Wipro - SAP NetWeaver Practice

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6 D -./ : 0 Leverage processing profitability Growth will not sacrifice quality or reliability Growth will not significantly increase costs Differentiate from competitors Take advantage of new technologies Seek creative sources of supplies Flexible and scalable Customer demands and market needs will drive Business Model Assets and Markets should be aligned to a ORGA s strategic intent Optimization of margin crosses functions and geographies Leverage current market position to sustain competitive advantage and enter new markets Leverage other business units SAP is the strategic Solution partner # -./0-1.2,)3 % ; Create Sales Leads 4.2 Rank and Assign Leads 4.3 Qualify Sales Leads 4.4 Generate opportunities from Sales Leads 4.5 Track Opportunities 4.6 Forecast Sales 4.7 Create Quotations 4.8 Convert Quotation to Sales Order 7 0 Manage Sales Leads/ Prospects Create Sales Leads Rank and Assign Leads Qualify Sales Leads Generate Opportunities from Sales Leads Enter Prospect Details Check for duplicates Enter Product Interests shown Score Lead Information Assign Lead ranks Assign Leads to sales person Either manually or automatically Work on Lead Assigned Identify time-frame for purchase Identify probable purchase value Convert Lead to a new opportunity Link Lead to existing opportunity Append Lead to existing opportunity Manage Opportunities Track Opportunities Forecast Sales Create Quotations Convert Quotations to Sales Orders Track Opportunity across sales stages Track winning probability across stages Share opportunities with other sales reps Standardize Selling Methods Generate periodic forecasts Forecast on product lines Submit forecast to superior for roll-up View forecasted compensation Create quotations for an opportunity Submit quotations to customer for acceptance Convert Quotations to Sales Orders Page 6 of 11

7 6 -./0 : 2 );(% 12 %%,)3 % - 2 %%0 5.1 Sales and Operations Planning* 5.2 Sales Order Scheduling 5.3 Generate Constraining & Multi-Site plan 5.4 Manufacturing Execution 5.5 Job Completion 5.6 Outside Processing (ORGD) 7 0 Sales and Operations Planning Demand Forecasting Constraint Validations Demand Management Demand Consolidation Sales Order Scheduling Procurement execution Review Planned orders Supplier Qualification and release to Pricing and contract negotiations Transaction Systems Receiving and inspections Use of historical data for statistical forecast generation Collaborative forecasting with customers Judgmental overrides Incorporate events, Manufacturing execution Job Completion Schedule jobs and operations based on user defined objectives, priorities, material and resource constraints Evaluate manufacturing constraints ( Resource, Material) Evaluate financial constraints ( Revenue, Cost) Manufacturi ng Scheduling Review planned orders and release for execution to Integrate with procure to pay process for acquiring raw materials and semi finished products Provide finished goods for Consolidate unconsumed forecast and sales orders Define organizational policies for considering demand within short term, mid term and long term Generate constraint and optimized Multi site plan Release Planned Orders Planned orders are released as work orders or purchase requisitions depending on make/buy Touch point with order to Cash Process map Provide Manufacturing visibility and consume forecast Supply Planning Define organizational goals and objectives Review plan key performance indicators and exceptions Simulate and evaluate plan alternatives Manufacturing & Procurement releases : 7 0 Page 7 of 11

8 4 -./(0 : % ;% 12,)3 % %; %0 6.1 Sources of Demand 6.2 Automatic Sourcing (RFQ) process 6.3 Automatic Sourcing (RFQ) process 6.4 Automatic Sourcing (ASL) 6.5 Receiving 6.6 Receiving Inspection & ASN process 6.7 Returns/Corrections Process 6.8 Invoice creation process 6.9 Invoice matching process 6.10 Invoice Approval process 6.11 Invoice payment process 6.12 Accounting process 7 0 1:3 Manage Purchases Demand Planned Order Release Automatic Sourcing Receive item Auto The demand is converted by Planning into Planned Orders Planned Orders are released by the Planner after appropriate The Requisitions for the Purchased Items are automatically sourced Requestor confirms receipt Manage Payment Create Invoice Match Invoice Approve Invoice Make Payments Create Accounting Entries created either manually or Matched optionally to the validated to ensure Payments are generated and sent to Supplier Accounting Implications of the Transactions : 0 Page 8 of 11

9 8 -./0 + % ;% 12,)3 % %; %0 7.1 Sources of Demand 7.2 Item Search/PunchOut/Direct Connect 7.3 Auto Create process 7.4 RFQ process 7.5 Ad-Hoc/Catalog PO process 7.6 Receiving process 7.7 Receiving process/asn 7.8 Returns/Corrections Process 7.9 Approval process 7.10 Invoice creation process 7.11 Invoice matching process 7.12 Invoice Approval process 7.13 Invoice payment process 7.14 Accounting process Manage Purchases Search Items Submit For Approval Autocreate Requisition Receive item Purchasing can be done in Ariba or Core Purchasing Document is submitted for approval powered by Workflow Requisitions are converted into Purchase Orders Requestor confirms receipt Manage Payment Create Invoice Match Invoice Approve Invoice Make Payments Create Accounting Entries created either manually or Matched optionally to the validated to ensure Payments are generated and sent to Supplier Accounting Implications of the Transactions : 0 Page 9 of 11

10 9 % % 0 Common Platform Having the Enterprise Portal (EP6SP3) implemented on a WAS 6.40 J2EE install along with KM & Collaboration with TREX on a separate server provides an independent architectural central layer for all current & future development window for ORGA s key business processes. Flexible & Scalable Approach This is a very flexible model which can be used to scale up with respect to business changes. Example, today the decision might be to have ORGA s J2EE - EJB/JSP applications on Weblogic as a separate J2EE application despite high maintenance. Still, EP can be used as a single window to call in & proceed with business as usual. If later on, the decision to move is taken to be moved to EP, with Business Warehouse executing the current reports that one gets to access from coupled with an SAP ERP implementation underneath, this model will support the same. This holds true even if legacy applications are interfaced with R/3 using XI3.0 with cross component BPM. This will be valid even if MDM is later on the choice towards Centralized Master Data management. The backbone remains Web Application Server; potentially this could be the application server of choice to port existing J2EE applications onto this. This also paves the way for all the scenarios that have been listed in the previous section. Standard/Common approach The approach that will be used for this model can be replicated across other business units, with ORGA being the reference point showcasing the capabilities of the SAP NetWeaver platform. Leverages existing investments The approach per this model will allow ORGA to leverage existing investments e.g. or even the current legacy applications. This opens up the framework to move towards composite applications & lays the foundation for the world of web services which will help ORGA realize the potential benefits that SAP outlines as part of the NetWeaver platform. Moreover, keeping in mind the current scenario existing at ORGA, such an approach should be executed at the earliest. Potential for cost savings Future enhancements being planned with (e.g. chat rooms and collaboration) are out of the box functionality which requires no further investment. Another approach to the same could be, move such enhancements straight onto EP & have the suppliers and customers log in via Enterprise Portal & use such standard features here & work on for all other existing functionality. Entails standard Enterprise portal with Business packages & iviews from iviewstudio.com, lays the ground rules for a standard implementation. Configure out-of-the box functionality - of Enterprise Portals for internal employees with Document management, Collaboration Synchronous & Asynchronous, Classification & retrieving. Many of the standard functionality being planned for e.g. chat room, collaboration, KM etc. A Quick-win approach This model will be relatively faster for ORGA to implement and test out compared to the other options. This includes calling in the standard SAP ERP within the portal window & existing (on Weblogic) along with the features mentioned above. A move towards the ESA Architecture As SAP states that Web Services is the foundation for all mysap.com services, it is important for us take a step in this direction by choosing the right components from the SAP NetWeaver stack while laying the platform. Page 10 of 11

11 ? -./A B With the Enterprise Services Architecture, Web services technology is gaining prominence among the ORGA user community, as it promises the reduction of integration complexity, will allow enterprises to build stronger and faster relationships with customers and partners. The definitive advantage with the J2EE & ABAP stacks of WAS will mean fast turnaround time for services and reduced time to market for products for customers. As the drive toward open standards intensifies, it will help foster the clusters of value chain participants all collaborating with each other (It s not about Supply Chain or Demand Chain anymore). Key attributes like sending attachments, speed & security definitely will have a direct impact on the success of this technology. Key points that are coming forth from our customers, who are getting onto the SAP NetWeaver bandwagon, are: 1. ORGA s customers are asking about Web Services based business intelligence & key business process enabling. And some of them delve towards the classical debate of Web services versus EAI. 2. The need for SOA - based coherent Web Services strategies is certainly growing. This demand does not necessarily entail phasing out of sunset systems, rather may increase more initiatives around legacy applications that will continue to be around. 3. Projects for migration of EDI to Internet and Web Services based platform are in the offing. More projects are being spawned that revolve around bringing SAP to the web - not the ITS way. 4. There is movement in the Enterprise Applications space toward consolidation utilizing Web Services where private registries are more the way of choice in comparison to public Web Services. 5. There is demand for innovative usage of mobile devices by leveraging Web services technology; however, these initiatives are more on the prototype lines. 6. With Microsoft's Sharepoint server now having a close coupling with Enterprise portal, it does bring forth another question - will SAP be propagating iviews in the future? Or will the same take on web services again? 7. With the architectural difference between EP6SP2 & SP3 (also with BI3.5), the nucleus of SAP NetWeaver is definitely the Web Application server. Does this mean that the SAP of the future will be a clump of Web Services & a portal & there is an immediate need to wait & watch till NetWeaver '05? 8. Does this mean that Web Services lock horns with EAI? We do see a paradigm shift among our customer base that are keener on an approach that is more cautious. And this move augurs well for propagators of open standards. Of course Web Services will provide a cost-effective way of talking between multiple systems, the evolving standards & performance issues remains to be seen. And web services will never replace EAI, it will only compliment EAI. And SAP NetWeaver Developer studio & WAS 640 only usher in the era of marrying different platforms & technologies. The SAP Consultants of the future will be a master of the J2EE & the ABAP stack! $" % -./ The above story board will be presented & showcased in SAP TechEd 04, session id PTNR24 which is a Technical session on ESA Concepts & Web Services, taking on the above storyboard. You are invited to attend if the story of your organization is anything close to the storyboard above. EEE Page 11 of 11