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SAP UtilisationHas your investment in ERP system & processes paid off?
ERP projects represent some of the largest investments that organisations make, both in terms of direct fi nancial spending and ongoing resource commitments. Successful SAP implementations can signifi cantly reduce costs through increased effi ciency and represent an opportunity to streamline and standardise processes globally.
Measuring return on investment is a complex process. It is therefore key to develop a sustainable mechanism to continually assess system usage in order to drive improved performance.
Our focus is on the development of bespoke measuresin order to identify how effectively you are using SAP. The initial stages of the SAP utilisation and effectiveness review involve working with the business to establish key areas for assessment. KPIs can be developed in selected areas, using PwC KPIs tailored to your requirements in order to provide the mechanism to measure SAP usage.
The established KPIs enable you to identify areas for improvement and remediation plans to maximise the use of SAP. Continuous monitoring of results over time allows continuous improvement and ongoing optimisation of SAP usage. Based on the determined KPIs we extract the data from SAP and perform our analysis.
• Lower ROI from your investments in SAP than expected• Inconsistent implementation across geographies / markets• Processes not standardised within the SAP system• Ineffi cient and costly operations of business processes and
controls• Inadequate / unreliable information for management
reporting• High cost for staff transitioning – constant retraining
required• Dependency on manual reconciliations• Increased spreadsheet usage• Reversion to legacy processes• Working around the system• Confi dence issues• Reduced accuracy and consistency in management
information
How can PwC support you to minimize risks and maximize benefi t?
Risks of long term SAP usage without optimization!
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Purchase and Payables
Site 1 Site 2
Purchase Order date (PO) vs. Good Receipt (GR)
8% 5%
No. of blocked MM invoices 8 9
Long outstanding GR/IR balances 5 0
Purchase and Payables
Site 1 Site 2
Purchase Order date (PO) vs. Good Receipt (GR)
12% 45%
No. of blocked MM invoices 5 176
Long outstanding GR/IR balances 71 9
Purchase and Payables
Retrospective purchase order processing
Purchase Order date (PO) vs. Good Receipt (GR)
Blocked Invoices
No. of blocked MM invoices
Long outstanding GR/IR balances
Long outstanding GR/IR balances longer than 3m
2. Validation and setting of metrics 3. Report
and assess KPI 4. Standardisationand Optimization1. Defi ne KPIs;
Asses and Benchmark
Illustration of a standard utilisation process
Contacts
Andrea Major PartnerPhone: +36 1 461 9364E-mail: [email protected]
Angelika JónásPhone: +36 1 461 9704E-mail: [email protected]
