Supply Chain Mindmapping

Mindmap for Operational Transparency in SAP Governance

measure
analyze
more internal act
Enabling business users to directly access regulations

1 2
stock exchange scenarios
drill-down Business Intelligence is the Risk roles
currency exchange Need to install mitigation strategies
responsibilities
solution for optimizing processes in a world inflation Financial volatility additional control
Compliance
which is constantly changing. The military working capital availability Speed of Company
more frequent
calls this environment “VUCA” and it stands change impact ad-hoc
local/regional changing
for: Volatility, Uncertainty, Complexity and more financial
FDA requirements quicker reports
industry reporting
Ambiguity. HACCP better quality
more regulation
Maintain control, as well as flexibility, using IFRS predictive
Uncertainty
Basel II financial Big Data
smart IT applications that can deliver the
SOX carbon taxation outsourcing of processes
required Visibility, Understanding, Clarity reducing vendors
natural reducing complexity
and Agility. Supply Chain Movement, along disasters mutual multiple dependency
with Every Angle, supplier of a Business aging people redesign measurement CO2 emissions
attraction of talent changing demographics Global focus on supply chains carbon footprint
Intelligence add-on for SAP software, has
talent retention
global HR pool PLAN core business
avoiding additional taxation
created a mindmap with practical route emission swaps
emerging markets late orders
descriptions and warning signs. new demand improve order status
demand volatility Complexity supply chain visibility back orders
suppliers & distributors worldwide overview bottlenecks
new supply globalization coping with
new competitors improving forecasting
demand
Inventor’s mindmap: sustainable sourcing Operational improving customer service
scarcity natural resources
alternative materials Act distrust IT department
application in the cloud Transparency DO systems as risks no overview of IT landscape
Growing IT capability (ambiguity)
Software as a Service in SAP IT dependency long IT implementation time
mobile applications/apps importance
data quality garbage in, garbage out
standard S&OP reports overview talents
defogging need for business intelligence
identification dynamic bottlenecks Creating visibility knowledge management
drilldown to individual orders improve operations

SCM
use predictive analysis inventory
personal view
Check Cope with uncertainty buffer capacity
inventory time
measure indepencies
service level suffer (by choice)
SUPPLY CHAIN Gaining
understanding aligning KPIs
movement less communication noise
improved service levels one number planning
actionable
reduced stock levels demand planning
information cross-functional checks sales & operations planning
early bottleneck warnings Overcome organizational silos supply planning
reduced lead times operational control financial gap analysis
reduced risks integrated business planning
financial investigation what-if scenarios
reduction of information lead times instant dashboard
real-time handling Big Data
higher speed of Creating
SAP HANA relevant information
calculation clarity Changing need for information better quality
in-memory clean data
built-in process knowledge training staff
ability to learn
3
remove hidden complexity
personal customizing
SAP certified
4 facilitating systems

sourcing SAP SRM

low IT investment IT compliancy Ariba
quickly implemented add-on Develop IT Real Self-
low organizational resist-
agility Implications integration of manufacturing
SAP APO
function specific service business applications SAP ME
user friendly interface
for
improved data quality Changing IT environment SAP WM
data cleansing
frequent use of software Business operations logistics

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Mindmap manual
In today’s business world, the rate of
change is continually increasing. In the
military they call such an environment
36 VUCA: Volatile, Uncertain, Complex and
Ambiguous. For volatility, all you have to
do is look at the financial markets. Uncer-
tainty is expressed in increasing regula-
tions, but also pertains to the probable
introduction of a CO2 tax and unpredicta-
ble natural disasters. Globalization, com- What does VUCA mean for companies?
bined with the changing composition of Companies are forced to utilize an increa-
the population, causes complexity in busi- sing number of control mechanisms, such
ness. The ever-increasing availability of as internal rules and specific financial
IT solutions creates a sense of ambiguity: reports. At the same time, they focus on
is this an opportunity or a threat? A VUCA their core business, integrate acquisi-
world forces companies to create a Plan. tions and centralize departments. The
redesign of supply chains is a necessary
consequence in order to meet the needs
Intelligence
of customer demand. The dependence
on IT consistently increases. Yes, a plan
remains a plan without implementations
by Operations, so: Do.
In Operations you have three choices
for dealing with uncertainty: Improve,
Buffer (with supplies, capacity and/
or time) or Suffer (as a choice, not as
a consequence). The traditional silos
between company departments must be
demolished. At the same time, the vari-
ous function-oriented SAP applications
must be integrated to be able to meet the
changing information needs. Check the
required information provisions.
SAP TM
SAP ECC & ERP
financials
SAP BI & BW
integration of ERP
instances overview of licenses
streamlining releases
In a VUCA world, companies need to a software application that provides
give the business user access to true business users with quick answers to
self-service business intelligence in their questions. A predictive view creates
order to: intercept volatility with visibility; confidence to manage proactively in a 37
combat uncertainty with understanding; changing world: Act.
reduce complexity with clarity (think of
dashboards you can set up yourself) and
neutralize ambiguity with agility. They
can do this through utilizing, for example,