global sap roll out

5/24/2018 Global SAP Roll Out

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SAP Rollout ProjectSAP Rollout Project

Opatija, June 4, 2002

mr.sc Mirko Slovjak

Iskustva u vodenju globalnog projekta


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n As a global company, we have a critical mission to

undertake: we must successfully meet the rising

challenges and complexities of business world.

n To get there, we need an integrated system that delivers

the right blend of functionality, flexibility and

technology.

n Moreover , we need a comprehensive solution that

optimises and supports all of our global business

processes.

n To achieve this goal we need:

a reliable strategy to analyse our businessoperations and new opportunities and

an integrated information system

Project ApproachProject Approach


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Project approachProject approachCase studies show that most of the successful SAP implementations arebusiness-driven from start to end

Successful com panies realise from the start the importance of business-driven SAPimplementation and secure that the business focus is never lost through out the process.

Successful com panies realise from the start the importance of business-driven SAPimplementation and secure that the business focus is never lost through out the process.

Dif ferences between IT-dr iven and b usin ess-dr iven SAP imp lementat ions

IT-driven implementationsIT-driven implementations Business-driven implementationsBusiness-driven implementations

Replacement of old IT systemsthat are difficult to maintain andsupport

Increase accuracy of data

SAP regarded as an IT solutionto all business problems

Replacement of old IT systemsthat are difficult to maintain andsupport

Increase accuracy of data

SAP regarded as an IT solutionto all business problems

Reengineering of businessprocesses in alignment withcorporate strategy

SAP regarded as an enabler to

change the way the business isrun

IT structure and businessprocesses are aligned

Reengineering of businessprocesses in alignment withcorporate strategy

SAP regarded as an enabler to

change the way the business isrun

IT structure and businessprocesses are aligned

CIO

IT department

Todays IT users define systemrequirements and architecture

CIO

IT department

Todays IT users define systemrequirements and architecture

CEO

Senior management, includingIT manager

Requirements based on futurebusiness needs

CEO

Senior management, includingIT manager

Requirements based on futurebusiness needs

Key decisionmakers duringimplementation

Rationale for

using SAP


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Project approachProject approach

Complexity driversComplexity drivers

Global business issues Global data standards

Global/standardised processes

Global products

Global business issues Global data standards

Global/standardised processes

Global products

Geography and cultural issues Cultural differences between international sites

Communication challenges and local acceptance (buy-in)

Geography and cultural issues Cultural differences between international sites

Communication challenges and local acceptance (buy-in)

n Complexity drivers for multi-site, multi-national SAP implementations

The complex i ty increases signif icant ly for glob al SAP implementat ions - putt ing m any potent ial

pi t fal ls and r isks on the map to project success.

The complex i ty increases signif icant ly for global SAP implementations - putt ing m any potent ial

pi t fal ls and r isks on the map to project success.

Multi-site, multi-nationalSAP implementations

International team structure and project organisation Internationally balanced teams

Distributed support over regions

Coordination of rollouts in multiple countries

International team structure and project organisation Internationally balanced teams

Distributed support over regions

Coordination of rollouts in multiple countries

Diversity within regional IT systems in use More complex configuration management

Variations in regional IT infrastructures

Difficult definition process for standardisation through multipleviewpoints

Diversity within regional IT systems in use More complex configuration management

Variations in regional IT infrastructures

Difficult definition process for standardisation through multipleviewpoints


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Project approachProject approach

Global ASAPGlobal ASAP

Provides Global Strategy definition before startingimplementation project

Approach driven by global business processorientation

Opportunity to integrate business reengineering

and value chain improvements Opportunity to align business processes across

international borders and realisation of significantcost reductions and enterprise-wide benefits

Opportunity for SAP programs across all enterprisesites, product lines and international divisions

Ideally fit for big multi-national enterprises toprepare for the challenges of global markets

Provides Global Strategy definition before startingimplementation project

Approach driven by global business processorientation

Opportunity to integrate business reengineeringand value chain improvements

Opportunity to align business processes acrossinternational borders and realisation of significantcost reductions and enterprise-wide benefits

Opportunity for SAP programs across all enterprisesites, product lines and international divisions

Ideally fit for big multi-national enterprises toprepare for the challenges of global markets

Global ASAP is especially designed to fit the needs of mu lti-site, mu lti-national enterprises and tohelp them implement glob al business operat ions, based on SAP.

Global ASAP is especially designed to fit the needs of mu lti-site, mu lti-national enterprises and tohelp them implement glob al business operat ions, based on SAP.

Project complexity

Size of company

ASAPASAP

Clear local focus of SAPimplementation

Process optimisation on locallevel

Benefits on local level

No business process

reengineering

Clear local focus of SAPimplementation

Process optimisation on locallevel

Benefits on local level

No business process

reengineering

Localmethodology

n Characteristics of Global ASAP methodology

Global

methodology


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Global ASAP methodology will not substitute experience and

necessary skills, such as:

Business acumen

Project management

Business process know-how

SAP know-how

IT architecture know-how


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Rol l Out ASAP Roadmap



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2 41 3

Business Bluepr int Real isati onProject Set-up

Where we

want to go

How to get

there

Translate

business

processes

in to logical

operation

of R/3functionality

Maintenance & Support

Customer

Competence

Centre



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Global ASAP PhasesGlobal ASAP Phases

Activities

Activities

Define globalstrategy

Set up globaltemplate project

Define globalstrategy

Set up globaltemplate project

Global ProGlobal ProjectjectSetSet--UpUp

GlobalGlobalBusinessBusinessBlueprintBlueprint

GlobalGlobalRealisationRealisation

GlobalGlobalMaintenanceMaintenanceand Supportand Support

Prepare template

Define globalbusiness processmodels

Develop globalBusinessBlueprint

Prepare template

Define globalbusiness processmodels

Develop globalBusinessBlueprint

Configure andconfirm template

Define globalsystemmanagement

Perform finalintegration test

Execute rollout

Configure andconfirm template

Define globalsystemmanagement

Perform finalintegration test

Execute rollout

Support local sites,subsidiaries

Perform post-rolloutactivities

Ensure continuousimprovements

Support local sites,subsidiaries

Perform post-rolloutactivities

Ensure continuousimprovements

ProjectManagement

Quality Assurance

Change Management (Training, communication, team building, motivation, and so on)


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ProjectSet-up activitiesProjectSet-up activities

Activities

Activities

DefineDefineglobalglobal

strategystrategy

Prepare proPrepare projectject(template/rollout(template/rollout

strategy)strategy)

Set up globalSet up globaltemplate projecttemplate project

Opportunity andreadiness assessment

Strategy Study

Risk Assessment

Business Case

Review and sign-offof Global Strategy

Opportunity andreadiness assessment

Strategy Study

Risk Assessment

Business Case

Review and sign-offof Global Strategy

Detailed projectplanning

Project procedures

and standards

CCC implementationstrategy

Sign-off of high-levelproject plan

Detailed projectplanning

Project procedures

and standards CCC implementation

strategy

Sign-off of high-levelprojectplan

Global template projectcharter

Project scope

Project plan

Project team

Template-specificstandards andprocedures

Review and sign-offof Project Charter

Global template projectcharter

Project scope

Project plan

Project team

Template-specificstandards andprocedures

Review and sign-offof Project Charter


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Strategy StudyStrategy Study

ContentContent

Project

governance

Projectgovernance

Enterprise ScopeEnterprise Scope

Scope of sites, countries

Scope of processes

Information and process flowsbetween enterprises

Graphical representations ofeach organisation and mapping

to SAP organisational hierarchy Listing of all high-level

functional gaps and potentialsolutions

Policy statement on how gapsare to be resolved

Scope of sites, countries

Scope of processes

Information and process flowsbetween enterprises

Graphical representations ofeach organisation and mapping

to SAP organisational hierarchy Listing of all high-level

functional gaps and potentialsolutions

Policy statement on how gapsare to be resolved

Global Strategy forSystem Architecture

Global Strategy forSystem Architecture

IT-system topology

Network overview

Instances: number, locations,relationship, and so on

Analyses of distributedapplication alternatives

IT-system topology

Network overview

Instances: number, locations,relationship, and so on

Analyses of distributedapplication alternatives

Implementation ApproachImplementation Approach

Implementation approach

Outline of configuration strategy(how, where, configurationaccess, and so on)

Outline of development strategy(how, where, developmentaccess, and so on)

Overview of rollout strategy

Outline of CCC concept

Implementation approach

Outline of configuration strategy(how, where, configurationaccess, and so on)

Outline of development strategy(how, where, developmentaccess, and so on)

Overview of rollout strategy

Outline of CCC concept

Project ManagementApproach

Project ManagementApproach

Overview on overall Project

Management Approach

Organisation structure

Roles & Resposibilities

Overview on overall Project

Management Approach Organisation structure

Roles & Resposibilities

Change ManagementChange Management

High-level Change

Management Strategy

High-level training strategy

High-level Change

Management Strategy High-level training strategy

n Key deliverables of Strategy Study


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Business ExpectationBusiness Expectation

n Enabling better PLIVA position

n To build an Integrated IS on group level

n To improve communication between PLIVAs

company

n Real time and standardise reporting systemn To standardise and optimise business

processes

n To increase level of efficiency

n To improve customer servicen Perform C&V activities according the Project

Scope


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Project BenefitsProject Benefits

n Cross application

Accuracy of data

Cross company data availability

Elimination of double work processes

n Finance & Controlling

Accurate Cash Management Group credit limits monitoring

Shortened period of reporting

n Sales & Distribution

Increased inventory turnover

Reduction of Customer complaints

Better stock controlling and sales forecasting


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Project BenefitsProject Benefits

n Product Supply

Increased inventory turnover

Reduced planning cycles

Reduction of cycle time

Shortened order availability check

n Quality Assurance

Decreased GMP deficiencies

Standardisation of QA data, documents and

processes


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Project AssumptionProject Assumption

n Key team members must be full-time on the project

n Scope must be controlledn Where possible existing solution in PLIVA Zagreb will

be sought

n Business change will be driven by SAP

n Complexity must be kept low

n Identification of master data must conform to globalstandard

n Team members are empowered to make decisions

n Core team will work closely with Country teams

n Organisational structure will be frozen

n Standard reporting will be utilised where possible

n Top management involvement and quick decisionsmaking process


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B u s i n e s s P r o c e s s

C ont r o l e r s

C o u n t r y t e a m K r a k o w

P r o j e c t S p o n s o r

C o u n t r y P r o j e c t M a n a g e r

C o r e t e a m

C o u n t r y P r o j e c t M a n a g e r

S A P I n t e g r a t i o n M a n a g e r S A P C o o r i d i n a t o r s

B P M - F I ; I n t e r n a l C o n s u l t a n t - F I B P M - F I

B P M - C O ; I n t e . C o n s u l t a n t - C O B P M - C O

B P M - S D ; I n t e . C o n s u l t a n t - S DB P M - S D

B P M - M M ; I n t e . C o n s u l t a n t - M M B P M - M M

B P M - P P ; I n t e . C o n s u l t a n t - P P B P M - P P - P I

B P M - Q M ; I n t e . C o n s u l t a n t - Q M

C h a n g e M a n a g e m e n t

M a n a g e r

C & V M a n a g e r

B u s i n e s s S p e c i a l i s tE x t e r n a l C o n s u l t a n t s

S i t e U s e r sE x t e r n a l C o n s u l t a n t s

- E n d U s e r S u p p o r t

- T e l e c o m m u n i c a t i o nI T S u p p o r t

S A P C o o r i d i n a t o r s

B P M - F I

B P M - C O

I n t e gr a t i on t e a m

F I t e a m

M M t e a m

C O t e a m

S D t e a m

P P - P I t e a m

Q M t e a m

C h a n g eM a n a g e m e n t t e a m

C & V t e a m

B P M - S D

B P M - M M

B P M - P P - P I

B P M - Q M

C h a n g e M a n a g e m e n t

M a n a g e r

C & V M a n a g e r

S i t e U s e r sE x t e r n a l C o n s u l t a n t

C h a n g e M a n a g e m e n t M a n a g e r

B P M - Q M

C & V M a n a g e r

P r o j e c t A s s i s t a n tC o u n t r y P r o j e c t

S p o n s o r C o u n t r y P r o j e t

S p o n s o r

- E n d U s e r S u p p o r t

- T e l e c o m m u n i c a t i o n

- B C- A B A P

- T e l e c o m m u n i c a t i o n

P r o j e c t M a n a g e r

I m p l e m e n t a t i o n M a n a g e m e n t T e a m

C o u n t r y S C C o u n t r y S C

C o u n t r y t e a m B r n o

Project OrganisationProject Organisation


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n The main effort during the Business Blueprint phase

will be develop global template

n Its possible that some business processes will beoptimised during the project, due to better practice

either in PLIVA Krakow or PLIVA Lachema

n The term rollout project refers to the process of

repeated activation of one or more templates.

n One of the areas in which there can be no SAPstandard is the mo t ivation for c ol laborat ion between

local and g lobal levels


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Documentation

IMG structures

and settings

Global

Developments Organizationalstructure

Master Data

documents

CountryVersions

Localdevelopments

Global andintegratedprocesses

Local

processes

GlobalTemplate LocalRequirements


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n Global A process is global when it is integrated

throughout the enterprise

n Standard A process is standardised if it must be

executed in the same way in the enterprise

n Local A process is local if it is not possible or it

makes no sense to define as global or standardised


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Availibility ofresources to supportthe Project activities

Existing SAPinstallations

(SAP know-how)Geographical scope

Complexity of extended

requirements

Number of sites andbusiness units involved

Degree of readiness

(preparation status, previousinternal experience)

Functional scope ofimplementation

Duration of theDuration of theSAP RollSAP Roll--outout

ProjectProject

Timeline ImpactsTimeline Impacts

global sap roll out

Documents