsFinance Shared Services

Give 1 Point for any of the following: SAP Customer (LE independently of industry) using SAP Financial Accounting for

core Finance processes International / multinational customer with multiple Finance departments Need to better adopt regulatory requirements Cost pressure on the Finance function Low service awareness inside Finance function High volume Finance transactions / enquiries are paper or email based Finance overall service delivery model is under discussion Finance considers Business Process Outsourcing Mergers & Acquisitions are vivid part of the company’s strategy

1 .. 3

Medium

4 .. 6

Warm

7 .. 9

Hot

Internal use only !


SPIN QuestionsShared Services for Finance


What strategies do you have in growing your business over the next few years?

Assuming acquisitions are part of that strategy, what kind of challenges do you see to integrate these new legal entities in your group?

What do you expect as one of the biggest challenges in regards to integrating them from a business process perspective?

How would it help if Finance operations already follows harmonized processes regarding speed of integration?

What is the current way to roll-out regulatory requirements and process modifications to the local organizations executing them?

Could you describe the challenges to achieve a consistent messaging for policies and enquiries?

What kind of impact do you see on your governance model referring to global standardization and cross-border delivery?

Would it be helpful to significantly increase the ability to adopt to changing regulatory requirements?

Could you describe the discrepancies in the organizational set-up of different Finance teams in your group in regards to enquiries per employee these teams can handle?

What kind of relationship do you see between the size of the teams, the number of enquiries, and the respective 'Cost of Finance'?

Based on that, what kind of discussions came up in regards to business process outsourcing to better cover the bottom line?

How does this sound: Achieving cost savings of up to 50% in the next 3 years without reducing the service quality?

What kind of surveys do you perform to get regular feedback from your internal customers rating the Finance team?

Could you specify the feedback you receive in regards to process quality and speed?

How does this impact your capability to continuously improve your offering and the willingness to make this transparent via benchmarking?

Would an integrated governance and operation cockpit help to argue the value add of the Finance team?

Internal use only !


Shared Services based on SAPProven Customer Value with SAP

SAP ERP forms the basis of operating the business. It paves our way to grow our business at reduced cost.“

Rohan Muttiah, CIO – John Keells Holdings Ltd.

SAP Asia Pacific Japan was honored at the Shared Services and Outsourcing Network Excellence Awards 2008, emerging as “Asia’s Best New Shared Services Organization”.

“

HR, Finance, Procurement and IT Shared Services

Defined standard processes and blueprint implementation

Created internal capability to manage organizational change

66 group companies implemented 50% efficiency increase via higher

productivity of Shared Services Improved Customer Service and

better credit control Improved business insight

Full HR and F&A process support

Migration of over 40 EMEA countries

Support for Organizational Change Management

SESCO


Shared Services based on SAPProven Customer Value with SAP

The employee interaction center controls all our workflows between the front and back office and gives us an exact overview of our productivity and service performance at any point in time. The seamless integration of the EIC with our SAP HR environment was a very positive experience.“

Heiner Fels, Head of HR Business Services – Deutsche Lufthansa AG

“The employee interaction center offers optimized system support for our business service center. The clear responsibilities of the front and back end lead to optimized operations, increased process quality, and better service.”Thomas Fischer, Project Leader, BASF IT Services

“

“The employee interaction center controls all our workflows between the front and back office and gives us an exact overview of our productivity and service performance at any point in time.”

> 100 process models and interface definitions

KPI and SLA definition Pricing Model

“The employee interaction center offers optimized system support for our business service center. The clear responsibilities of the front and back end lead to optimized operations, increased process quality, and better service.”

http://www.lufthansa.com/online/portal/lh/us/homepage?l=en&cid=1000390


Shared Services based on SAP already have a significant Footprint across the different Industries

Banking Public Sector Utilities Oil & Gas Manufacturing Telecom

Pharma Prof. Services High-Tech Aerospace Postal Services Automotive

http://www.basf.de/de/



Financial Close Management


The Process Flow of the ‘Accounting and Financial Close’ End-to-End Process

Entity Close

Corporate Close

Internal Controls

Master Data Governance for Financials

FinancialAccounting

Reporting and Disclosure

Notes Management

Consolidation

DisclosureManagement

IntercompanyReconciliation

FinancialClose

Governance

Entity CloseManagement

General Ledger

Sub-Ledgers

Reporting and Analysis


Financial Reality in Stakeholder’s Point of ViewInefficient Financial Close Process

Controlling

Internal Audit

Receivables

Executive Management

Auditors and Shareholders

Compliance Transparency Efficiency

Complex organizations, disparate systems and poor coordination hamper reporting cycle

Must meet strict filing deadlines, conformance with financial reporting

standards while ensuring effectiveness of internal controls

Accurate and auditable accounting transactions, centrally managed close process and more accurate financial

reports

Streamline close cycle, reduce errors and execute it with greater

automation, fewer resources and lower costs

Finance Systems

Foreign Subsidiaries

CFO/Controller

Inter-Company Transactions


The bad Reality about Financial Close

Having problems organizing your Financial Close?


Today’s Entity Close Management Orchestration without SAP

Process Act # Description workday Jan 09

StartTimeCET

EndTimeCET KG CoE Transactions Pre-req. Manual Interface Narrative

6. Settlements 20.5 Settlement Contracts and SD orders to COPA X-3 03. Feb Overnight 11:00 CoE VA88 17,1 ;17,2; 17,3 ; 19,2; 24;4

CoE to send - Spool file to KG with SAP Office message with detail of job run.- Excel file with list of errors and proposed corrections to be made (if any).

Month end settlement to CO /PA. Overnight job (possible)

8. Controls 22.0 Closing monthly accruals headquarter X-3 03. Feb Before 14:00

KG FI F-02, FB60 Manual posting (headquarters, branches…)

5. BW2000 WIP 23.0 KG Posting Cut-off for NI MOD (WBS) Preliminary (1b)

X-3 03. Feb 15:00 KG CO 19.1 KG: SAP office message to be sent back to CoE to confirm Job Cost posting cutoff for NI MOD (WBS)

KG to confirm that all postings are complete for the preliminary WIP run

5. BW2000 WIP 24.3 WIP/LJP valuation (final run). X-3 03. Feb 15:00 16:00 CoE YAF63 23 CoE to send : - Spool file to KG withSAP Office message with detail of job run and YAF81 report.- Excel file with YAF82 preformatted downloaded list.

Run WIP in CoE, and resolve error log. After errors are corrected, run WIP, with posting and settlement to Co-PA. Download YAF82 and YAF70D overnight into XCEL files preformatted for KG analysis.

5. BW2000 WIP 24.4 WIP, LJP, and Pre post analysis, check, and validation (incl settlement)

X-3 03. Feb 16:00 11:00 +1 KG CO XCEL File from YAF82, YAF70D, YAF81, YAF87

24.3

8. Controls 25.0 Global order analysis for material consumption X-3 03. Feb Before 14:00

KG FI - CO

YAF40 Postings finished Check global orders amounts (not increasing, not negative amounts)

6. Settlements 26.1 Pre - Settlement notification for: CO orders to COPAWBS to COPA

X-3 03. Feb 11:30 CoE 17,1 ;17,2; 17,3 ; 19,2; 24;4

Coe to send a mail to KG FI/CO resp. with information that settlements will be executed next day at 18:15KG mail to confirm that no more FI/CO bookings on orders will be done from that time.


6. Settlements 26.2 Settlement CO orders to COPA X-3 03. Feb Overnight 11:00 CoE KO8G 17,1 ;17,2; 17,3 ; 19,2; 24;4


Month end settlement to CO/PA.

6. Settlements 26.3 Notify KG that COPA MR to C1 level is complete FOR REP and SER

X-3 03. Feb CoE YAF02 26,2; 27; 28 CoE to send:- CO-PA to C1 level by SAP office

After all Job Cost objects have settled, and after OR quality check

6. Settlements 27.0 Settlement WBS to COPA(completed by step 24.3)

X-3 03. Feb 15:00 16:00 CoE CJ8G 17,1 ;17,2; 17,3 ; 19,2; 24;4



6. Settlements 29.0 Notify KG that COPA MR to C1 level is complete.

X-3 03. Feb 15:30 16:00 CoE YAF02 26,2; 27; 28 CoE to send:- CO-PA to C1 level by SAP office


6. Settlements 29.1 Repair analysis (YAF82 download) X-3 03. Feb 15:30 17:00 CoE XCEL File from YAF82

26,2; 27; 28 CoE to send:- Excel file with YAF82 preformatted downloaded list.

After all EI Job Cost objects have settled, and after OR quality check

6. Settlements 29.2 Preliminary MR Result (MR to C1 incl rec GAP, Cost Center Reports for STRUCO)

X-3 03. Feb 16:00 KG CO YAF_MAIN Postings finished YAF_COPA_005 - YAF_COPA_005 MR Report: Budget / Actual

CO Top - down check before CC assessment


Facing Complexity based on Entity Close Management without SAP


StartTimeCET














24.3


KG FI - CO



X-3 03. Feb 11:30 CoE 17,1 ;17,2; 17,3 ; 19,2; 24;4










X-3 03. Feb 15:00 16:00 CoE CJ8G 17,1 ;17,2; 17,3 ; 19,2; 24;4












Network of Brains Transactional activities Spread over regions and

countries E-mail- and phone-driven

communication

Network of Processes Process disruption Manual handover Lots of interfaces

Network of Resources ERP and non-ERP SAP and non-SAP




StartTimeCET














24.3


KG FI - CO



X-3 03. Feb 11:30 CoE 17,1 ;17,2; 17,3 ; 19,2; 24;4










X-3 03. Feb 15:00 16:00 CoE CJ8G 17,1 ;17,2; 17,3 ; 19,2; 24;4














communication



Producing Processing Receiving




StartTimeCET














24.3


KG FI - CO



X-3 03. Feb 11:30 CoE 17,1 ;17,2; 17,3 ; 19,2; 24;4










X-3 03. Feb 15:00 16:00 CoE CJ8G 17,1 ;17,2; 17,3 ; 19,2; 24;4














communication





The Concept of the Financial Closing Cockpit

Analyze ExecuteSAP FinancialClosing cockpit

Monitor

Plan


Being ahead of the Entity Close Management based on SAP Solutions

Network of Insights Single source of truth Human intelligence Exception focus

Network of Processes Process integration Automated handover Event-driven interaction

Network of Technology Automation component fully

integrated into the SAP NetWeaver technology platform



* Process Automation Component is required for:

Real-time process

chain management

Cross-system

Cross-client

Event-based

automation

Parallel

execution

. . .Statistics and

benchmarks

Financial Closing Cockpit

Financial Closing Cockpit Process Automation Component *

CONFIDENTIAL


Qualifying QuestionsEntity Close Management

Give 1 Point for any of the following: LE and upper ME clients independently of industry running SAP Financial

Management as part of SAP ERP 6.0 on at least one productive system Client organization is consisting of more than one legal entity Closing related information comes from more than just one ERP system Closing related information comes from non-ERP and even non-SAP systems Spreadsheets based on office applications are used to manage, document, and

control relevant steps within the local financial close process? Bandwidth of Finance teams is almost fully absorbed during hot closing phases People being involved in the local financial close are based in different locations and

time zones? Closing process consists of more than 50 single steps per

legal entity Ever missed a key milestone in the local financial close

1 .. 3

Medium

4 .. 6

Warm

7 .. 9

Hot

Internal use only !


SPIN QuestionsLocal Financial Close


What kind of meaningful documentation of your closing process do you have that can support both internal and external auditing requirements?

Do you think your closing process is error-prone in general and what do your public auditors think about it?

What kind of negative feedback have you ever received so far from your public auditors in regards to local close activities?

Would it be useful to have much better control systems and processes at lower costs and increase quality with the same amount of resources?

How many FTE (Full Time Equivalence) are involved in the local financial close?

How do you deal with absence of employees during the 'hot' closing time and different time zones these employees might based in?

What does that mean in regards to doing the job of closing the local books?

What if you can reduce the workload per FTE and the dependency between the people being involved in the local financial close?

What is your current tool to document the progress of your local financial close?

How can you make sure to timely get all relevant information about status and intermediary results?

Do you believe a faster and more reliable financial close could save your company money?

How does this sound: Have faster access to financial information for decision making and also external reporting?

What percentage of closing activities is done system-based and what has to be executed manually?

Which portion of their time do your subject matter experts spend for direct interaction with a transactional system?

What kind of resource challenges do you have in responding quickly and with the right quality to ad-hoc requests coming from Top Management?

How much could you improve your business if you are able to provide deep-dive financial analysis also during closing times?

Internal use only !


Customer Success Stories along the Entity Close Management

Close for 3 SAP ERP systems w/ hundreds of subsidiaries Single point of control, compliance, real time monitoring

Greater efficiency and transparency, ease and flexibility Several 100’ subsidiaries, 1.000+ close jobs per month

Common global periodic close, run in regional SSCs Automation leaves more time for analysis & interpretation


Accounting and Financial CloseProcess Flow

Entity Close

Corporate Close

Internal Controls

Master Data Governance for Financials

FinancialAccounting

Reporting and Disclosure

Notes Management

Consolidation

Disclosure

Management

Intercompany

Reconciliation

FinancialClose

Governance

Entity Close

Management

General Ledger

Sub-Ledgers

Reporting and Analysis


Master Data Governance for FinancialsThe Challenge

• Corporate Divisions across many organizational units

• Users• Legacy Systems• Corporate

Divisions across many organizational units

• Reporting units across countries and territories

Controlling

Internal Audit

Consolidations

Subsidiary

Financial system Financial system

Financial system

Financial system

Corporate Master Data

Financial master data

drive excellence in critical

internal processes

High quality of master data and a single version of

the truth

Business insights & governance

towards all entities of the group

Integrate wide ranges of data from disparate

financial applications

SAP Master Data Governance for Financials

MULTIPLE:


Master Data Governance for FinancialsThe Concept of the Solution


Responsibilities and Focus Areas for Receivables Management

Automated, integrated, and collaborative customer to cash processes ensure efficiency, effectiveness, and robust cash flow.

Credit Manager

Bad debt as % of receivables

Canceled sales

Amount of AR write-offs

Credit Evaluation and Management

How do I improve the speed and accuracy of credit checks?

Billing Manager A/R & Collections

Days Sales Outstanding (DSO)

Cost of AR as % of revenue

Bad debt as % of receivables

How do I speed collections, reduce DSO, and the cost of managing receivables?

Accounts Receivable and Collections Mgt

Speed of billing process

Cost of billing and invoicing as % of revenue

Billing & Invoicing

How do I improve the speed and accuracy of bills and invoices?

Dispute Manager

Number of bills and accounts in dispute

Average dispute duration

Cost of dispute resolution as a % of revenue

Dispute Resolution

How do I streamline dispute processes to ensure fairness and consistency?

CFO / Head of Finance


Receivables ManagementCoordination of multiple, interrelated Steps

Accounts Receivable Billing

E-InvoicingCustomer

Self-Service

Credit Evaluation and

Management

Dispute Resolution

Collections Management

Customer Care

Create due item

Process customer service inquiry

regarding invoice

Check creditCreate sales order

Create invoice pool

Present invoice

electronically Assign credit limit

Present due item

Prioritize overdue

receivables

Create dispute case

Release blocked

sales ordersReceive

electronic customer paymentProcess

incoming payment

Resolve dispute case Collect

overdue receivables


Receivables ManagementOutbound E-Invoicing

SAP

Non SAP

Billing DataCompliance Checks

SAP E-Invoicing Compliance by Crossgate

Digital Signature Validation

Archiving

EDI

Customer A

Hub

HUB

Email & PDF

Customer B


Receivables ManagementImproved Visualization of relevant KPIs


Qualifying QuestionsSAP Credit Management

Give 1 Point for any of the following: SAP Customer (LE independently of industry) using SAP ERP for core Finance

processes International / multinational customer with multiple Finance departments Involved in B2B business transactions Need to include external credit rating information (D&B, Fitch, etc) Cost pressure on the Finance function High number of repeat customers High bad debt write-offs Want to include dunning & dispute information to the credit decision process Reduce transaction costs by automating the credit application process Subject to regulations (SOX 404, 409) or Basel II

1 .. 3

Medium

4 .. 6

Warm

7 .. 10

Hot

Internal use only !


SPIN QuestionsSAP Credit Management


Can you describe what kind of information about the credit worthiness of your customers is of interest to your CFO?

Is the data you need to provide this insight spread across several IT systems?

Is it very difficult or impossible to create a true global view of credit exposure and make appropriate provisions?

Would it be valuable to have a global view of credit exposure?

Can you describe what information your Sales Executives have regarding the creditworthiness/limits of your customers when quoting a price or preparing a sale?

Is the data required available to make sure that sales efforts are focused on the correct customers?

Does it take too long to evaluate customer credit because of disparate data sources (external agencies, payment behavior, etc), holding up sales?

Would it be valuable to have faster credit decisions constantly updated to reflect changes in payments and external ratings?

Does your company have a global policy when it comes to extending credit to your customers?

Is your credit policy based on sales person, region, country – and might change closer to the end of a quarter when sales people need to make their quotas?

Is there a certain level of undesirable inconsistency in your methods and policies which might lead to lending to the wrong customers?

SAP Credit Management can implement a company-wide credit policy and reduce bad debt write-offs – would this be valuable to your CFO?

Does your company take a proactive approach to rating your customers, or reactive, when the customer is ready to do business.

Is it possible that credit evaluations hold up sales orders?

Could your sales person be quoting a price to a customer who you don’t want to be doing business with, which might result in a reversal of the sale?

Would it be valuable to accelerate sales by automatically update exposure throughout customer lifecycle?

Internal use only !


Qualifying QuestionsSAP Biller Direct

Give 1 Point for any of the following: SAP Customer (LE independently of industry) using SAP Financial Management for

core Finance processes Uses SAP Invoice Management by OpenText (Biller Direct buy-side) Wants to provide portal solution for customers to download invoices and make

payments Needs to comply with sustainability guidelines / “paperless” Cost pressure on the Finance function Wants to give customers chance to start dispute process via self-service Taking a centralized or Shared Service Center approach – higher volumes of

transactions Wants to cut out “postal delay” and associated paper costs Wants to have better cash and liquidity planning High Days Sales Outstanding

1 .. 3

Medium

4 .. 6

Warm

7 .. 10

Hot

Internal use only !


SPIN QuestionsSAP Biller Direct


Are any of your customers asking to see their bills or pay their bills online?

Does this data come from multiple systems?

So is it the case that customers don’t get full picture of all their bills?

Would it be valuable to you to have a single portal for your customers to get their billing information, make payments, and start inquiries or disputes?

Can you describe the current steps in your paper-based billing process?

How many days on average are your paper-based bills in the mail before they reach someone with payment authorization?

Does the postal delay result in higher Days Sales Outstanding for your company?

Would it be valuable for you to have your customers pay their bills online?

Can you describe what kind of information customers ask about in terms of billing?

Do these information requests come into service representatives, taking up their time?

Are your customers being kept out of the process, having to rely on service reps to find relevant data and enter information, inquiries, etc?

Would it be valuable to offer your suppliers a self-service way to see billing status information via SAP Biller Direct ?

Can you describe what kind of information suppliers ask about in terms of when payments will be made?

Do these information requests come into service representatives, taking up their time?

Are your suppliers being kept out of the process, having to rely on service reps to find relevant data and enter information, inquiries, etc?

Would it be valuable to offer your suppliers a self-service way to see invoice status information via SAP Biller Direct (buy-side)?

Internal use only !


Qualifying QuestionsSAP Collections and Dispute Management


processes International / multinational customer with multiple Finance departments Involved in B2B business transactions Has large call center / large customer service organization Taking a shared service center approach Has high DSO or Outstanding Receivables Has high number of disputes Wants to decrease reliance on and risk of third party debt collectors Wants to improve accuracy of liquidity and cash forecast Takes a cross-departmental approach to resolving disputes

1 .. 3

Medium

4 .. 6

Warm

7 .. 10

Hot

Internal use only !


SPIN QuestionsSAP Collections and Dispute Management


Does your company face a large amount of outstanding receivables?

Not sure which customers to address first

Inconsistent collection strategies

Rules-based collections strategies, proposing the strategies proven most effective in your company

Can you describe the types of requests regarding Finance that come into your customer call center

When the customer calls in, do your service representatives have access to all financial postings?

Source financial documents from different systems – actions like requesting correspondence or documenting promise-to-pay take place in multiple systems

Would it be valuable to your company to give your customer service representatives a complete 360° view of your customer including drill-down to all source documents and tools?

Can you describe your dispute resolution process?

Is it difficult to engage teams outside of financial accounting to resolve disputes – for example, logistics, delivery, account executives?

Do disputes take too long to resolve, which results in too much liquidity being tied up in the process?

Would it be valuable to your company if SAP provided collaborative workflow support to make sure no disputes get lost or overlooked?

Can you describe how the dispute process begins?

Is there centralized storage and monitoring for disputes regardless of how they originated?

Are there delays in the start of the dispute process since underpayments not noticed?

Is it valuable to you that customers can log dispute cases via SAP Biller Direct or they can be automatically created as a result of underpayment, ensuring that no dispute gets lost?

Internal use only !


Qualifying QuestionsSAP E-Invoicing Compliance by Crossgate

Give 1 Point for any of the following: SAP Customer (LE independently of industry) using SAP Financial Management for

core Finance processes More than 500,000 invoices per year (Inbound or outgoing) Uses SAP Invoice Management by OpenText (purchased 12 months ago or longer) Operates in multiple countries with different e-invoicing compliance requirements

(but not Latin America) Has some concentration of suppliers/customers with high invoicing volumes Needs to comply with sustainability guidelines / “paperless” Cost pressure on the Finance function Taking a centralized or Shared Service Center approach – higher volumes of

transactions High volume Finance transactions are paper or email based High Days Sales Outstanding / Missing Early Payment Discounts

1 .. 3

Medium

4 .. 6

Warm

7 .. 10

Hot

Internal use only !


SPIN QuestionsSAP E-Invoicing Compliance by Crossgate


Would you describe how you currently send/receive invoices to/from customers?

Is there interest in the organization to reduce the costs of processing invoices?

Has the cost of deploying E-Invoicing been seen as prohibitive, preventing it being used with a wider group of customers/ suppliers?

If SAP E-Invoicing Compliance enabled more simple and cost-effective E-invoicing, would that be valuable to you?

Can you describe the efficiency of your financial operations processes?

Are manual processing or rekeying errors and postal delays causing delays in your financial operations process?

Do you miss payment discounts or have levels of DSO unacceptable to your management?

Would it be valuable if SAP E-Invoicing Compliance accelerated processing, making it possible for you to decrease DSO and/or capture payment discounts?

Do you have high numbers of invoices (invoice concentrations) with a small portion of your suppliers/customers?

Do you face any e-invoicing mandates in your country, region, industry?

Are you spending a lot of money on compliance and archiving due to different legal requirements?

If SAP E-Invoicing Compliance took care of all legal, tax and compliance regulations, would that be valuable to you?

Do you have centralized financial operations in a shared services center or regional competency center?

Could you describe how the level of service of these functions has changed after they were transferred into a shared services organization?

Can you describe which efficiency gains could be achieved when a higher level of straight through processing can be achieved?

Would it be valuable if SAP E-Invoicing Compliance could deliver straight through processing ?

Internal use only !


Receivables ManagementProven Customer Value with SAP

Reduced DSOs by 3 days Reduced bad debt write offs by 10%

Reduced the number of dispute cases by 17% Shortened time to resolve disputes by 29%

Achieved and maintained a 100% Customer retention rate Experienced a corollary 5% productivity improvement in credit and

receivables

Faster credit checks and better collaboration between credit and sales departments

Reduced working capital needs and enhanced ability to focus on reliable and profitable customers

Achieved 20% to 50% reduction in bad debt risk, and 20% to 40% faster access to information

10% to 20% reduction in time needed to collect credit information and enter data prior to a sale



Real Estate


Real Estate Lifecycle Management being part of the Corporate Functions

Maintenance

Sales andMarketingAccounting Tenants

Lease Administration

Construction

InvestmentPlanning

Sustainability

AccountingHuman Resources

Research, Development &

Production

Service & Support

Sales & Distribution

Legal

Procure-ment IT

Controlling

Sustain-ability

Real Estate

Supply Chain

Core Business Processes

Corporate Processes


Aligning Stakeholders to Achieve Collaborative Real Estate Lifecycle Management

Effective Real Estate Lifecycle Management requires alignment all involved units.

How do I get a better property portfolio insight?How do I increase my property portfolio profitability?How do I set sustainability goals in building operations?

Head of Real Estate

Head of Real Estate

Level of transparency of portfolio, processes and spending

Return on investment Sustainability index

How can I analyze the portfolio performance?How do I make better investment decisions?How do I keep my construction projects on track?

Asset Manager

Portfolio & Construction Management

Level of transparency of processes and spending

Quality of decision process Project time, scope, cost

and quality in plan

How do I drive lease administration more efficient?How do I improve corporate workspace utilization?How do I comply to different legal standards?

Lease & Space Management

Property Manager

Administrative overhead costs

Lease income/expenses Timely rent escalation Workspace utilization Compliant postings

How do I keep building operation costs under control?How do I report on building energy consumption?How do I closely monitor my maintenance budgets?

Facilities Management

Facility Manager

Operational costs Energy consumption Budget utilization


Accounting

Construction

Sales andMarketing

LeaseAdministration

FacilityManagement

Real Estate Lifecycle Management connects processes across departments to make better use of your real estate portfolio

Asset Accounting

Real Estate SearchMaster Data Rent

EscalationContract

Offer

PropertyAcquisition

ConstructionProject

InvestmentPlanning

OpportunityLeadCampaign

Lease

Cost Settlement

Service Charge

Settlement

Maintenance and Repair

Lease and Space Management

Sales and Marketing

Investment and Construction

PayablesBudgetCostSettlement Receivables

Energy ReportingWork OrderMaster Data

Lease Abstract

ContingentRent

RoomReservation

SpaceManagement

MoveManagement

ProjectAccounting


Qualifying QuestionsReal Estate Lifecycle Management


processes Financial reporting according to US-GAAP and/or IFRS including all leases Full insight into a large real estate portfolio needed Real estate portfolio is at least partly offered for 3rd Party usage Real estate spaces spread over more than one country Energy consumption of buildings is part of the corporate sustainability report Company has or aims having a centralized real estate department Need to improve process efficiency and reduce operational budget overruns Need to improve investment planning and construction processes

1 .. 3

Medium

4 .. 6

Warm

7 .. 9

Hot

Internal use only !


SPIN QuestionsSAP Real Estate Management


How are construction and maintenance budgets and critical dates in your real estate department monitored?

How often are budgets exceeded and critical dates missed?

Could you quantify how much money your organization loses from exceeded budgets and missed critical dates?

Would it be valuable to closely monitor all budgets and critical dates?

How many leases are serviced by one real estate employee (ratio) in your today’s real estate organizational set-up?

Did this number go up or down (in percentage) over the last few years?

Could you share an indication what this means from a cost perspective?

How much money you could safe by an optimized, standardized, and centralized lease administration?

How do your lease administrators safeguard financial legal compliance?

How much time does it take them to ensure financial legal compliance in lease administration?

Do they have sufficient time for value-adding accounting to optimize your real estate portfolio management?

What would be the benefit if postings from lease administration to financial accounting could be automated?

How do you organize maintenance and repair services in your organization?

What is the level of inefficiency in the notification- to-completion process in maintenance and repair?

How much money does your company lose through a lack of efficiency in maintenance and repair handling?

How much administrative overhead could you safe from a centralized, streamlined maintenance and repair process?

Internal use only !


SAP is the Cross-Industry Standard

Planning, Building & Commissioning

Assets

Asset Visibility and Performance

Optimized Asset Operations and Maintenance

Operational Risk Management

Real Estate Lifecycle Management

Group

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http://www.agility.net.au/agility/default.htm

http://www.enbw.com/content/de/index.jsp




http://www.swd-ag.de/home/index.htm























Travel Management


Travel Receipts Management to complete the Travel Management Process

ReimbursementReceipt Processing

SAP Travel Management

Pay

ERP (FI/AP)

Document Archiving & Viewing

Automated Travel Receipt Processing

Self Service Indexing

Receipt Repository

Email Notification

SAP TRM Integration

Receipt Assignment

SSF Support

Audit

Inte

rface

s, O

CR

*

Multi Function Devices

Central Scanning

Fax Machine

Email

Mobile

Mass Import

* planned for future release


Qualifying QuestionsTravel Receipts Management


processes Using already SAP Travel Management Need to reduce transaction processing costs Simplify use of travel applications Willingness to ensure high employee satisfaction through rapid reimbursements Gain better control over travel expenses Ensure compliance with travel policy Challenges to find travel receipts belonging to respective trips Better comply with corporate travel budgets

1 .. 3

Medium

4 .. 6

Warm

7 .. 9

Hot

Internal use only !



Invoice to Pay


Responsibilities and Focus Areas for Vendor Invoice Management

Involves automating invoice management and bank communications and improving record retention and archiving to make the processes faster, more accurate, and less costly to execute.CFO

Bank Communications Automation

Invoice Management Automation

AP Manager or TreasurerAP Manager/Analyst

ObjectivesHow do I automate invoice management and decrease resource demands?

How do I streamline bank communications and reduce transmission fees?

EfficiencyAverage time to resolve disputesOn-time payment percentage

Number of bank transmissions

CostProcessing cost per invoiceCost of capital

Bank transaction fees

Accuracy and Compliance

Discount leverageComplete audit trails

Bank transmission error rates

Record Retention and Archiving

AP Manager/Analyst

How do I provide better record documentation, archiving, and access?

Speed to access document

Storage cost per invoiceData entry cost per invoice

Data entry errorsCompliant record keeping


Invoice to Pay based on SAP Invoice Management by Open Text

OCR Option for SAP InvoiceManagement

Payment

SAP Invoice Management

Invoice Recognition

Invoice Processing

SAP

SAP

Non-SAP

FAX

Paper

EBPP

Pay

ERP (FI/AP)

e.g. SAP Archiving by OpenText

Document Archiving & Viewing

Email

EDI

Automated reconciliation and posting


Invoice to Pay completed by Inbound E-Invoicing

Invoice Processing

Alternative 2

SAP

SAP

SAP SRM

Payment

ERP (FI/AP)

EDI

Hubs and Portals

Customer A

HUB

Digital Signature Validation

HUB

SAP E-Invoicing for Compliance

OnDemand by Crossgate

iDOC

Alternative 1

Document Archiving & Viewinge.g. SAP Archiving by Open Text

SAP Invoice Management by Open Text

FAX

Paper

Email

Document Scan

@OCR Option

for SAP Invoice

Management by Open Text

Invoice Recognition

+


Selection of Customers already running SAP Invoice Management by Open Text



Market Opportunity


LoB Finance SolutionsYour Opportunity 2012

Preconfigured Sales Plays ready to run …

… to address an overwhelming number of target accounts

… to boost pipeline build in regards of numbers and volume

… to execute and close these opportunities with the support of a vivid community

Internal use only !


LoB Finance SolutionsCall to Action

Be encouraged to … … proactively talk about the end-

to-end processes being covered by these solutions

… involve our SAP internal departments in your sales cycle

… never forget these solutions as they can really contribute to reach your revenue targets

Internal use only !


LoB Finance SolutionsYour Way to Success

Just make it happen !!!

Internal use only !


LoB Finance SolutionsEMEA Contact Person

Ralph SchoepferSenior Director Business DevelopmentEMEA CoE FinanceBusiness Analytics

T +49 6227 7 47429F +49 6227 7 832677M +49 160 3603531E [email protected]

Thank You

financial excellence real estate

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