Intro slide – SLIDE 2

In this video, we take you through a client situation in the industrial electronic sector, where management
could notwas unable to get practically implementable ideas, on how S.A.P could be leveraged to improve
efficiencies without making further investments.
PROJECT Control is a manufacturer of complex electrical measurement, Protection and Time Relay Equipment
& Industrial Automation solutions, supplying to original equipment manufacturers across the globe. Their
annual topline is approximately $20 million. The company is managed by the founder with 3 manufacturing
and R&D facilities and a presence in 75 countries.
SLIDE 3
Interactions were held with everyone of the 30 member F&A team. Wherein processes along with team
member’s skill sets were assessed.
Practus conducted a detailed study of all the modules implemented by the companyA detailed study of all the
modules implemented by the company was conducted by Practus. Each process, function and existing
software features were assessed.
This Executive summary brings out the focus areas. (Pause the slide 3 seconds)
SLIDE 4
Based onOn the basis of interactions with the team members and the systems study, the assessment findings
were largely categorized intoin 4 buckets –
1. Material Management & Production
2. Systems
3. People
4. Processes
SLIDE 5
Listed here, are some of the observations from the systems assessments highlighting how the organization
could notwas not able to reap the benefits of SAP B1 implementation.
It was observed that the implementation was designed to meet the existing process rather than implementing
the best practices. (Pause the slide 5 seconds)
SLIDE 6
Being a manufacturing company, it was critical to have adequate control overon Purchasing, Inventory,
Production Planning, and Sales & Distribution. However, it was observed that processes were not effective
enough to addressaddresses these areas. These activities were managed manually or through independent
tools requiring reconciliations in differences in different systems / tools. (Pause the slide 5 seconds)
SLIDE 7
The lack of effective leadership in the F&A department resulted in the team being managed by mid-level
managers who were excellentgreat at their tasks, but waswere not adequately experienced for the leadership
role, leaving the team to take care of day-to-day activities instead of focusing on building controls around the
processes. (Pause the slide)

SLIDE 8
After interactions with around 35 members, it was inferred that the team was not effective in executing their
duties, as they consisted largely of freshers or with experience in other functions, which were not entirely
relevant to their roles. Lack of back-ups resulted in a frequent changeschange in roles and responsibilities,
whichthat ledlead to further inefficiencies. (Pause the slide)

SLIDE 9
As we have seensee in this video, the key solutions delivered were:

 F&A Team Reorganization, which entailed:

o Clearly defining Job roles and responsibilities for each team member.
o Creation of cross-functional back-ups.
o Implementation of Performance Linked Incentive Plans.
 SAP Optimization, that is:
o Undertaking Independent Assessment of S A P.
o Preparing a roadmap for S A P Optimization.
o Project managing the agreed upon S A P Optimization plan.
 Redrawing processes, that is:
o Creating ‘As-is’ Process maps.
o Gap identification.
o Creating ‘To-be’ Process maps.
 MIS redrawing, which entailed:
o Identifying and incorporating key reporting metrics and reporting calendar.
o Creating excel based dashboards.
o Subsequent development of dashboards on Power BI to connect to the data sources.
SLIDE 10

A detailed Gantt was drawn-up listing over 140 activities grouped in 5 categories: People namely - People,
Process, System, Reporting, and B I.

a. The People area listed 12 activities around the escalation matrix, J D’s for team members, preparing
revised F & A organogram, performance review and Training & Development.
[b.] Process category was split intoin 50 milestones covering process prioritizationpriotization, As-Is – To-
Be process, product costing, B o M clean-up and implementation plan for automation tools.
b.[c.] System enhancement listed 14 activities across various modules of S A P.
c.[d.] Reporting segment contained 26 activities covering areas of month close, M I S dashboard, budgeting
and B I wireframes and implementation.

SLIDE 11

The Gantt was supported with an elaborate process list, S A P module and a detailed report matrix listing over
15 reports.

The implementation plan or roadmap presented spanned over 9 months with the aim to turn around F & A
function, processes and S A P utilization.