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History of SAP
In 1972, five systems analysts began working nights and weekends to create
standard software with real time data processing. Twenty-five years later their vision is a reality:
SAP is the world’s market and technology leader in business application software.
On April 1, 1972 five former IBM employees founded SAP as Systemanalyse und
Programmentwicklung (“Systems Analysis and Program Development”) in Mannheim, Germany.
Their vision was to develop and market standard enterprise software which would integrate all
business processes. The idea came to them through their work as systems consultants for IBM
when they noticed that client after client was developing the same, or very similar, computer
programs. The second part of their vision was that data should be processed interactively in real
time, and the computer screen should become the focal point of data processing.
Over the course of twenty-five years, their vision has transformed SAP from a
small regional enterprise into a world-class international company. Today, the SAP Group is the
global market leader in enterprise resource planning software, and has subsidiaries, affiliates and
branch offices in nearly every industrial nation in the world. Important milestones in the
company's corporate history include its conversion to a GmbH (a closely-held corporation) in
1977, the opening of the company's headquarters in Walldorf, and its conversion into a publicly-
held corporation whose shares are listed on several stock markets.
By changing its structure to a publicly-held corporation, SAP significantly strengthened its capital
base and laid the foundations for its employees to enjoy more of a share in the company's
success. In the end, it is SAP’s employees – currently more than 9,000 of them - whose know-
how, motivation and performance have nurtured the company’s progress. And it is their
commitment and innovative drive which will pace the company’s future success and keep it ahead
of the competition.
Products have played the central role in SAP's success story. In this area, two
milestones stand out: first, the development and 1979 market release of the R/2 software system
for mainframes, and, second, the R/3 client/server software system introduced in 1992. Since its
debut, the R/3 System use has grown explosively and now accounts for the lion's share of SAP
product sales. At present, more than one million end users around the world work with the R/3
System.
With the successful implementation of its initial project, SAP had nine employees
and, at the end of its first fiscal year, posted a profit on revenues of DM 620,000. In the second
year of operation, two local businesses – the tobacco and cigarette manufacturer Roth-Händle
and the pharmaceutical company Knoll - selected the newly developed SAP Financial Accounting
(RF) System. This system quickly earned a reputation as an excellent standard package and
installations expanded to 40 customers. But product development did not slow on this success,
and a second standard product, the Materials Management (RM) System, with modules for
purchasing, inventory management and invoice verification,
soon followed. The benefits of SAP's integration philosophy showed through, with data from
Materials
Management flowing straight into Financial Accounting.
By the end of the 1970s, new generations of powerful computers provided the
framework for a comprehensive software system, and a major step in the development of SAP
software - the R/2 System – was taken in 1978. In the same year, as sales headed toward the DM
10 million milestones, SAP began operation of its own computer center in Walldorf which, when
completed in 1980, united development teams under one roof. That year SAP’s software became
even more attractive with the addition of order history to the product range. At the end of 1980, 50
of the 100 largest industrial companies in Germany were SAP customers.
In 1982, SAP celebrated its tenth anniversary, with sales soaring 48% to over DM 24 million. By
the end of the year, 236 companies in Germany, Austria and Switzerland were working with the
SAP standard programs. Sales continued to climb in the following year, increasing by 45%.
In 1984 SAP took additional steps into the international arena with the founding of SAP
(International) AG in Switzerland, whose focus was to increase sales of the R/2 System in
international markets. Development teams began work on two new applications, Personnel
Management and Plant Maintenance, while the Production Planning and Control System was
installed at its first pilot customers.
1985 was characterized by further expansion. The Walldorf headquarters had grown to 10,000
square meters of space, while at the Swiss subsidiary a new headquarters was occupied. SAP
systems were now in use in most European countries, and SAP began to penetrate markets
outside Europe - with customers in South Africa, Kuwait, Trinidad, Canada and the US.
SAP continued to pursue international growth with the founding in 1986 of SAP’s
Austrian subsidiary SAP Österreich Ges.m.b.H. in Vienna. At the parent company, SAP GmbH,
the capital stock was increased from DM 500,000 to DM 5 million. The largest single hardware
investment to date was made in Walldorf with the installation of an IBM mainframe costing DM 7
million. The year's sales topped DM 100 million, and SAP exhibited at CeBIT, the world's largest
IT trade fair, for the first time.
The 15th year of the company's history was again characterized by powerful growth. Branch
offices were opened in Munich and Hamburg, and subsidiaries established in four European
countries - the Netherlands, France, Spain and the UK. Staff grew to 750, and sales more than
doubled to DM 245 million, with 850 companies now using SAP's software systems. In 1987, SAP
announced its strategy for a new generation of software, and the R/3 System was born.
SAP continued to grow in 1988 with the international sales network strengthened
by the establishment of subsidiaries in Denmark, Sweden, Italy and the US. Other events
included: the founding of SAP Consulting GmbH as a joint project between SAP and the
consulting firm Arthur Andersen; the opening of an International Training Center in Walldorf; and
the welcoming of Dow Chemical as SAP’s 1,000th customer. However, the most significant
events of the year were the increase of SAP’s capital stock from DM 5 million to DM 60 million,
the subsequent conversion of SAP GmbH into a stock corporation, SAP AG, and the flotation of
SAP shares on the stock market. SAP shares were quoted on the securities
exchanges in Frankfurt and Stuttgart.
During the next year, 1989, SAP shares began trading on the Zurich stock
exchange. SAP expanded its alliance and strategic cooperation approaches by taking a majority
investment in TOS GmbH in Freiberg. Through the "International User Conference" in Lausanne,
Switzerland, and the first "SAPPHIRE" user conference in North America, SAP demonstrated its
solid commitment to direct international customer contact. This crucial commitment was to
become more and more important to SAP’s success in the coming years.
In 1990, SAP's capital stock was expanded to DM 85 million with the issue of preference shares.
SAP strengthened its commitment to small- and medium-sized businesses by an investment in
the software company Steeb and the acquisition of software vendor CAS. In the same year, SAP
and Siemens Nixdorf founded SRS GmbH in Dresden, gaining a firm foothold in the East German
market. Sales grew strongly to over DM 500 million, and the number of staff grew to 1,700.
SAP develops Russian R/2 version
Strong growth continued unabated in 1991. The acquisition of Steeb GmbH was
completed and its activities were merged with CAS to form STEEB-CAS GmbH, creating a high-
caliber software company with an attractive product offering for the small- and medium-sized
company market. With SAP’s Eastern European business developing quickly, SAP collaborated
with a local Russian software company to develop an R/2 version in Russian. The first Japanese
installation of SAP software was successfully completed. At the end of the fiscal year, the SAP
Group boasted 2,225 customers in 31 countries and sales of more than DM 700 million – an
increase of over 40 percent. The company had more than 2,500 employees.
In its twentieth year, SAP opened a new Development and Sales Center in
Walldorf. The two-year project cost roughly DM 140 million and represented the company's
largest single investment to date. In preparation for additional development, SAP’s share capital
was expanded by DM 15 million to DM 100 million through the issue of 300,000 preference
shares. SAP was now firmly established as a global company, with South Africa, Malaysia and
Japan the newest additions to its 15 subsidiary companies. By 1992, almost half of the DM 831
million in product revenues were being generated outside Germany, and the availability of the
software in 14 different languages was adding significantly to its attractiveness.
With the R/3 System release in mid-1992, SAP began to penetrate the mid-size
market, and into branches and subsidiaries of large companies. The release of the R/3
client/server system was the most significant event in SAP’s history and started a record of
growth that even SAP’s most optimistic planners had not predicted.
1994 was yet another record-breaking year with sales jumping 66% to over DM
1.8 billion. By the end of the year, SAP employed more than 5,000 staff worldwide, and 200 of the
more than 4,000 customers were using the R/3 System in production operation. A Swiss
customer was the first customer to go live with R/3 on Microsoft’s Windows NT – a mere four
months after the platform became available. Since its rollout in 1992, R/3 had now been installed
more than 1,000 times. SAP development received ISO 9000 certification, and R/3 Release 2.2
was completed on schedule and included a wide range of enhancements in Logistics. SAP
continued to expand its sales organization and strategic alliances. In Germany, SAP acquired a
52% stake in DACOS Software GmbH with the aim of developing an integrated software solution
for the retail industry. The 19th subsidiary opened in Mexico City.
The Annual Stockholders' Meeting agreed to a DM 400 million capital increase
out of retained earnings, bringing total capital to DM 500 million. The resulting 1:4 stock split was
positively received by the market and led to a significant increase in stock price levels.
In 1995, R/3 became the largest source of overall revenues, with a DM 1.7 billion
share of total sales of DM 2.7 billion. Growth prospects were strengthened still further with the
new R/3 Release 3.0, a functional and technical milestone in R/3 development. With this version
the important areas of production planning and control were now comprehensively covered.
Another technical addition was the availability of R/3 on the widely used IBM AS/400 platform.
The indirect sales channel concept was introduced in Germany, with SAP forming
partnerships with value-added resellers so as to better support small- and medium-sized
businesses. A new Service and Support Center opened in Walldorf with room for some 750
employees. SAP now employed more than 7,000 staff.
With 1,400 stockholders and guests, the number of attendees to the 1995 Annual
Stockholders' Meeting was more than triple the 1994 figure, and the ASM approved changing the
par value of SAP shares from DM 50 to DM 5. Shortly thereafter SAP entered the German stock
index (DAX). Both events had a positive effect on share prices.
SAP's success continued into its 25th year of operations, with sales exceeding
DM 3.7 billion. Over the course of its 25-year history, SAP showed that business processes can
be modeled in a standard way across and within industry sectors. When the IT industry
developed flexible and cost-effective client/server architecture, SAP provided its customers with
the right product at the right time - the R/3 client/server system.
SAP Systems
SAP markets two main products: R/2 and R/3. The two products share many
features and provide similar functionality such as:
• Provide an integrated suite of software application modules. The modules cover the
requirements of most companies who can purchase those components which they
require.
• Provide real-time database update for integrated applications. Thus when a business
transaction such as the receipt of inventory occurs, the entry into the system will
immediately be affected in the Inventory Reports and in the Financial Ledger.
• Support organizations with multiple companies in different locations.
• Support any number of currencies within the organization. If item is posted to the system
in foreign currency, it is also entered into the system in the company’s local currency.
• Support multiple languages. The user specifies their native language when signing on to
the system and subsequent screens appear the chosen language.
• Suitable to wide range of industries and organizations. The software can be tuned to
practically any company’s' requirements through configuration and customization.
The applications' programs are driven by table entries which are configurable by
the client. Extensive customization is also possible with the provision of the SAP programming
language ABAP. A large part of the software is written in ABAP and is available for modification.
ABAP is most widely used for reports; however it is also used for interface programs, database
updates, and for new online transactions. If the standard software does not provide the required
functionality, it is possible to write a whole new application with ABAP.
SAP's major criticism has been the cost of it's software and implementation. SAP and various
consulting companies have addressed the issue of implementation costs by creating industry-
specific templates.
R/2 System
R/2 is the SAP mainframe solution and has been around for many years. The
current version is 6.0. The hardware required limits it's suitability to large and very large
companies.
The architecture is such that the applications and database reside on one
mainframe computer. Users who are remote from the mainframe may establish a dial-in
connection or be permanently connected through a leased line.
Having a centralized mainframe computer system can have distinct advantages
to a large company.
• Consolidation for Groups is made easy due to all relevant data residing on the one
system. Particularly attractive to such companies is the fact that all transactions of
regional offices can be reflected in the Group's Consolidation Reports immediately.
• Reports from regional offices can follow a standard format. i e. The same reporting
programs can be used with all users conforming to the same Chart of Accounts. They are
not subject to manipulation and can offer a true comparison of performance.
• New corporate policy can be implemented throughout all offices by changing the
configurations of the centralized SAP system. For example, a new transaction may install
that requires purchases over $1000 to attain Head Office approval before an Order can
be placed in the system.
• Mainframe systems currently retain greater processing power over client-server machine
although the gap is closing.
• High setup costs. Typically costs associated with components are higher with
mainframes. Mainframe system tends to proprietary-based which reduces competition
and inevitably raises prices.
• High maintenance costs. Mainframe systems will typically require an operations team to
perform ongoing technical tasks (such as initiating batch jobs, restarting printers and fine
tuning performance)
• Communications problems are more likely for a mainframe if regional offices are far away
from the mainframe. The cost of these connections can also be high.
• Less user-friendly interface possible with Mainframe terminals. R/2 is also available with
a front-end interface called "CUA". This is installed on PC Workstation which can connect
as a mainframe terminal. CUA provides a Windows-type interface based on the interface
provided by SAP R/3.
R/3 System
R/3 is the SAP client-server solution and has been around for approximately five
years. The current version is 3.1. It has proved hugely popular in many countries. Demand in the
United States is particularly high at present. The solution is available to many more companies
than R/2 as a mainframe is not required.
• Global Basis
• Faster Speed
• Flexibility for Changes (Business & IT)
• Agility
• Extended Supply Chain Management
• Reach New Opportunity
• Knowledge Sharing
• Creativity Focus
SAP has several layers. The Basis System is the heart of the data operations
and should be not evident to higher level or managerial users. Other customizing and
implementation tools exist also. The heart of the system from a manager's viewpoint are the
application modules. These modules may not all be implemented in a typical company but they
are all related and are listed below:
Each of these Modules may have sub-modules designed for specific tasks as
detailed below.
System-Wide Features
SAP uses certain system wide features that should be understood at the outset.
These are used to logically, safely and flexibly organize the data in a business enterprise.
• Customizing-- is the configuring of the system to represent your organization's legal
structure, reporting requirements and business processes. Internal reporting is a
managerial tool in the daily operations. External reporting is required by governmental
units controlling the legal structure of the corporation, such as, the IRS state taxing
authorities, SEC etc.
• Organizational Elements
o Financial--
client is a legal and organizationally independent unit at the highest level
in SAP
company is an independent legal entity within a client
business areas are used to produce profit and loss statements and
balanced sheets across marketing lines
o Materials Management
Purchasing units
Plants
o Sales and Distribution
Sales Organization
Distribution channel
Division
• Master Data is records that remain in the database over an extended period of time.
Examples:
o Customer Master
o Vendor Master
o Material master
o Account Master
This structure eliminates redundant data and is shared by all SAP Modules. It is a critical
aspect of the robustness of the system.
• Employee Self Service--your employees have access to the own HR records over the
Internet.
• Classification is the assignment of object s to a class. Each class has standard
characteristics.
• Match codes are query tools used to find specific information using search methods.
• Security is administered for objects, profiles and authorizations. Users are only
authorized to see or change the parts of the system required by their job responsibilities.
• Sales
o Pre-sales activity--planning and availability support for the sales personnel
o Sales Order--The actual entry of the sales order into the system done by the
salesperson at the point of sales perhaps using a PC and Internet connections.
o Determining where the most efficient source of the ordered product is in inventory
and shipping it.
o Delivery
o Customer Billing
o Customer Payment
• Production
o Sales and Operations Planning SOP where the sales forecasts are used in a
production planning model to check feasibility.
o Master Production Scheduling MPS--The actual plan for the whole production
process
o Material Requirements Planning MRP--Where the production plan is actually
converted into raw materials input requirements.
o Planned Order--When materials are available and capacity exists this plan is
created and then converted into a
o Production Order.
o Shop Floor Control where the actual production takes place and is registered into
the system as finished goods.
o Purchasing
Requisition--Once the Production manager plans to manufacture
something a requisition for the raw materials required but not on hand
must be prepared.
Vendor Selection--made by the purchasing department
Purchase order sent
goods receipt increasing inventory
Invoice verification as it is received from vendor
Payment to vendor.
Sales events must be captured at the proper time into the ledger system
Inventory must be adjusted to match goods shipped
Inventory must be adjusted to match raw materials received
Inventory must be adjusted to move value from raw materials to work in
process
Inventory must be adjusted to increase finished goods when they are
produced
Accounts Payable must be set up for purchases
Accounts Receivable must reflect goods billed but not yet paid for
Business Process Engineering must not only identify all these steps but must also find
the most efficient way to minimize redundant actions. For example, when sales are made,
inventory and manufacturing plans should be automatically updated. When
manufacturing plans are updated raw materials should be automatically ordered from
vendors. When finished goods are shipped customers should be automatically billed at
the same instant. Real situations are far more complex than the simple explanation
above.
Quick Tour of the SAP User Interface
The SAP R/3 system presents a Windows interface with several of the
familiar Windows functions for screen manipulation. The apparent simplicity of the
interface hides the power of the menus residing within the menu bar at the top of the
screen. The initial screen shows a menu bar with the following selections. The first level
sub menus are listed below to give you an idea of where to start:
o Office
Workplace
Telephone Integration
Appointment Calendar
Room Reservations
Start Workflow
Business Documents
o Logistics
Materials Management
Sales/distribution
Logistics Execution
Production
Production-process
Plant Maintenance
Customer Service
Quality Management
Project Management
Environment Health & Safety
Central Functions
o Accounting
Financial Accounting
Treasury
Controlling
Enterprise Control
Investment Mgt.
Project management
Real Estate
o Human Resources
Managers Desktop
Personnel admin.
Time management
Payroll
Training and Event Management
Organizational Management
Travel
Information system
o Information Systems
Executive Information Systems
Logistics
Accounting
Human Resources
Project System
Ad Hoc Reports
General Report System
o Tools
ABAP/4 Workbench
Accelerated SAP
Administration
ALE
Business Communication
Business Documents
Business Framework
Business Workflow
CCMS
Web Development
SAP Script
Hypertext
Find
R/3 System Overview
INTEGRATION
• Integrated Processes
o Operational. financial, and managerial principles are satisfied simultaneously
o Common Database
• Application Integration
o One point of data entry
o Consistency across all user applications
• Technical Integration
o On-line interactive edit and update
o Elimination of redundant data\
o Data Integrity
Designed for all Types of Business
Worldwide Usage
REAL-TIME PROCESSING
Open System
• R/3 allows the interplay and portability of applications, data and user interfaces
• Based on international standards for interfaces, services and data formats
• Architecture is aligned with recognized open systems standards
FLEXIBILITY
STRUCTURE
Application Models
Modules Grouping
• Financials:
o FI Financial Accounting
o CO Controlling
o AM Asset Management
o PS Project Systems
• Common Systems
o WF Workflow
o IS Industry Solutions
• Logistics
o PM Plant Maintenance
o QM Quality Management
o PP Production Planning
o MM Materials Management
o SD Sales and Distribution
o HR Human Resources
o The Basis System
• Workflow
• Archiving
• Reporting
• Conditions
• Batch Input
• Output
SYSTEM INTEGRATION
SUMMARY