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We are the Trusted Advisor at top level. Our high-value planning and innovation services support the SAP customers at top level to "run corporate functions as a business." Our unique sales proposition (USP): Intimacy with SAP Technology & Portfolio — we are the frontrunners in helping our customers develop their IT to the next level, while using synergies to address corporate functions such as CIO, CFO, and others.

SAP SCM Business Consulting — Your Partner for Supply Chain Transformation in a Dynamic Environment

We provide strategy and process consulting on supply chain management. By combining thought leadership, process competencies, and SAP IT knowhow we develop innovative supply chain strategies, reform your supply chain processes, and map them to appropriate IT concepts according to the SAP solution portfolio. Our expertise covers all aspects of supply chain management from strategic network design to implementation and transformation of your supply chain.

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Supply Chain Services

  • Lean Manufacturing
    Classic versus lean production systems and planning

    SAP Business Transformation Services offers a holistic IT and process consulting approach that combines organizational and strategy optimization for production systems and planning. To this end, we help our customers combine planning-oriented approaches with the lean manufacturing philosophy.

    Click here to find out more about lean manufacturing.

  • Supply Scorecard Design — Looking at Aggregate and Detail Processes

    SAP Business Consulting uses methods and tools it has devised to develop and redesign supply chain performance measurement systems. Our method is based on four principles:

    1. Focus on the important levers: Nowadays many business performance measurement systems are overloaded with performance indicators that are not clearly linked to business goals. The result is often a large pool of measures, which negatively affects the quality of decisions and increases the total system cost. To avoid this, our method applies cause-and-effect analysis to performance measures, which are divided into three categories: levers, process indicators (leading indicators), and performance indicators (lagging indicators). A systematic cause-and-effect analysis is the key feature of our scorecard. Applying cause-and-effect analysis to performance measurement systems often enables us to streamline them by reducing the number of indicators so you can focus on the really effective action levers and KPIs.
    2. Vertical integration: Very often, extensive performance measurement systems are defined on their respective control level, such as a division or department, but they are not aligned with the company's overall business goals, or the targets set along the hierarchy of objectives. Our methodology has a strict top-down orientation and ensures consistency vertically and across all supply chain indicators. The starting point is always the highest corporate objectives, as derived from the corporate or functional strategy. We use value trees to map objectives and performance measures vertically.
    3. Horizontal integration: Supply chain processes are often complex and dynamic, and contain a variety of interactions along the process chain (end-to-end perspective).

      If horizontal interdependencies between processes within the organization are ignored, vertical integration and the breaking down of goals will at best result in local improvement of indicators. At worst, this leads to contradictory sub-goals and performance measurement systems with conflicting objectives. Such conflicts usually become apparent at operational level and lead to conflicts between departments, such as sales and production. Our approach to scorecard design is to incorporate these interdependencies throughout the supply chain and take them into account in the definition of objectives and indicators.

    4. Use of frameworks and best practices: Frameworks, such as SCOR and APICS, for certain aspects of supply chain management provide guidance on the selection and definition of appropriate indicators. SAP Business Consulting uses the existing frameworks where they are compatible with our customer project. But we also take an outside-in approach by bringing in our experience from many customer projects and from our documented benchmarks and best practices. This reduces analysis effort and improves benchmarking. Besides using frameworks and best practices, we also develop tailor-made supply chain indicators for specific detailed and critical processes.

    Developing performance measurement systems includes more steps that are shown in the following figure. Click here to find out more about our methodology.

  • Our Methods

    We use a tested toolset, which includes management consulting and IT consulting methods. Many of these tools and frameworks have been developed and optimized by us using the experience we have gained from our work on many customer projects. The key components of our toolset are:

    • SAP Business Process Library: a process library with more than 1000 documented best practice processes from different industries
    • Operations research models such as constraint solving
    • Supply chain simulation tools, such as SystemDynamics
    • Frameworks, for example SCOR
    • Our in-house supply chain analysis toolkit for modeling, and the simulation of the optimization of various standard supply chain problems
    • Our in-house consulting solutions, for example our lean manufacturing solution

Our Consulting Key Focus

By implementing shared service models, SAP Business Transformation Services helps you make your business processes more efficient and release capacity for innovative process and service offerings.

  • Analysis of Supply Chain Potential

    Analyzing supply chain management potential supports the decision-making process for a SAP Supply Chain Management application.

    • Identification of areas of potential for successful supply chain management
    • Consideration of strategy, processes, organization, and IT
    • Qualitative evaluation of improvement potential
    • Possible next steps and a road map to transform the identified potential into practice
    • Proposal for target processes
    • Identified fields of action and improvement potential in your supply chain
    • Common understanding of core processes on a SAP SCM basis
    • Selection of processes and organizational changes for a SAP SCM application implementation
    • Qualitative value verification of SAP SCM and review of target achievement (best practices and benchmarks)
    • Qualitative improvement potential
    • Supply chain management reference processes including high-level application landscape
    • Documentation of results
  • Supply Chain Strategy and Design
    • Supply chain strategy
    • Strategic network design
    • Concepts for coordination of multi-level supply chains based on IT, for example, collaborative models, supply contract design
    • Supply chain value management: potential analysis, ROI consideration, business cases in the SAP environment
  • Integrated Demand and Supply Planning
    • Sales and operations planning
    • Industry-specific supply chain best practices
    • Spare parts planning
  • Sourcing, Procurement, and Supplier Collaboration
    • Spend analysis
    • Category management
    • Contract design
    • Contract management
    • Operational procurement process design
    • Supply chain risk management
    • Collaboration models
    • Supplier management
    • IT concepts in SAP solution portfolio (including Ariba)
  • Operations Planning and Control
    • Production strategy
    • Production planning
    • Shop-floor integration
    • Lean manufacturing
    • IT selection and IT architecture
    • Reporting
  • Supply Chain Execution
    • Transportation management
    • Warehouse management
    • Inventory management
  • Supply Chain Performance Management
    • Design and analysis of performance measurement systems based on system dynamics methods
    • BI strategy for supply chain
    • IT concept in SAP solution portfolio

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