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S/4HANA PANEL
S/4HANA SPECIAL INTEREST GROUP PANEL

Stratfore Tech

AFSUG TEAM CONTRIBUTORS

Garith Peck Lynnette Shaw

Executive Head Cloud Presales Business Architect (PbA)
Security SAP SA
Vodacom
BONUS

YOUR S/4HANA EXPERT PANEL

SPONSOR
AGENDA
• Welcome & Introduction
• Amanda Gibbs, General Manager – African SAP User Group
• Genevieve Myburgh, Senior Events Manager – African SAP User Group
• Intelligent Enterprise: SAP Architectural Pitch
• MK Kwatala, - Deloitte
• Greenfield, Brownfield, or Hybrid
• Roger Loe, - SAP
• Accelerators and Best practice
• Lynnette Shaw, - SAP
• Felix Chabeli, Director - Stratfore Tech
• Projection Plan Steps
• Shamit Maharaj, - SAP
• Quality Awards Criteria
• Sharmila Jasmath, - SAP
• Value Management
• Koosh Panday, - SAP
• Survey Results | Q&A
• Panel Discussion
Intelligent Enterprise: SAP
Architectural Pitch
MK Kwatala - Deloitte
 Optimize and Transform with SAP’s Intelligent Enterprise architecture

Optimize with Best Practices Transform with Next Practices

A stable and reliable business An agile and flexible platform for
foundation to run end-to-end innovating quickly in the areas
processes as effectively where differentiation
and efficiently as possible. drives competitive advantage.

BUSINESS
NETWORK

ACROSS ALL FUNCTIONS: Design to Operate | Lead to Cash

BUSINESS PROCESS INTELLIGENCE

EXPERIENCE MANAGEMENT

INTELLIGENT SUITE INDUSTRY CLOUD

Transform
SUSTAINABILITY MANAGEMENT

BUSINESS TECHNOLOGY PLATFORM

SAP DATA CENTER OR HYPERSCALER

SAP Intelligent Suite Applications SAP apps Partner apps

© 2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 8

 Building a business case for SAP S/4HANA
The digital economy is accelerating exponentially, and digitization is disrupting how businesses operates today. Staying competitive in the digital age requires
speed, agility and innovations.

There are several options : Impact

Description

▪ SAP ECC support ends 2027; ▪ SAP S/4HANA benefits not realised;
▪ Additional support can be purchased; ▪ Pain points and system limitations remain if not addressed
Do nothing or ▪ Bolt-on systems added; ▪ Bolt-on systems or customisation continue to add
Kick the can ▪ Master Data not improved; complexity
(until 2027) ▪ Users' way-of-working not optimised ▪ Data integrity issues remain
▪ Continue to be left behind

▪ Define and formulate an SAP S/4HANA business case ▪ Pain points and SAP S/4HANA investment opportunities

▪ Define and quantify the value of SAP S/4HANA for and limitations understood for your business;
Decide based ▪ Get buy in from business stakeholder on the SAP
your business by function
on Facts S/4HANA opportunity
▪ Define and understand the investment required to
▪ Have the facts required to make an investment decision
unlock the value

© 2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC 9

Greenfield, Brownfield or Hybrid
Roger Loe - SAP
 What considerations are needed for a SAP HANA journey?

What am I going
to run on SAP
What
What type
type ofof
HANA?
migration will
migration willthis
this Who will help me
One system? All my be?
be?
SAP systems? What is with the move?
Greenfields
Greenfields //
my SAP Landscape? SAP Services?
Brownfields
Brownfields // Guided
Guided //
Versions? Sizing? Solution Integrator?
Model
Model Company?
Company? In-house skills? Rise
What is SAP with SAP?
Will this
this require
requireaa
HANA?
Fast database? Game
migration or
migration oran
an
upgrade?
upgrade?
Changer?
Immediate
Immediate benefit?
benefit? BigBig
or Small Change?
or Small Change?
Alignment
Alignment with
with aa future
future
roadmap?
roadmap?
How do I mange
Where do I want to this change?
deploy the new Process Change?
SAP HANA Busines
system? What is the
Transformation?
Technical Change? business benefit
On-premise / Cloud –
New Capabilities? of doing this?
What cloud?
Value add? Risk
Avoidance? Project /
Program alignment?
Will this changed
What do I do
system work in
about any existing
my wider SAP &
custom code?
non-SAP
Convert? Extend in How much will
environment?
cloud? Revert back to this change cost?
standard? Cloud to on-premise?
System to System? SAP License?
Integration Services? Hardware?
considerations? Business Cost?

11
© 2021 SAP SE or an SAP affiliate company. All rights reserved. ǀ PUBLIC
Accelerators and Best practice
Lynnette Shaw – SAP CONTRIBUTOR
Felix Chabeli – Stratfore Tech

Lynnette Shaw
Presales Business Architect (PbA)
SAP SA
Stratfore Tech
Enablers of your Digital Transformation
SAP Activate Jam
Community
• Engage SAP Activate experts
• Ask questions and collaborate
• Stay up to date
• Request access at
http://bit.ly/SAPActivate
• Existing members use:
https://app.smartsheet.com/b
/form?EQBCT=c5a5898145954
82185b4c1280f6abb57
SAP Roadmap Viewer
• Browse implementation
guidance for your digital
transformation
• Access SAP Activate
methodology assets and
accelerators
• https://go.support.sap.com/r
oadmapviewer/
SAP Best Practices
Explorer
• Access SAP Best Practices
content
• Power your project with
ready-to-run processes
• https://rapid.sap.com/bp/
SAP Solution Manager
• Launch page to access latest
news and key sources of
additional information
• https://support.sap.com/en/
alm/solution-manager.html
Typical Content for Accelerated Solutions
What you will find on SAP BPX
Project Plan Steps
MK Kwatala | Felix Chabeli CONTRIBUTOR

Stratfore Tech
Challenges
• ERP has become such a commodity that its value often gets overlooked while the “total cost of implementation” and “total cost of
ownership” have become the primary facets of consideration.

• Like any other infrastructure, an ERP ages and accumulates complexity over time.

• For many, SAP S/4HANA transition programs start with a debate on how to approach the project and what options to consider. Most
swiftly conclude that the company’s vision, readiness to change, and ability to manage these changes play a much bigger role than
any technology aspects.

• Irrespective of the chosen transition option, the way the project is set up and managed will determine the ability to turn SAP’s
innovations into business advantage.
Solution
• Once key strategic choices around the SAP S/4HANA journey have been concluded and the business case accepted , the pivotal elements of the future
project will need to be planned and managed.
• Although new implementations and conversion projects are very different by nature , S/4 HANA projects and programs call for special focus around
multiple areas including:
Focus Area Recommendation
Program Governance , Program Governance
Methodology and Approach
These three elements are crucial to an efficient and effective governance for SAP S/4HANA projects:

∙ Project’s steering committee

∙ Joint design authority
∙ Architecture governance board

Methodology and Approach

Program Team Skills
∙ The SAP Activate methodology is a harmonized implementation approach across a myriad of deployment options.
∙ The methodology scales extremely well, becoming lightweight for smaller engagements or more robust for larger
projects or programs.
∙ The workstreams and work packages defined by SAP Activate build a solid baseline for the project plan
The IDC indicates that a well-trained implementation teams can save up to 11% in deployment time.

The enablement of users and teams is a significant building block in a project’s success. The program team enablement
activities are often overlooked as a planning consideration as focus is usually on the creation , administration and
dissemination of training content related to the solution being implemented to the end user / super user community.
Solution
Focus Area Recommendation
Functional and Technical Architecture Transparency in both functional and technical architecture is one of the key success
Considerations factors for your project. Leveraging SAP Model Company and SAP Best Practices aid in fast
tracking architectural considerations however require planning and management to align
program activities effectively. Special focus against customization objects (RICEFW) is
required to ensure an early understanding of the overall scope.
Alignment of Business Processes to SAP S/4 HANA optimizes certain processes and ways of working , as such functional
S/4HANA considerations to the impact of business processes must be planned for and are often
overlooked as business as usual activity.
Ensuring the accuracy and applicability of Various data model changes have been affected with S/4 HANA. The most notable being
data the new Business Partner concept. As such additional focus on the accuracy and
applicability of data in support of the data model changes in S/4 HANA is required.
Quality Awards Criteria
Sharmila Jasmath - SAP
Introduction

“Quality is never an accident;

it is always the result of high
intention, sincere effort,
intelligent direction and
skillful execution; it
represents the wise choice of
many alternatives”

William A. Foster
SAP 10 Quality Principles
SAP Quality Awards – Celebrating Success

Why SAP runs the program

✔ Celebrate customer excellence
✔ Build a community of Thought Leaders
✔ Strengthen customer and partner relationships
✔ Source of references
✔ Identify skilled implementation partners
✔ Promote SAP solutions as a Quality brand
Value Management
Koosh Panday - SAPPI
Introduction
Customer value analysis consists of five steps:

1. Identifying the main attributes that customers value.

2. Assessing the quantitative importance of the different attributes.
3. Assessing the company’s and competitors’ performances on the different customer values against their
rated importance.
4. Examining how customers in a specific segment rate the company’s performance against a specific major
competitor on an attribute-by-attribute basis.
5. Monitoring customer values over time.
Challenges
Step -1: Identifying the main attributes that customers value.

This may be identified by asking a group of representative customers of the target segment(s). You may ask them what they look for in a product and how
they select a particular seller. You should record their responses to help you identify your company’s position in the minds of your target buyers.

Step-2: Assessing the quantitative importance of the different attributes.

To assess the importance of different attributes that customers consider important, you may request them to rank the attributes in order of ascending
value. By averaging their rating, you can decide which attribute is most important, which comes next to it, and so on.

Step-3: Assessing the company’s and competitors’ performances on the different customer values against their rated importance.

On the third stage, you may ask your respondent customers to compare your company’s performance with that of your competitors with respect to each
of the attributes they consider important.

Step-4: Examining how customers in a specific segment rate the company’s performance against a specific major competitor on an
attribute-by-attribute basis.

ere respondent customers are requested to compare the company’s performance with that of the major competitors against each of the attributes of
customers value. It helps the company identify its position with respect to its major competitor. This helps the company to decide whether it should raise
its price, reduce it, or keep the price unchanged.

Step-5: Monitoring customer values over time.

Customers’ values always do not remain the same. They may change with the elapse of time, and consequently, a company should, after certain intervals,
measure customer values for revising its strategies if required.
Ensure that identified KPIs are developed to effectively measure and manage value
post-implementation
Leverage SAP Value Lifecycle Manager & KPI Catalogue

Avoid developing too many KPIs as part of Value Realization

Identify those KPIs that most meaningfully measure the

impact and adoption of a given key process change

Ensure business alignment on KPIs, what they are comprised

of, and how they are used

Define accountability for measurable results

Incorporate defined KPIs into BI/Reporting requirements for

ease of measurement and tracking
THANK YOU

African SAP User Group

Office: +27 11 235 6000 | info@afsug.com
SAP Business Park, 1 Woodmead Drive, Woodmead, 2148

www.afsug.com
S/4HANA PANEL
S/4HANA SPECIAL INTEREST GROUP PANEL

Stratfore Tech

AFSUG TEAM CONTRIBUTORS

Garith Peck Lynnette Shaw

Executive Head Cloud Presales Business Architect (PbA)
Security SAP SA
Vodacom
MENTIMETER RESULTS