Implementation and Support of SAP BI System for a Leading Wholesale Distributor
The customer had existing SAP and other ERP systems in place. To ensure smooth running of the business and to maintain consistency in operations they needed to stabilize their SAP systems and integrate other ERP systems with SAP.
The company required stabilizing of the SAP implementation to ensure smooth running of business across Europe. Each of the group companies had its own specific need which included
- Inbound process implementation including vendor Consignment Process configuration and in outbound process default the data for goods transfer (consignment to own stock) based on the data in the delivery order
- Integration of the DIAMOD ERP system to SAP to avoid laborious manual work to upload invoices at an average of 300 invoices a day
- Integration of Aloha system to SAP system to perform inventory related functions and to evaluate cost of production and cost of sales reports
- Stabilizing the process in SAP and design and development of the required forms
The main objectives were design, development, enhancements and implementation for emerging business requirements. The company needed to fully automate and optimize their business processes. For this they needed proper integration of non-SAP systems with SAP systems and ensure smooth transfer of data. The system should ensure smooth transaction of stock transfer from vendor consignment to own stock. Reports dealing with country-wise stocks, stock ageing and cost price should be developed as required by the customer. Workflows for internal approvals also needed to be developed. A quality server needed to be built. An EDI (electronic data interchange) process for vendor interaction should be developed. The customer wanted to implement authorization checks to control data manipulation. Unnecessary stoppage of business due to critical issues in production was leading to losses. Processes needed to be implemented to resolve such issues in time.
We implemented SAP processes to ensure smooth functioning of the trading companies. We developed a system to perform stock availability checks during outbound delivery. This check has taken into consideration the destination of the material or stock and also the batch and the quantity of the stocks available.
The existing system was enhanced to transfer stocks from the vendor consignments to their own stock based on delivery order. We developed a workflow to handle internal approvals. The EDI for vendor communication was also developed.
We designed and developed interfaces to connect the legacy system to SAP system. This also enables the capture of business data from their existing legacy system to SAP.
We implemented a unicode system to enable the group to use SAP for different geographies. We have implemented an application maintenance and support system to deal with production issues.
- Uninterrupted and smooth running of business using the SAP system
- Integration between R/3 and legacy systems used in different companies helped to control the business more optimally by avoiding manual process
- Workflow provides proper routing and ensures timely completion of business process
- Better planning for trading and production by using the accurate reports
- Authorization checks will avoid the data manipulation and smooth operation of business process
- Implementations have been fully integrated into the day-to-day business processes followed by the company
- Implementations done at optimum costs to yield maximum ROI
SAP ECC Implementation for a Global Wholesale Distributor
The customer had an existing SAP system in place which was not giving them the results they expected. They were looking for a better-integrated system which would be more user- friendly and afford more transparency and consolidation across geographies.
The company was finding it difficult to fully utilize the existing SAP system in their day to day business functions. Our customer runs wholesale distribution networks in several locations, and so data entry was being done on multiple systems. This often caused duplication in data entry. The company was also worried that user familiarity of the system was less than satisfactory. Language was another hindrance that prevented the system from being used across multiple geographies. The system did have a Business Intelligence component, but it was not usable for their day to day business functions.
They needed a seasoned partner with proven expertise in delivering projects within stringent timelines. The new solution had to be capable of working across geographies. At the back-end, it had to integrate with the existing SAP solution. Another aspect of the implementation was that it should not be radically different from the processes already in place. This was to ensure process convergence. Moreover, this would reduce the cost of maintenance and support. Maintaining separate business systems at each of these locations was proving difficult to manage. They needed to implement a new system that would integrate all areas of the business. The implementation had to be done without affecting the existing SAP system operations.
Since the business operated from several locations, the SAP ECC implementation should allow it to be usable across multiple geographies and languages. The system should be transformed from its current state as a data entry system to a usable ERP system that can be used to improve the efficiency of their day to day business functions. The system that was in use was a non-Unicode system. This has to be converted to a unicode compliant system that enables a single set of source code to be written to process data in virtually all languages. The implementation should enable the company to utilize all of the capabilities of the BI system to help them increase their ROI.
Our team worked on stabilizing the SAP system and implementing process extensions to bring more business processes under the scope of the system. We also worked on
integrating the business processes of multiple departments and business units of the company. As a result seamless transformation from the earlier processes (revolving around Peripheral systems) to a new SAP-centric business process was achieved, thus unifying all the required data into a single landscape. All of the P2P (peer-to-peer) processes and O2C (order-to-cash) processes of the group has been brought under the ambit of SAP ECC system. All the data necessary for an informed decision-making process is now available in SAP system. The conversion to a Unicode-compliant system has enabled the group to use SAP for different geographies.
- Process convergence was achieved at reduced maintenance and support costs
- Peripheral systems used for executing the business could be sidelined
- All the business operations (wholesale distribution) are now made possible through one system (SAP ECC)
- Consolidated reporting from multiple geographies was made possible
- Improved confidence in IT/ERP infrastructure for the top management, helping them in faster expansion and improved ROI
BI Data Foundation and Strategic Reporting Solution for a Leading Athletic Clothing and Accessory Retailer
The BI solution that we built for our customer enabled multi-criteria smart decision making in sales and operations, global logistics, retail stock movement and inventory roll forward.
With business data spread across North America, Latin America, Europe, the Middle East, Japan and Africa, it seemed difficult for our customer to replicate data in real time with SAP BW. Moreover, the performance of BW objects, BEx reports were really slow when used in conjunction with SAP BusinessObjects BI. It was difficult to amalgamate data from various sources in the customer’s legacy system like Epicor, SAP BW, SAP Business One, ERPNext to uncover fast, meaningful insights.
- View global revenue based on end use, product category, etc. and measure growth, sales activities against retail KPIs
- Provide strategic reporting solutions for distribution houses and third-party logistics providers and track logistics activities
- Compare retail performance across all regions, subregions and subchannels with business metrics
- Maintain safe stocking levels and set forward consumption days at or below 115 days
- Reduce purchase capital by $600k with precise demand forecasting and assortment optimization
Applexus built a business intelligence solution atop SAP HANA platform, replacing the Customer’s business intelligence solution based on traditional database. We helped them extract real-time data from disparate systems using SLT and BODS jobs, set up advanced data models with SAP HANA and built analytic solution with web intelligence and dashboard designer tools from SAP Business Objects on top of HANA model. Our in-memory, optimized computing solution based on SAP HANA seemed perfect for speedy analytical and transactional processing. It was also possible to handle huge volumes of data and generate reports in no time.
- SAP HANA data foundation to receive sales plan from different functional areas and assess plan realization in North America and other areas
- Logistics report creation by consolidating data from inbound marketing dashboard, sales processing dashboard, shipping status dashboard, inbound and outbound sales scorecard and sales management tools
- Multi-sourced data foundation for global retail reporting from disparate systems such as ERP, POS (Epicor) and master data systems
- Retail executive dashboard that provide a drill down of sales by product, territory, campaign and provide a holistic view of product flow through distribution house
- Inventory roll forward solution merging sales projection data, expected inbound receipts and sales transfer forecast data to improve merchandise planning
A mobile-friendly customer interface provided consolidated view of global revenue and made drill-down analysis of metrics such as division, region, end use easier. The solution also eliminated manual merging of retail reports and enabled comparison of retail performance against business metrics in a jiffy. By imparting greater granularity into their business, they could witness minimised deviation (less than or equal to 1%) of actual returns from expected returns. Moreover, they could align their business well with forecasted revenue and growth.