Changing the Game, End-to-End Process General Motors SAP Journey Otto Schell Global SAP Business Architect & Head of SAP CCoE, General Motors 15th SAP Automotive Forum Transformation in the Driver s Seat June 15 16, 2016 ICS Stuttgart, Germany
MAIN TRENDS AND OBERSERVATIONS Digitalization Information Everywhere and Anywhere and on Any Device Cyber Computing - Massive Data availability shows us what, not how Internet of Things Technology is enabler for inventive agile global business models Omni-Channels Networks disrupt commercial environments New players interact in existing markets Demographic changes and different generations in context of consumer behavior and work 2
IDEA GENERATION PROCESS IN THE MARKET Connected Car Smart Cities Shared Economy New requirements to infrastructure and security End - to - End Integration Machine to Machine (sensor) Business Platforms (IoT) Consumer (in-/outbound mobility) Service excellence and user experience Global View / Global Opportunities Our customers are not limited to a locality Product and Services are not limited to one consumer Our customers are mobile Transparency on cost both, internal / external, requires new relations Business 2 Business 2 Customer 3
SAP VIEW: WHERE WE ARE TODAY AND HOW TO GET SIMPLE Heterogeneous SAP landscape and maturity level To support GM s Global footprint we need to get common foundation in place to establish non-disruptive path towards future template (global/common) 4
SAP GLOBAL TEMPLATE: HOW ARE WE ALIGNING Align core processes in Finance, Purchasing, People Services and Real Estate Reduce complexity and redundant activities, integrate and strengthen the overall control environment Focus on GM North America deployments to scale SAP process scope 5
SAP GLOBAL TEMPLATE: WHAT IS OUR PLAN Parallel to foundational activities we will run initiatives for main value drivers towards a global integrated roadmap: E2E Finance Roadmap ( Soft Close ) Value Proposition: Clear E2E ownership / (trend and strategy) Alignment of standardized and integrated Process / Value Chain with stakeholders (stay agile, transformative and connected in products and services) Order to Cash Enterprise Asset Management Applicable optimizations in Direct Material, Logistics and Capacity Management Customer / Consumer focused (User Experience) Delivering both efficiency and end to end effectiveness Upfront Controls and Compliance Framework (automated, predictive and adaptive in nature) including discussions on tax, treasury, ) Supplier Base Integration / Supplier Master Data Stay cost effective - Cost per order going down, throughput and quality of service delivery up 6
EXAMPLE: GLOBAL ENTERPRISE ASSET MANAGEMENT (EAM) - PROGRAM 1. Asses the Current State; Project Launch 2. Create EAM Vision and Define the Future State EAM prioritized pain points EAM executive alignment 3. Develop Business Blueprint and Case for Transition Business model canvas EAM value proposition Key required capabilities Truly Global and Integrated Set Up & Journey EAM business blueprint EAM case for change EAM Transformation roadmap 7
LEADERSHIP FRAMEWORK: APPROACH AND TEAM Establish a core Process / Systems Team within Finance Priorities Initiatives Establish business Pre-Work Framework to align upfront success criteria's and value proposition Align Portfolio and Roadmap between initiatives Regular Senior Executive Leadership Team alignment and engagement Additional resources 8
BUSINESS / IT PARTNERSHIP FRAMEWORK Shared Business and IT Governance Common Portfolio Process Common Measurements Run Business SAP Centers of Expertise Focus on global goals Focus on talents Run SAP as our Business Partner 9
Next level of Business Evolution here roadmap adaption 10
Inflection Point and revised strategy (simplified view) GMSA: Business Units does not agree on disruption of current integration, which triggers discussion on additional functionality to the core Design Principles: Focus on Global Template enhanced and build functionality Accelerate SAP Technology to align SAP/CPR Roadmap Decommission on full scope functionality vs. Interface* 2013-2017 2017-2018 CPR 2013 -> 2017-2019 SAP Central Ledger Prod Cost CoS Functional Migration Instance X P C C V H B Interface Not in original FPI Scope SAP S/4 POC : Approach confirmed and direction approved Decommission Legacy Instance X P C C V H B Original Approach Review Revised Approach 11
TAKE AWAY We acknowledge outside trends and accept opportunities We translate technology enablement into a business and vision We will go into the capability drivers seat to reflect new business models We believe in strong partnership We are prepared to transition! 12
Many thanks for todays opportunity Otto Schell GM Global SAP Business Architect and Head of SAP CCoE --------------------------------------------------------------------------- M (EUR) : +4916093963083 M (US) +1 3132129337 e-mail: otto.schell@gm.com Otto Schell DSAG Vorstand Geschäftsprozesse / Branchen Digitale Transformation -------------------------------------------------- D- 69190 Walldorf otto.schell@dsag.de mobile: +49 160 99234003