Consumer Products Beverage

Consumer Products - Beverage
Suppliers & Partners Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service
Strategic Planning Time-to-Market Integrated Supply Chain Planning Sourcing & Procurement Go-to-Market Sales Execution Demand Fulfillment & Execution Data Exchange & Legal Requirements Enterprise Management & Support
Analytics Financials Human Capital Management Corporate Services Operations Support
Consumers, Customers (e.g. Retailers) & Channel Partners
Consumer Products - Beverage ....................................................................................... 1 1 Strategic Planning .......................................................................................................... 8

1.1 Strategy Definition and Integrated Business Planning ........................................................................... 9 1.1.1 Strategy Management .............................................................................................................................. 9 1.1.2 Financial Statement Planning ................................................................................................................... 9 1.1.3 Brand Planning .......................................................................................................................................10 1.1.4 Demand Planning ...................................................................................................................................10 1.1.5 Investment Planning ...............................................................................................................................10
2 Time-to-Market .............................................................................................................. 10
2.1 New Product Development and Introduction .........................................................................................11 2.1.1 Strategic Portfolio Management .............................................................................................................11 2.1.2 Idea and Concept Management .............................................................................................................12 2.1.3 Project Planning and Scoping ................................................................................................................12 2.1.4 Resource and Time Management ..........................................................................................................12 2.1.5 Product Development .............................................................................................................................12 2.1.6 Prototyping and Ramp-Up ......................................................................................................................12 2.1.7 Document Management .........................................................................................................................13 2.1.8 Quality Engineering ................................................................................................................................13 2.1.9 Source of Supply Management ..............................................................................................................13 2.1.10 Supply Network Planning .....................................................................................................................13 2.1.11 Market Launch ......................................................................................................................................13 2.1.12 Recipe Management ............................................................................................................................14
3 Integrated Supply Chain Planning............................................................................... 14

3.1 Demand and Supply Planning .................................................................................................................15 3.1.1 Distribution Planning ...............................................................................................................................15 3.1.2 Supply Network Planning .......................................................................................................................15 3.1.3 Supply Network Collaboration ................................................................................................................16 3.1.4 Safety Stock Planning ............................................................................................................................16 3.1.5 Demand Planning ...................................................................................................................................16 3.2 Responsive Replenishment .....................................................................................................................16 3.2.1 Responsive Demand Planning ...............................................................................................................17 3.2.2 Responsive Replenishment Planning .....................................................................................................17 3.2.3 Standard Sales Order Processing ..........................................................................................................17 3.2.4 Processing Purchase Orders .................................................................................................................17 3.2.5 Outbound Processing .............................................................................................................................17 3.2.6 Inbound Processing and Receipt Confirmation ......................................................................................18
4 Sourcing & Procurement.............................................................................................. 18

4.1 Strategic Purchasing and Sourcing ........................................................................................................19 4.1.1 Analyzing Spend .....................................................................................................................................19 4.1.2 Vendor Evaluation and Monitoring .........................................................................................................19 4.1.3 Source of Supply Management ..............................................................................................................20 4.1.4 Managing Catalog Content .....................................................................................................................20 4.1.5 Analyzing Procurement Data ..................................................................................................................20 4.2 Procure To Pay ..........................................................................................................................................20 4.2.1 Supplier Order Collaboration ..................................................................................................................21 4.2.2 Requirement Processing ........................................................................................................................21 4.2.3 Processing Purchase Orders .................................................................................................................21 4.2.4 Invoicing..................................................................................................................................................21
5 Go-to-Market ................................................................................................................. 22
5.1 Brand Management ...................................................................................................................................23 5.1.1 Brand Management Analytics ................................................................................................................23 5.1.2 Idea and Concept Management .............................................................................................................23 5.1.3 Strategic Portfolio Management .............................................................................................................24 5.1.4 Strategy Management ............................................................................................................................24 5.1.5 Project Planning and Scoping ................................................................................................................24 5.1.6 Project Execution ....................................................................................................................................24 5.1.7 Brand Planning .......................................................................................................................................24 5.1.8 Digital Asset Management......................................................................................................................25 5.1.9 Marketing Planning and Budgeting ........................................................................................................25 5.1.10 Scenario Planning ................................................................................................................................25 5.1.11 Campaign Execution ............................................................................................................................25 5.2 Category Management ..............................................................................................................................25 5.2.1 Category Definition .................................................................................................................................26 5.2.2 Category Definition Account View .......................................................................................................26 5.2.3 Assortment and Placement ....................................................................................................................26 5.2.4 Category Performance & Potential Analysis ..........................................................................................26 5.2.5 Account Evaluation and Joint Goal Setting ............................................................................................27 5.2.6 Account Review ......................................................................................................................................27 5.2.7 Promotions and Pricing ..........................................................................................................................27 5.2.8 Performance Review ..............................................................................................................................27 5.3 Trade Promotion Management ................................................................................................................27 5.3.1 Trade Promotion Planning ......................................................................................................................28 5.3.2 Planning for Key Accounts .....................................................................................................................28 5.3.3 Trade Promotion Validation ....................................................................................................................28 5.3.4 Trade Promotion Execution ....................................................................................................................28 5.3.5 Trade Promotion Evaluation ...................................................................................................................29
5.3.6 Planning Account Volume with Mobile Sales .........................................................................................29 5.4 Account Management ...............................................................................................................................29 5.4.1 Planning for Key Accounts with SAP BW ...............................................................................................30 5.4.2 Account Planning ....................................................................................................................................30 5.4.3 Trade Promotion Planning ......................................................................................................................30 5.4.4 Account Processing ................................................................................................................................30 5.4.5 Listing .....................................................................................................................................................30 5.4.6 Price Management .................................................................................................................................31 5.4.7 Contract Processing ...............................................................................................................................31 5.4.8 Activity Processing .................................................................................................................................31 5.4.9 Inquiry Processing ..................................................................................................................................31 5.4.10 Product and Service Information ..........................................................................................................31 5.4.11 Customer Service and Support with Interaction Center .......................................................................32 5.4.12 Self-Service Support through FAQ and Solution Search .....................................................................32 5.4.13 Dispute Resolution ...............................................................................................................................32 5.4.14 Sales Quotation and Order Analysis ....................................................................................................32 5.4.15 Customer Profitability Analysis .............................................................................................................32 5.4.16 Sales Performance Analysis ................................................................................................................33 5.4.17 Trade Promotion Evaluation .................................................................................................................33 5.4.18 Complaints and Returns Analysis ........................................................................................................33 5.4.19 POS Data Analytics ..............................................................................................................................33 5.4.20 3rd Party Data Analysis ........................................................................................................................33
6 Sales Execution ............................................................................................................ 33

6.1 Sales Force Management .........................................................................................................................34 6.1.1 Account Planning ....................................................................................................................................34 6.1.2 Trade Promotion Planning ......................................................................................................................34 6.1.3 Campaign Planning ................................................................................................................................34 6.1.4 Campaign Execution ..............................................................................................................................35 6.1.5 Visit Planning ..........................................................................................................................................35 6.1.6 Account Processing ................................................................................................................................35 6.1.7 Territory Processing ...............................................................................................................................35 6.1.8 Activity Processing .................................................................................................................................35 6.1.9 Activity Scheduling .................................................................................................................................35 6.1.10 Quotation Processing ...........................................................................................................................36 6.1.11 Sales Order Processing........................................................................................................................36 6.1.12 Credit Memo Processing ......................................................................................................................36 6.1.13 Recording Time and Labor Data ..........................................................................................................36 6.1.14 Travel Expense Management ..............................................................................................................36 6.1.15 Commission Simulation ........................................................................................................................37 6.1.16 Sales Analysis by Territory ...................................................................................................................37 6.1.17 Sales Performance Analysis ................................................................................................................37 6.1.18 Complaints and Returns Analysis ........................................................................................................37
6.1.19 Campaign Analysis ...............................................................................................................................37 6.1.20 SAP BW Analysis with CRM Mobile Client ...........................................................................................38 6.1.21 Analyzing Local Data with Mobile Client ..............................................................................................38 6.1.22 Billing Analysis ......................................................................................................................................38 6.2 Order-To-Cash ...........................................................................................................................................38 6.2.1 Account Processing ................................................................................................................................39 6.2.2 Inquiry Processing ..................................................................................................................................39 6.2.3 Quotation Processing .............................................................................................................................39 6.2.4 Contract Processing ...............................................................................................................................39 6.2.5 Outbound Telesales ...............................................................................................................................39 6.2.6 Sales Order Processing..........................................................................................................................40 6.2.7 Sales Order Processing B2B ..................................................................................................................40 6.2.8 Sales Returns .........................................................................................................................................40 6.2.9 Billing ......................................................................................................................................................40 6.2.10 Cash Management ...............................................................................................................................40 6.2.11 Rebate Agreement Processing ............................................................................................................41 6.2.12 Enhanced Rebattes Processing ...........................................................................................................41 6.2.13 Dispute Resolution ...............................................................................................................................41 6.2.14 Credit Management ..............................................................................................................................41 6.2.15 Inbound Telesales ................................................................................................................................41 6.2.16 Indirect Sales ........................................................................................................................................42 6.2.17 Empties Management...........................................................................................................................42 6.3 Direct Store Delivery .................................................................................................................................42 6.3.1 DSD paperbased ....................................................................................................................................42 6.3.1.1 DSD Order Fulfilment ..........................................................................................................................43 6.3.1.2 DSD Visit Planning ..............................................................................................................................43 6.3.2 Mobile DSD Order to Cash .....................................................................................................................43 6.3.2.1 Preseller Order Taking ........................................................................................................................44 6.3.2.2 DSD Visit Planning ..............................................................................................................................44 6.3.2.3 DSD Order Fulfilment ..........................................................................................................................44 6.3.3 Mobile DSD Van Sales ...........................................................................................................................44 6.3.3.1 Mobile DSD Vansales Processing ......................................................................................................45 6.3.3.2 DSD Order Fulfilment ..........................................................................................................................45
7 Demand Fulfillment & Execution ................................................................................. 45

7.1 Manufacturing............................................................................................................................................46 7.1.1 Production Planning (Process Manufacturing) .......................................................................................46 7.1.2 Production Planning (Repetitive Manufacturing) ....................................................................................46 7.1.3 Production Scheduling............................................................................................................................47 7.1.4 Manufacturing Execution ........................................................................................................................47 7.1.5 Manufacturing Monitoring and Control ...................................................................................................47 7.1.6 Quality Assurance and Control ...............................................................................................................47
7.1.7 Quality Improvement ..............................................................................................................................48 7.2 Inbound and Outbound Logistics............................................................................................................48 7.2.1 Cross Docking ........................................................................................................................................49 7.2.2 Inbound Processing and Receipt Confirmation ......................................................................................49 7.2.3 Transportation Planning .........................................................................................................................49 7.2.4 Transportation Execution........................................................................................................................49 7.2.5 Outbound Processing .............................................................................................................................49 7.2.6 Physical Inventory ..................................................................................................................................50 7.2.7 Warehousing and Storage ......................................................................................................................50 7.2.8 Excise Duties ..........................................................................................................................................50
8 Data Exchange & Legal Requirements ....................................................................... 50

8.1 Traceability and Environmental Compliance .........................................................................................52 8.1.1 Product Classification .............................................................................................................................52 8.1.2 Customs Duty Calculation ......................................................................................................................52 8.1.3 Product Safety ........................................................................................................................................52 8.1.4 Quality Engineering ................................................................................................................................52 8.1.5 Export Control .........................................................................................................................................53 8.1.6 Quality Improvement ..............................................................................................................................53 8.1.7 Customs Processing Import ...................................................................................................................53 8.1.8 Presentation to Customs ........................................................................................................................53 8.1.9 Waste Management ...............................................................................................................................53 8.1.10 Quality Assurance and Control .............................................................................................................54 8.1.11 Sanctioned Party List Screening ..........................................................................................................54 8.2 Global Data Synchronization ...................................................................................................................54 8.2.1 Creating or Changing Trade Items Based on Materials .........................................................................55 8.2.2 Synchronizing Data with Data Pool ........................................................................................................55 8.2.3 Processing Information and Requests from Trading Partners ...............................................................55
9 Enterprise Management & Support ............................................................................. 56

9.1 Analytics ....................................................................................................................................................56 9.1.1.1 SAP Analytics for ERP: Complete performance management. Realtime business insight. Actionable analytics. .............................................................................................................................................56 9.1.2 Financial Analytics ..................................................................................................................................56 9.1.2.1 See also ..............................................................................................................................................56 9.1.3 Operations Analytics ...............................................................................................................................57 9.1.3.1 Further Information .............................................................................................................................57 9.1.4 Workforce Analytics ................................................................................................................................57 9.1.4.1 See also ..............................................................................................................................................57 9.2 Financials ...................................................................................................................................................57 9.2.1.1 SAP ERP Financials: Gain Control. Gather Insight. Generate Value. ................................................57
9.2.2 Financial Supply Chain Management.....................................................................................................58 9.2.3 Treasury..................................................................................................................................................58 9.2.4 Financial Accounting ..............................................................................................................................59 9.2.5 Management Accounting ........................................................................................................................59 9.2.5.1 Further Information .............................................................................................................................59 9.2.6 Corporate Governance ...........................................................................................................................60 9.3 Human Capital Management ....................................................................................................................60 9.3.1 Talent Management ................................................................................................................................60 9.3.2 Workforce Process Management ...........................................................................................................61 9.3.3 Workforce Deployment ...........................................................................................................................61 9.4 Corporate Services ...................................................................................................................................61 9.4.1 Travel Management ................................................................................................................................62 9.4.1.1 See also ..............................................................................................................................................62 9.4.2 Environment, Health, and Safety Compliance Management .................................................................62 9.4.3 Incentive and Commission Management ...............................................................................................62 9.5 Operations Support ..................................................................................................................................63 9.5.1 Life-Cycle Data Management .................................................................................................................63 9.5.2 Project and Portfolio Management .........................................................................................................63 9.5.2.1 63 9.5.3 Quality Management ..............................................................................................................................63 9.5.4 Enterprise Asset Management ...............................................................................................................64 9.5.5 Global Trade Services ............................................................................................................................64
10 Solution Map Product Table ...................................................................................... 66 11 Solution Map Partner Interface Table........................................................................ 67 12 INDEX ........................................................................................................................... 68 13 APPENDIX ................................................................................................................... 73
1 Strategic Planning
Building on market development and consumer trends, Beverage companies define their strategies and drivers for growth to maximize return across the value chain based on their Vision, Mission and Values. In the planning phase, individual business units translate these strategic objectives into short-term and long-term action plans.
Suppliers & Partners Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service Consumers, Customers (e.g. Retailers) & Channel Partners
Strategic Planning Strategy Definition and Integrated Business Planning
1.1 Strategy Definition and Integrated Business Planning

Top management sets the strategic targets for brands, sales, operations, and finance. Then, senior management evaluates alternatives and works out more detailed plans to achieve these goals: e.g., entering new markets, extension of the product portfolio to new channels, improving the existing portfolio in the traditional channels, or acquisition or selling brands. Once the overall company plan reflects the desired strategy, an integrated business planning process links strategic targets with tactical and operative planning on all hierarchy levels of the enterprise. All downstream plans are assigned specific business targets to ensure the adherence to strategic targets. Business Objectives Lower communications expenses Provide decision support Gain market share Optimize profitability by product Monitoring of the success of mergers and acquisitions Support for the strategic planning process Business Scenario Maps Strategy Management Key Performance Indicators Market Share Market Success Factor Capacity Utilization Break Even Point Company Growth vs. Market Growth
1.1.1 Strategy Management

SAP Product Available Building on market development and consumer trends companies define their strategies and drivers for growth based on their Vision, Mission and Values to maximize return across the value chain. In the planning phase individual business units plan how to support the overall company objectives based on the overall strategic goals. Products / Solutions SAP ERP (S9)
1.1.2 Financial Statement Planning

SAP Product Available Allows you to collaboratively plan the profit & loss statement, balance sheet, and cash flow statement, to accelerate this complex process. Products / Solutions SAP ERP (S9)
1.1.3 Brand Planning

SAP Product Available Brand Planning enables Brand managers and marketers to monitor the success of a brand and to plan activities for the success of a brand accordingly. Products / Solutions SAP ERP (S9)
1.1.4 Demand Planning

SAP Product Available Toolbox with flexible interactive planning possibilities, to create a demand plan on any level of detail. Promotion Planning capabilities are included. Different forecasting algorithms and flexible macros, to carry out any kind of calculation or check, are offered as well as collaboration possibilities. Products / Solutions SAP ERP (S9)
1.1.5 Investment Planning

SAP Product Available Supports a structured entry of capital requirements by organizational unit. Products / Solutions SAP ERP (S9)
2 Time-to-Market
Developing innovative products is probably the most important process for the Beverage industry, but also one of the least well understood. It is important because innovative products provide a huge positive impact on the revenues and margins that a Beverage company can achieve and, therefore, its ultimate value. Innovative product development is less understood because few companies assign a single individual to be responsible for the whole process. Instead, it is usually driven through a series of functional silos. This causes delays and, often, the original market requirements to get lost. The time to transform an idea into a new product and launch it is too long and filled with costly delays. The average time-to-market in the Beverage industry is about 28 months, the best in peer needs only 17 months (AMR Benchmark Analytics 2003). Driven by consumer demand and fuelled by advances in technology, Beverage companies have to bring more and more products to market in order to remain competitive. The companies best able to develop and launch innovative products will clearly have an advantage, reducing time to market. Under these circumstances, Beverage companies are eager to streamline their development processes.
Time-to-Market New Product Development and Introduction
2.1 New Product Development and Introduction

New Product Development & Introduction (NPDI) starts with the identification of an opportunity in the market and ends with the successful launch of a product. In between are many activities, to define the requirements, develop and test a product concept, fully define and develop the product, source for suppliers involved, plan the manufacturing and supply chain and prepare market programs. Although NPDI is a key process in the beverage industry, bringing successful new products to market is difficult. Synchronizing people, processes and information is a big challenge. Beverage companies need an integrated, closed-loop solution that supports the entire process from the initial idea, to sell-through. NPDI needs the integration of the following key capabilities: - idea management, - product definition support, - recipe management, - design collaboration, - trial management, - strategic sourcing, - supply chain planning, - pilot production, - market launch. Business Objectives Develop new markets Gain market share Speed innovative products / designs to market Reduce time-to-market & volume Increase volume of new products / designs with existing staff Extend market share Business Scenario Maps CP: New Product Development & Introduction (Collaborative) Key Performance Indicators Average Development Cost per New Product Lead times: product development Percentage of Sales New Products R&D costs as a % of Revenue Time to Market
2.1.1 Strategic Portfolio Management

SAP Product Available The primary challenge of strategic portfolio management is to provide a comprehensive up-to-date view of a companys entire project portfolio and answer several important questions. Is the portfolio aligned with corporate goals? What is the future demand for resources and what is the capacity? Are the most skilled employees working on the most appropriate projects? Will the portfolio meet its business performance targets? What are the risks and impact of a delay? Timely answers to these questions are critical in determining which projects to pursue and which ones to fix or cancel. Project registration and enforcing an enterprise-wide decision making process for approving projects is an additional critical area in strategic portfolio management. Strategic portfolio management combines and gives visibility into the financial, strategic and operative aspects across your entire project portfolio to enforce governance, to make factbased decisions and to maximize return on existing assets. Products / Solutions SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
SAP Resource and Portfolio Management (SAP RPM) (S32)
2.1.2 Idea and Concept Management

SAP Product Available SAP xPD addresses the hurdles and inefficiencies at the critical front-end of product development processes: idea management and concept development. This solution enables organizations to capitalize on every possible good idea for new products or services, study their market potential and technical constraints, evaluate if and how to efficiently produce them and then come up with a short list of promising product concepts that match a companys strategy. Products / Solutions SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.3 Project Planning and Scoping

SAP Product Available Setting up a project plan including the complete project structure, schedule and assigned documents using cProjects. Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.4 Resource and Time Management

SAP Product Available Assigning resources to work that has to be done in the project including resource search using cProjects. After the project has been released this process covers time confirmation on projects. Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.5 Product Development

SAP Product Available New product development and introduction, or NPDI is the process of defining the product strategy, managing the program, gathering requirements, developing the product, sourcing for suppliers involved and managing the ramp-up to production of new and improved product versions. Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.6 Prototyping and Ramp-Up

SAP Product Available Prototyping and ramp-up refers to the processes involved in "experimenting" with different recipe versions to ensure an optimal product and process definition for release to manufacturing. Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.7 Document Management

SAP Product Available Partner Product Available An innovative way of integrating all documents in your work processes and making them available at any time. Any file type (such as text, graphic, CAD, and office) can be managed and linked to many business objects (such as material, BOM, sales order, and equipment). Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.8 Quality Engineering

SAP Product Available Quality engineering means incorporating quality throughout the entire product development process. This starts with defining deliverables and quality gates within a project, includes inspection planning as well as efficient supplier management and maintenance of quality related documents. In some industries, stability studies are also part of this process. Products / Solutions SAP ERP (S9) SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.9 Source of Supply Management

SAP Product Available You can use this business process to process all your requirements and optimize your source of supply for each individual item. You can identify saving opportunities and evaluate suppliers in their ability to provide materials and services at low cost, high quality, and according to schedule. Once you have determined the best source of supply (e.g. via RFXs or auctions) for your requirements, you can collaborate in project teams both internally and with your suppliers, and establish on-going relationships based, for example, on contracts and global outline agreements. Products / Solutions SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.10 Supply Network Planning

SAP Product Available Supply Network Planning integrates purchasing, production, distribution (of demands), and transportation so that comprehensive mid-term to long-term tactical planning and sourcing decisions can be simulated and performed on the basis of a single, global consistent model. The SNP Optimizer performs a finite, cost-based, and bucket oriented planning of the supply chain. Products / Solutions SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.11 Market Launch

SAP Product Available Market Launch encompasses activities with the end consumer (like television and media adds) and the retailer (like trade promotions). The market launch is specific to the target market and usually managed independently by country specific organizations. Products / Solutions
SAP New Product Development and Introduction (NPDI) for Consumer Products (S30)
2.1.12 Recipe Management

SAP Product Available Recipe Management supports the development from the first idea to the final product by structured product specifications and adoption of the company wide recipes definition down to the line specific level. RM integrates the knowledge of R&D, Production and Product Safety (EH&S). Products / Solutions SAP New Product Development and Introduction (NPDI) for Consumer Products (S30) SAP ERP (S9)
3 Integrated Supply Chain Planning

The successful and optimal production of a product and its delivery to the marketplace requires the planning of required resources - in production, distribution, and transportation (shipping & handling) of the products via different channels to the end consumer. In addition, forecasting and planning of all necessary material to satisfy the requirements from sales and marketing must be swiftly and accurately addressed. These processes require collaboration and information across the entire supply chain.
Integrated Supply Chain Planning Demand and Supply Planning Responsive Replenishment
3.1 Demand and Supply Planning

A volatile consumer demand situation and increased pressures on higher service levels are the main characteristics of the trends in our beverage market place today. Demand and Supply Planning capabilities enable companies to maximize return on assets and to ensure a profitable match of supply and demand. Therefore, several factors, including planned promotions, seasonal aspects and weather conditions, must be considered. Responsiveness to demand changes and flexibility in planning are a must. To obtain more accurate information, customer data is needed from the retailer and immediately incorporated into the planning data, thus providing up-to-date demand and supply situations. Promotion Planning has the highest priority in the beverage industry. If a manufacturer cannot deliver promotional items, all the growth that should have been generated by the marketing campaign is lost. Beverage companies need the capabilities to monitor the impact of promotions on the supply side and to minimize out-of-stock situations. Business Objectives Collaborate with business partners Reduce out-of-stock situation Improve forecast accuracy Reduce inventory levels Visibility to vendor/supplier inventory Lower logistics costs Business Scenario Maps Collaborative Planning, Forecasting & Replenishment Vendor Managed Inventory (VMI) Key Performance Indicators Demand, Supply Planning Costs Forecast Accuracy Total Supply Chain Costs as a % of Revenue Percentage of suppliers getting shared forecasts (Supplier Collaboration)
3.1.1 Distribution Planning

SAP Product Available The distribution planning process is used to determine which demands can be fulfilled by the existing supply elements. The deployment run generates deployment stock transfers based on the SNP stock transfers that were created during the SNP run. The Transport Load Builder (TLB) then uses these deployment stock transfers to create transport loads based on predefind constrainst of the means of transports. Products / Solutions SAP Demand and Supply Planning for Consumer Products (S7)
3.1.2 Supply Network Planning

SAP Product Available Supply Network Planning integrates purchasing, production, distribution (of demands), and transportation so that comprehensive mid-term to long-term tactical planning and sourcing decisions can be simulated and performed on the basis of a single, global consistent model. Within Multilevel Demand and Supply Matching the CTM planning algorithm is used to perform a finite, priority-based, quota arrangement-based and orderoriented planning of the supply chain. The SNP Optimizer performs a finite, cost-based, and bucket oriented planning of the supply chain. By using SNP heuristics a infinite quota arrangement or priority-based and bucket oriented planning of the supply chain is performed. Products / Solutions SAP Demand and Supply Planning for Consumer Products (S7)
3.1.3 Supply Network Collaboration

SAP Product Available Supplier Managed Inventory Processing is a replenishment process were the Supplier assumes responsibility of the replenishment planning and execution, instead of the Customer (or Customer's ERP/MRP system). The Supplier recieves updates on gross demand (dependent requirements) and stock in SAP ICH, and uses min/max stock level logic to calculate a suitable replenishment plan, and consequently creates PO's and ASNs to indicate plan commitment and shipments, which updates the Customer's ERP system accordingly. Products / Solutions SAP Supply Network Collaboration for Consumer Products (S35)
3.1.4 Safety Stock Planning

SAP Product Available Safety stock is the quantity of additional stock procured and/or held to satisfy unexpectedly high fluctuation in demand. Safety Stock Planning Planning allows you to meet a target service level while creating a minimum necessary amount of safety stock throughout your entire supply chain for all intermediate and finished products at their respective locations. Products / Solutions SAP Demand and Supply Planning for Consumer Products (S7) MIPO 5.0 by SmartOps (P3)
3.1.5 Demand Planning

SAP Product Available Toolbox with flexible interactive planning possibilities, to create a demand plan on any level of detail. Promotion Planning capabilities are included. Different forecasting algorithms and flexible macros, to carry out any kind of calculation or check, are offered as well as collaboration possibilities. Products / Solutions SAP Demand and Supply Planning for Consumer Products (S7) Manufacturing Workbench 6.6 by ORSoft (P2)
3.2 Responsive Replenishment

A volatile consumer demand situation as well as increasing pressures on order cycle times and higher service levels are primary trends in the consumer products marketplace. Demand and supply planning capabilities enable companies to maximize return on assets and ensure a profitable match of supply and demand. Responsiveness to demand changes and flexibility in planning are a must. To obtain more accurate data, customer data can be obtained from the retailer and immediately incorporated into planning data, thus providing up-to-date supply and demand situations. In addition, promotion planning has the highest priority in the consumer products industry. If a manufacturer cannot deliver promotional items, the growth that should have been generated by their marketing campaign is lost. By integrating promotion planning into responsive replenishment scenarios, organizations gain the capability to monitor the impact of promotions on the supply side and avoid out-of-stock situations. The responsive replenishment scenario is based on the results of the responsive demand planning process. Responsive replenishment planning determines the optimal shipments to customer locations. During this process, the netting takes place, transport loads are created, and orders are created. Promotions and baseline demands can be planned independently. Business Objectives Reduce out-of-stock situation Improve forecast accuracy Better service levels Lower logistics costs
Reduce inventory levels Collaborate with business partners Collaborate with business partners Key Performance Indicators Forecast Accuracy
3.2.1 Responsive Demand Planning

SAP Product Available You can use this business process to promote close collaboration with your business partners in a short-term planning horizon. During this process, all data received from your customer are validated and the short-term baseline and promotion demands are planned accordingly. Thus, a company can respond very quickly on changes in the Distribution Supply Chain. Products / Solutions SAP Supply Network Collaboration for Consumer Products (S35)
3.2.2 Responsive Replenishment Planning

SAP Product Available You can use this business process to plan responsive replenishment based on the results of the Responsive Demand Planning process. Responsive Replenishment Planning plans the optimal shipments to customer locations. During this process the netting take place, transport loads are created, and finally the orders are created. Promotion and baseline demands can be planned independently. Products / Solutions SAP Supply Network Collaboration for Consumer Products (S35)
3.2.3 Standard Sales Order Processing

SAP Product Available You use this business process in order to create and process a sales order and trigger subsequent logistics processing in SAP ERP. A sales order is a customers binding request to an enterprise to deliver a specific quantity of products, or to provide a service at a specific time. A sales organization accepts the sales order, and thus becomes responsible for fulfilling the contract. Products / Solutions SAP ERP (S9) SAP Supply Network Collaboration for Consumer Products (S35)
3.2.4 Processing Purchase Orders

SAP Product Available Purchase order processing is part of the operational procurement of materials and services. In the Responsive Replenishment scenario, the main task is to convert vendor-generated order notifications (representing purchase order acknowledgements) into purchase orders and to monitor the fulfillment of these documents. Products / Solutions SAP ERP (S9) SAP Supply Network Collaboration for Consumer Products (S35)
3.2.5 Outbound Processing

SAP Product Available
Outbound processing comprises the preparation of goods to be delivered from a warehouse to a receiving location. Outbound processing within the scope of warehouse management typically comprises activities like the notification of goods to be supplied from a warehouse to a customer for which the outbound delivery serves as the reference document, picking, packing, physical goods issue in warehouse, loading, goods issue and goods issue posting to IM, advising advanced shipping notifications to business partners and, obtaining a proof-of-delivery from the receiving business partner. Products / Solutions SAP ERP (S9) SAP Supply Network Collaboration for Consumer Products (S35)
3.2.6 Inbound Processing and Receipt Confirmation

SAP Product Available Inbound processing covers the physical inbound delivery processing that succeeds the procurement process. It includes ASN processing, physical Goods Receipt up to sending the proof of delivery to the business partners. Products / Solutions SAP Supply Network Collaboration for Consumer Products (S35)
4 Sourcing & Procurement

A reduction of the total cost of procurement significantly influences profit. Consequently, Sourcing and Procurement becomes increasingly significant to Beverage companies. Gaining affectivity in purchasing and transforming their businesses accordingly is the principal focus of the CPO. While automation of processes and greater spend visibility in procurement of indirect goods is still a key objective, the principal focal point of operational procurement is integration with planning systems to streamline plan-driven procurement and speed up production cycle times. Currently sourcing trends require professional purchasers to work more strategically and automate operational tasks or outsource them internally or externally. They need highly sophisticated analytical tools e.g., for spend analysis, supplier performance measurement, procurement controlling etc. Purchasers also use more tactical tools, such as supplier selection, supplier evaluation and contract management, in the strategic purchasing process.
Sourcing & Procurement Strategic Purchasing and Sourcing Procure To Pay
4.1 Strategic Purchasing and Sourcing

Strategic Purchasing and Sourcing form the strategical and tactical parts of the sourcing cycle. Identifying and evaluating purchase opportunities, creating and implementing the sourcing strategy are key steps in this scenario. Based on best practices commodity or category managers are analysing and assessing the supplier market, spend history and future requirements. According to global purchasing standards supplier selection and contract negotiation takes place. Business Objectives Improve RFQ/RFP processes Maximize profitability by product Lower cost procured goods and services Improve procurement processes Reduce time-to-market & volume Integrate processes across divisions and functions Business Scenario Maps Strategic Sourcing with Bid Invitation Strategic Sourcing - Global Spend Contract Management Key Performance Indicators Number of Supply Sources Incoming Material Quality Cost of Goods Sold Time to Market Supplier Quality Engineering Costs
4.1.1 Analyzing Spend

SAP Product Available High-quality spend analysis is the cornerstone of any strategic sourcing initiative. By highlighting consolidated spend volume, supplier redundancies, and demand aggregation opportunities, SAP SRM enables companies to control procurement costs and enter contract negotiations fully informed. Therefore, a huge variety of analyses are available, ranging from "Top Suppliers", "Number of suppliers per product category" to "Purchasing Volume per quarter" and many more. Products / Solutions SAP Extended Sourcing for Consumer Products (S17)
4.1.2 Vendor Evaluation and Monitoring

SAP Product Available You can use this business process to evaluate your vendors on the basis of Web-based surveys. In order to meet your specific reporting requirements, you can configure individual surveys and questionnaires, select the criteria that you want to evaluate, and stipulate when the evaluation is to take place. After the data has been transferred to SAP Business Information Warehouse, several analyses are available to help you to select suitable vendors and negotiate best conditions. Products / Solutions SAP ERP (S9) SAP Extended Sourcing for Consumer Products (S17)
4.1.3 Source of Supply Management

SAP Product Available You can use this business process to invite suppliers to submit bids in response to a bid invitation. Since negotiation is a critical step in the sourcing process, purchasing companies can use bid invitations to invite qualified suppliers to offer materials or services according to requirements. Typically, the suppliers offer is final and binding and there is no opportunity for lowering bids. This makes bid invitations slightly less competitive than reverse auctions. This business process supports and streamlines bid invitation processes, enabling users to create bid invitations out of existing contracts and requisitions. It also provides the tools needed to quickly convert received bids into purchase orders or contracts. This accelerates the bid invitation process and vastly increases the productivity of purchasing professionals. Products / Solutions SAP ERP (S9) SAP Extended Sourcing for Consumer Products (S17)
4.1.4 Managing Catalog Content

SAP Product Available Partner Product Available You use this business process to create, maintain, and publish a product catalog to use in your business-tobusiness (B2B) or business-to-consumer (B2C) Web shop. You can create a wide range of catalogs using different variants, layouts, and views. Products / Solutions SAP ERP (S9) SAP Extended Sourcing for Consumer Products (S17)
4.1.5 Analyzing Procurement Data

SAP Product Available You can use this business process in conjunction with SAP Business Information Warehouse to take advantage of a wide range of reporting options. These reporting options cover the entire procurement process both from an operational and strategic perspective. Depending on the technical SRM scenario that you use, the transaction data is extracted from mySAP SRM or the relevant backend systems and imported to SAP Business Information Warehouse, where it is merged and summarized as required. Products / Solutions SAP Extended Sourcing for Consumer Products (S17)
4.2 Procure To Pay

In order to fulfill demand at lowest cost, beverage companies focus on saving money via process optimization as well as on reducing cost of goods sold. Major initiatives target on low cost procurement, supplier owned inventory, and supplier consolidation. Business Objectives Reduce administration, improve business processes Increase collaboration (internally & externally Lower cost procured goods and services Improve procurement processes Reduce inventory levels Business Scenario Maps Operational Procurement - Self-Service Procurement
Key Performance Indicators Purchasing Values Percentage of Purchased Orders sent via Internet Source Cycle Time Administration Costs Reductions Material Management and Planning Costs
4.2.1 Supplier Order Collaboration

SAP Product Available The supplier can use this process to create a sales order and send a purchase order response to the purchasing system. The supplier can change the order, accept it or reject it (also partly), so that the business process relating to the order and purchase order response can include repeat steps, until the purchaser and supplier are agreed. Products / Solutions SAP Extended Procurement for Consumer Products (S16)
4.2.2 Requirement Processing

SAP Product Available A purchase requisition describes a demand that is released to the purchasing department. The demand can be created automatically, e.g. as result of a MRP run or by assigning components or services to a maintenance or production order. Alternatively, the purchase requisition can be entered manually or transferred from another system. The accounting data can already be assigned and checked during processing of the purchase requisition. Sourcing (incl. initiating a RFQ process) can be executed based on a purchase requisition as well as assignment of documents. Products / Solutions SAP Extended Procurement for Consumer Products (S16) SAP ERP (S9)
4.2.3 Processing Purchase Orders

SAP Product Available The purchase order processing is part of the (operational) procurement of materials and services. The main task is to convert demands to purchase orders (with or without reference to a contract) or delivery schedules for a scheduling agreement and to monitor the fulfillment of these documents. Products / Solutions SAP Extended Procurement for Consumer Products (S16) SAP ERP (S9)
4.2.4 Invoicing
SAP Product Available Invoice is a document that states the invoice recipient's obligations to the vendor or service provider. An invoice is normally created after the goods receipt or service performance has been confirmed. It includes general invoice information, such as total amount, total tax, freight costs, vendor and invoice recipient, and detailed information (header information, item information, approval preview). The invoice can be processed in SRM or in ERP. Products / Solutions SAP Extended Procurement for Consumer Products (S16) SAP ERP (S9)
5 Go-to-Market
As Beverage companies are becoming more and more consumer centric, the understanding and anticipating of consumer needs and market trends drive the overall activities to increase consumer satisfaction and support corporate strategy. Marketing generates demand by attracting attention of the consumer towards a certain brand. This is accomplished by using innovations and different activities directly towards the consumer, as well as the Retailer. Effective set-up and control of all marketing support is a necessity to maintain presence on retailers shelves and in consumers minds.
Go-to-Market Brand Management Category Management Trade Promotion Management Account Management
5.1 Brand Management

Beverage companies need a powerful toolset to address the often incoherent business process activities that revolve around the management of various marketing activities. Brand Management is a technology enabled best practice platform for strategic goal setting, planning, and budgeting that is seamlessly connected to marketing processes for enhanced productivity, greater efficiency, and scientific decision making. Brand Management will address the management of marketing resources, including money, people, time, knowledge (collateral, data, information, etc), programs (campaigns, promotions) and external resources (Suppliers, partners, agencies). Business Objectives Improve customer retention and loyalty Extend market share Reduce administration, improve business processes Increase data transparency Business Scenario Maps Campaign Management Customer Segmentation Lead Management Marketing Planning Consumer Products: Brand Management Key Performance Indicators Gross Profit Market Share Return On Sales Number of End Products,SKUs Percent Revenue Growth Existing Customers
5.1.1 Brand Management Analytics

SAP Product Available Brand Equity Analytics includes research to support new branding initiatives as well as measuring brand performance, or positioning and revitalization of established brands according to different KPIs. This includes measurements around brand equity as well as measuring other intangible value characteristics for the brand. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.2 Idea and Concept Management

SAP Product Available SAP xPD addresses the hurdles and inefficiencies at the critical front-end of product development processes: idea management and concept development. This solution enables organizations to capitalize on every possible good idea for new products or services, study their market potential and technical constraints, evaluate if and how to efficiently produce them and then come up with a short list of promising product concepts that match a company's strategy. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.3 Strategic Portfolio Management

SAP Product Available The primary challenge of strategic portfolio management is to provide a comprehensive up-to-date view of a company?s entire project portfolio and answer several important questions. Is the portfolio aligned with corporate goals? What is the future demand for resources and what is the capacity? Are the most skilled employees working on the most appropriate projects? Will the portfolio meet its business performance targets? What are the risks and impact of a delay? Timely answers to these questions are critical in determining which projects to pursue and which ones to fix or cancel. Project registration and enforcing an enterprise-wide decision making process for approving projects is an additional critical area in strategic portfolio management. Strategic portfolio management combines and gives visibility into the financial, strategic and operative aspects across your entire project portfolio to enforce governance, to make factbased decisions and to maximize return on existing assets. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.4 Strategy Management

SAP Product Available In this process, you analyze your enterprises current strategy. For this analysis, you use measures that are managed in SAP Strategic Enterprise Management Corporate Performance Management (SEM-CPM) and that are presented in Balanced Scorecard form. The analysis itself entails developing alternative strategies and then comparing these against your current strategy. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.1.5 Project Planning and Scoping

SAP Product Available Setting up a project plan including the complete project structure, schedule and assigned documents using cProjects. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.1.6 Project Execution

SAP Product Available Executing a project based on the project plan including creation of documents, simulation of alternative project structures and analytics using cProjects Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.1.7 Brand Planning

SAP Product Available Brand Planning enables Brand managers and marketers to monitor the success of a brand and to plan activities for the success of a brand accordingly. Products / Solutions
SAP Brand and Category Management for Consumer Products (S4)
5.1.8 Digital Asset Management

SAP Product Available Brings digital assets into the system and makes their users, customer, or partners available. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.9 Marketing Planning and Budgeting

SAP Product Available Combines and coordinates all initiatives and resources across the organization to condense planning and development cycles, while ensuring that this streamlined process still adheres closely to the Business Process. Reduces planning costs. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.10 Scenario Planning

SAP Product Available Models and compares a number of different scenarios of marketing projects. The integration with the business intelligence capabilities of SAP NetWeaver helps you to forecast and assess the appropriateness of a scenario. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.1.11 Campaign Execution

SAP Product Available The campaign can be sent to one of the various channels for execution. Products / Solutions SAP Brand and Category Management for Consumer Products (S4)
5.2 Category Management

The category management helps food companies to manage consumer-driven categories as strategic business units thereby achieving greater efficiency in areas such as of assortments, promotions, shelf presentation, and product pricing. Category Management offers capabilities that allow food manufacturers to define, manage, and exploit categories for maximum effect. Manufacturers can collaborate with retailers to assess consumers' needs and behaviors, manage brands by category, and establish joint marketing ventures with key customers and business partners. Additional value out of the solution could result in: - Expanded market share - Enhanced customer satisfaction and loyalty - Reduced out-of-stocks - Reduction of inventory - Grow revenue and profitt - Improved category profitability - Improved availability of data - Reduced time required for the entire process Business Objectives Raise competitive barriers to entry
Extend market share Collaborate with business partners Efficient sales planning and management Efficient promotion planning and trade spending Maximize profitability by product Reduce out-of-stock situation Key Performance Indicators Sales Contribution Margin Rate Market Share Project Profit Margin Revenue Products / Solutions Category Management for Consumer Products (S1)
5.2.1 Category Definition

SAP Product Available This steps enable users to defining consumer-oriented/driven hierarchies to analyse, plan, and execute category management stratgies and tactics. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.2 Category Definition Account View

SAP Product Available This steps enable users to defining consumer-oriented/driven and account specific hierarchies to analyse, plan, and execute category management stratgies and tactics. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.3 Assortment and Placement

SAP Product Available Consumer, market, and retailer insights enable users to plan, define, and monitor individual assortments to various retailers (customers). Assortment mix planograms will be communicated to target groups helping to get the right shelf presentation (placement). Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.4 Category Performance & Potential Analysis

SAP Product Available Based on the outcome of the category performance analysis both, manufacturers and retailers jointly set overall goals and targets to be achieved in areas such as assortment, shelf presentation, promotion, and pricing. In addition, a manufacturer may perform a project/account evalution check. Products / Solutions SAP ERP (S9)
SAP Brand and Category Management for Consumer Products (S4)
5.2.5 Account Evaluation and Joint Goal Setting

SAP Product Available Sets achievable goals per category. Uses category management to enhance a brand's perception by the trade. Helps establish joint marketing efforts with key customers. Determines customer objectives, needs, and approach to the process. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.6 Account Review

SAP Product Available The progress of the account category plans towards the target performance measures will be monitored to identify business gaps and opportunities. The outcome wll be used to reset existing and to set new business goals. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.7 Promotions and Pricing

SAP Product Available Based on consumer, competitors, and retailer insights, solutions users are able to analyse, compare, monitor and communicate indivdual product/category prices and promotions to retailer?s. It may contain an integration to support the complete trade promotion spending and volume planning business process (TPM). Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.2.8 Performance Review

SAP Product Available The progress of all category plans towards the target performance measures will be monitored to identify business gaps and opportunities. The outcome wll be used to reset existing and to set new business goals. Products / Solutions SAP ERP (S9) SAP Brand and Category Management for Consumer Products (S4)
5.3 Trade Promotion Management

Beverage companies have to manage trade promotion spending and volume planning business processes in a customer-centric, connected environment. It is necessary to have the ability to plan, sell, deliver, execute, validate, track, monitor, pay, reconcile and evaluate the promotion and volume plans. Business Objectives Gain market share Extend market share Raise competitive barriers to entry Efficient sales planning and management
Efficient promotion planning and trade spending Business Scenario Maps CP: Trade Promotion Management (Collaborative) Key Performance Indicators Campaign/Event Cost Revenue Ratio Market Share Selling Expenses To Sales Ratio Percentage of Sales New Products Company Growth vs. Market Growth
5.3.1 Trade Promotion Planning

SAP Product Available Armed with volume objectives, spending targets and the appropriate deal structure for their geography the sales forece can plan a total volume forecast including both promoted and nonpromoted products, account by account. The sales forece has accesss to both shipments and consumption data sources to determine optimal timin gdecisions and volumes for their accounts. Depending on the merchandising activity chosen, SAP TPM features calculate the event spending base don the associated case rate and trade funds so you can compare the cost of the event to the abjectives set for the account. In addition to the promted volume forecast, your sales force needs to estimate nonpromoted volume to create a total volume forecast. The total volume forecast helps the sales force understand volume mix and, ultimately, profitability. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.3.2 Planning for Key Accounts

SAP Product Available Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into one total plan. Planning for Key Accounts enables account managers not only to plan their non-promoted sales, but also to have a total forecast on the planned sales with their accounts. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.3.3 Trade Promotion Validation

SAP Product Available During store visits, the field sales rep also checks on current promotions to see if they are, in fact, in place and at the appropriate price. The rep also checks for distribution, placement and regular pricing conditions. The field representative also gathers information regarding the activities of competitors, especially regarding promotion execution in the store when competitors are running promotions concurrently with those of the rep's company. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.3.4 Trade Promotion Execution

SAP Product Available The field sales representative receives the promotion plan from the account manager and plans presales store visits. During these visits, the field sales rep presents the promotions to the store manager or other decision maker and attempts to sell additional floor stack and sales collateral to support the promotion.
The customer place products orders. The manufacturer's system apply pricing conditions to each order, shipment and invoice to ensure that funds are being transferred at the appropriate time. The customer receives promotion discounts in support of the display, feature and reduced-price activity. Many of the payments made to the customer are based on fixed-fund commitments. As shipments are made, the balance within these accounts remains whole until the account manager releases the payment upon receiving validation of the performance. Payments need to be made and accepted via check, credit memo, invoice deduction or other method. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP Incentive Administration by Vistex (S25) SAP Paybacks and Chargebacks by Vistex (S31)
5.3.5 Trade Promotion Evaluation

SAP Product Available At a headquarters level the evaluation focuses on reviewing the amount and type of promotional activities. Not only for a company's own products, but for those of the competition as well by customer and region. Critical to this analysis is an understanding of baseline volume and the impact various tactics have had on incremental volume. Not only does this show which programs should be replicated and which ones should be abandoned, but a closer look at the activity of competitors might lead to a rethinking of programs once seen as unproductive. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.3.6 Planning Account Volume with Mobile Sales

SAP Product Available Allows users to plan accounts in an offline environment. Integrates seamlessly with SAP SEM. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4 Account Management

Account Management includes all activities towards the retailer on global as well as on a national level. Besides the analytical process joint activity planning regarding regulars yearly sales agreements including volume & allocated spend as well as listing of new products and supporting promotions and related deduction are key issues in the area of Account Management. In addition they are faced with wasted administrative time due to multiple and redundant data entry points. As a result they can not ensure accurate information gets into customers systems which ideally serves as a basis for Trade Marketing activities. Business Objectives Collaborate with business partners Strengthen partnerships and account management Improve customer retention and loyalty Maximize profitability by customer Key Performance Indicators Customer Invoicing, Accounting Costs Customer Satisfaction Index Percent Revenue Growth Existing Customers Percentage of Customer Complaints
5.4.1 Planning for Key Accounts with SAP BW

SAP Product Available Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into one total plan. Planning for Key Accounts enables account managers not only to plan their non-promoted sales, but also to have a total forecast on the planned sales with their accounts. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.4.2 Account Planning

SAP Product Available Allows to plan the non-promoted sales for an account, incorporating results from promotion planning into one total plan. Planning for accounts enables account managers not only to plan their non-promoted sales, but also to have a total forecast on the planned sales with their accounts. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)

SAP Product Available Armed with volume objectives, spending targets and the appropriate deal structure for their geography the sales forece can plan a total volume forecast including both promoted and nonpromoted products, account by account. The sales forece has accesss to both shipments and consumption data sources to determine optimal timin gdecisions and volumes for their accounts. Depending on the merchandising activity chosen, SAP TPM features calculate the event spending base don the associated case rate and trade funds so you can compare the cost of the event to the abjectives set for the account. In addition to the promted volume forecast, your sales force needs to estimate nonpromoted volume to create a total volume forecast. The total volume forecast helps the sales force understand volume mix and, ultimately, profitability. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.4 Account Processing

SAP Product Available Provides you with a solution for managing and processing business partners and contact persons. In addition, the integration of business transactions, contacts, marketing attributes and so on provides quick access to and easy maintenance of all the information on business partners or contact persons. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.5 Listing
SAP Product Available Displays a list of products a specific customer is allowed or not allowed to buy. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.4.6 Price Management

SAP Product Available Enables companies to provide online and offline pricing tailored to each customer based on the type of customer, product, customer-specific pricing, contracts, or specific quotes. Establishes pricing rules, processes, and data centrally and then deploys them across all selling channels including enterprise sales, telesales, field sales, and e-selling. Develops, manages, and deploys complex pricing rules, and provides specialized pricing by product, customer, organization, or other pricing criteria in the system -- seamlessly and consistently. Provides single source of pricing with support for discounts, surcharges, rebates, volume-based pricing, tax calculations, and price overrides. Supports call-offs to specially negotiated contracts. Allows campaignspecific pricing. Gives access to appropriate pricing data for sales professionals, business partners, and customers. Calculates pricing based on individual products, product grouping, or special partner, customer, or group rates. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.4.7 Contract Processing

SAP Product Available Contract processing comprises the steps you follow in order to create and work with sales contracts in the SAP CRM system. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.8 Activity Processing

SAP Product Available In this process, you create a business activity, and the data you enter in the business activity is automatically transferred to your groupware administration system, in this case, Microsoft Outlook or Lotus Notes. Next, you document the business activity, for example, using an activity journal or questionnaire. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.9 Inquiry Processing

SAP Product Available You use this business process in order to respond to requests made by prospects for information on specific goods, and in particular, on prices. The prospect contacts the vendor and asks for detailed information on products. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.10 Product and Service Information

SAP Product Available Provides information on products and services. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.11 Customer Service and Support with Interaction Center

SAP Product Available Allows customer service agents to handle complaints, address customer concerns, answer technical questions, assist with returned materials, and make exchanges. Customers can be identified using the relevant partner information or data about their installed base. Agents use the solution database to search for a suitable solution for their customer?s problem, create service orders, determine existing contracts, and select products from proposals if needed. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.12 Self-Service Support through FAQ and Solution Search

SAP Product Available In this process customers try to solve their product problems through searches of frequently asked questions (FAQs). FAQs are sorted by product. Each FAQ is linked to a list of possible solutions. FAQ Search is a selfservice tool that reduces interaction costs, increases customer satisfaction and improves efficiency and profitability. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.13 Dispute Resolution

SAP Product Available The business process Dispute Resolution addresses the management of receivables disputes. Each dispute is captured in a dispute case, an electronic record that stores centrally all relevant information. Workflow integration and escalation capabilities streamline the cross-department dispute resolution process within your company. Automatic and manual customer correspondence allows keeping customers informed and to involve them in the process. With this process you can improve the liquidity and cash forecast and optimize the dispute management. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.4.14 Sales Quotation and Order Analysis

SAP Product Available You can use this business process to analyze sales quotations and sales orders. This enables you to monitor the sales transactions that have taken place in your organization at a detailed level. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.15 Customer Profitability Analysis

SAP Product Available You can use this business process to calculate customer profitability, which is one of the most frequently used methods for customer valuation. Customer profitability is most easily calculated as the difference between revenue and costs. It is more useful, however, to perform detailed customer contribution margin analysis including different revenue types, product costs, marketing costs, and sales costs, to produce a differentiated picture of customer profitability. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
SAP ERP (S9)
5.4.16 Sales Performance Analysis

SAP Product Available The Sales Performance Analysis measures performance from different perspectives in order to give sales managers an overall picture of what is happening into sales Provides a balanced view of sales figures so sales managers can view them from the financial, internal, customer, or employee perspective. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.17 Trade Promotion Evaluation

At a headquarters level the evaluation focuses on reviewing the amount and type of promotional acitivities. Not only for a company's own products, but for those of the competition as well by customer and region. Critical to this analysis is an understanding of baseline volume and the impact various tactics have had on incremental volume. Not only does this show which programs should be replicated and which ones should be abandonded, but a closer look at the activity of competitors might lead to a rethinking of programs once seen as unproductive. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.18 Complaints and Returns Analysis

SAP Product Available You can use this business process to analyze key figures that provide information about the quality of your services and enable you to draw conclusions about the level of customer satisfaction. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3)
5.4.19 POS Data Analytics

Provides a comprehensive view about the inventory situation in stores and allows companies to better understand consumer behavior. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
5.4.20 3rd Party Data Analysis

Analysis of market data from a third party provider. Products / Solutions SAP Account and Trade Promotion Management for Consumer Products (S3) SAP ERP (S9)
6 Sales Execution
Suppliers & Partners Analyze, Plan & Develop Procure & Manufacture Market Sell Deliver & Service
Sales Execution Sales Force Management Order-To-Cash Direct Store Delivery
6.1 Sales Force Management

Sales organizations of beverage companies, with their different sales channels, have to create and understand consumer demand across segments and channels. Furthermore, execution of merchandising activities must be ensured. Some of the major challenges here are: ineffective forecasting methodologies, lack of information and motivation for new products, and the missing alignment of sales promotions and new product introductions. Business Objectives Efficient sales planning and management Improve customer retention and loyalty Reduce order processing costs Reduce administration, improve business processes Business Scenario Maps Incentives & Commission Management Key Performance Indicators Percent of New Customers per Year Sales Salesperson's Time Spent Selling (Percentage) Percent Revenue Growth Existing Customers Customer Satisfaction Index
6.1.1 Account Planning

SAP Product Available Provides a sophisticated picture of all planned revenue, associated costs, and contribution margins. This enables you to make more informed decisions during planning, and to better control costs from trade spends and discounts. Products / Solutions SAP Sales Execution for Consumer Products (S34)

SAP Product Available Armed with volume objectives, spending targets and the appropriate deal structure for their geography the sales forece can plan a total volume forecast including both promoted and nonpromoted products, account by account. The sales forece has accesss to both shipments and consumption data sources to determine optimal timin gdecisions and volumes for their accounts. Depending on the merchandising activity chosen, SAP TPM features calculate the event spending base don the associated case rate and trade funds so you can compare the cost of the event to the abjectives set for the account. In addition to the promted volume forecast, your sales force needs to estimate nonpromoted volume to create a total volume forecast. The total volume forecast helps the sales force understand volume mix and, ultimately, profitability. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.3 Campaign Planning

SAP Product Available Coordinates and monitors all initiatives, to ensure shortened planning and development cycles, and streamlined process with an adherence to the Business Process.
Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.4 Campaign Execution

SAP Product Available The campaign can be sent to one of the various channels for execution. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.5 Visit Planning

SAP Product Available This process switched into DSD Visit Planning and is represented in the DSD scenario. Products / Solutions SAP Sales Execution for Consumer Products (S34)

SAP Product Available Provides you with a solution for managing and processing business partners and contact persons. In addition, the integration of business transactions, contacts, marketing attributes and so on provides quick access to and easy maintenance of all the information on business partners or contact persons. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.7 Territory Processing

SAP Product Available Once you have uploaded existing territories from an external planning tool, you can create a new territory in CRM Enterprise and place it in the territory hierarchy. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.8 Activity Processing

SAP Product Available In this process, you create a business activity, and the data you enter in the business activity is automatically transferred to your groupware administration system, in this case, Microsoft Outlook or Lotus Notes. Next, you document the business activity, for example, using an activity journal or questionnaire. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.9 Activity Scheduling

SAP Product Available In this process, you create a business activity, and the data you enter in the business activity is automatically transferred to your groupware administration system, in this case, Microsoft Outlook or Lotus Notes. Next, you document the business activity, for example, using an activity journal or questionnaire. Products / Solutions
SAP Sales Execution for Consumer Products (S34)
6.1.10 Quotation Processing

SAP Product Available You use this business process in order to give your business partner confirmation that you will deliver a specific quantity of products at a specific time, and to a specific price. Within the framework of quotation processing, various sales functions are available to the sales employee, as well as special functions for quotations. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.11 Sales Order Processing

SAP Product Available This business process makes it possible for you to deliver a specific product configuration and quantity, or to provide a service at a specific time. During sales order processing, a sales organization accepts the sales order and is responsible for fulfilling the contract. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.12 Credit Memo Processing

SAP Product Available You can create a credit memo request if customers are charged too much, or a defective product is returned, or a complaint is made about a service performed. After a detailed check, you can either release or reject the credit memo request. If the credit memo is released, the customer receives a credit memo for the full amount to be credited. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.13 Recording Time and Labor Data

SAP Product Available This business process enables internal and external employees to record their own working times. It serves as a single point of entry for recording working time information, which can be processed further in the following business processes: Payroll, employee time accounts, and controlling for time and labor data Allocating internal activities Documenting progress of projects Issuing invoices for service customers Recording services performed by external employees Confirmation of orders from Service Management or Plant Maintenance Various user interfaces are available, each designed to accommodate the specific requirements of the industry sector and employees system access. You can tailor all screens to suit the special task areas of the users. Alternatively, data can be entered centrally for multiple employees simultaneously. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.14 Travel Expense Management

Provides applications for business travel management that support and optimize travel processes and to enter and edit receipts offliine, using mobile devices. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.15 Commission Simulation

SAP Product Available You use this business process in order to view the possible value of a commissionable sales opportunity using the Commission Simulation iView accessed through the Sales Manager or Sales Representative Portal. Commission simulation processing uses actual incentive plan contract data from ICM. By adjusting the sales parameters, you can view multiple what-if commission scenarios for the same sales opportunity. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.16 Sales Analysis by Territory

SAP Product Available Sales Analysis by Territory enables you to report on sales transactions and processes, such as opportunities, incoming sales orders or activities at territory level, so that you can see exactly how well your sales strategy is being implemented in each of your territories. You can use the results of the analysis to determine whether you need to re-align your territory assignments or to implement different strategies for different territories. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.17 Sales Performance Analysis

SAP Product Available The Sales Performance Analysis measures performance from different perspectives in order to give sales managers an overall picture of what is happening into sales Provides a balanced view of sales figures so sales managers can view them from the financial, internal, customer, or employee perspective. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.18 Complaints and Returns Analysis

SAP Product Available You can use this business process to analyze key figures that provide information about the quality of your services and enable you to draw conclusions about the level of customer satisfaction. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.19 Campaign Analysis

SAP Product Available Validates, measures, and allows refinement of campaigns to maximize effectiveness through monitoring analysis, available during and after execution. Products / Solutions
SAP Sales Execution for Consumer Products (S34)
6.1.20 SAP BW Analysis with CRM Mobile Client

SAP Product Available This process provides an overview of how SAP Business Information Warehouse (SAP BW) reports are replicated to the mobile client. SAP BW is a proprietary data warehouse that is used to collect information from various sources be it internal or external. This information is saved as workbooks and embedded business queries, which are downloaded to CRM Enterprise and then to the mobile client, for analytical purposes. This process ensures that a mobile client user has access to the information pool available in SAP BW . Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.21 Analyzing Local Data with Mobile Client

SAP Product Available This process allows you to use a sophisticated and graphical tool to better understand, manage, and forecast the success analysis for various prospects. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.1.22 Billing Analysis

SAP Product Available You use this business process in order to analyse customer invoices. Products / Solutions SAP Sales Execution for Consumer Products (S34)
6.2 Order-To-Cash
Order to cash is a business process the sale of goods and distribute it to the retailer's warehouses. It embraces also the returns of full goods as well as, the returns of empties. The order entry can be done through different channels, and the entry via telesales plays a very important role in beverage companies. Business Objectives Reduce order lead-time Shorten proposal/quotation cycle Enable cross-sell/up-sell capability Shorten order-to-cash cycle Reduce order processing costs Reduce administration, improve business processes Business Scenario Maps Outbound Telesales Key Performance Indicators Order Entry to Date of Shipment Time Order Entry Sales Cycle Time (Orders) Perfect Order Fulfillment Ontime Pricing to Customers

SAP Product Available Provides you with a solution for managing and processing business partners and contact persons. In addition, the integration of business transactions, contacts, marketing attributes and so on provides quick access to and easy maintenance of all the information on business partners or contact persons. Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.2 Inquiry Processing

SAP Product Available You use this business process in order to respond to requests made by prospects for information on specific goods, and in particular, on prices. The prospect contacts the vendor and asks for detailed information on products. Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.3 Quotation Processing

SAP Product Available With this business process you can assure your business partners that you will deliver a certain product configuration and quantity of products at a specific time and price. During sales order processing, the sales employee can make use of a variety of sales functions and special quotation functions: Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.4 Contract Processing

SAP Product Available Contract processing comprises the steps you follow in order to create and work with sales contracts in the SAP CRM system. Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.5 Outbound Telesales

SAP Product Available Enables a company to offer, sell and deliver products and services through the Interaction Center. Customers can be contacted by your company through the telephone, with numbers dialed manually or by an automated dialer. Interactions with customers can be scheduled through pre-scheduled periodic calls, marketing campaigns or appointments taken by Interaction Center agents or Sales Representatives in the field. Interaction Center agents can provide all manner of information about products and services to the customer via product catalogs, product configuration, real-time available-to-promise for products and access to your company's knowledge databases. Agents can better meet customers' needs with a complete view of the customer, including their purchase history, existing in-process orders, credit rating, customer status & classification, and buying trends. Orders that are placed through the Interaction Center are automatically processed through to production, distribution and accounts receivable.
Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.6 Sales Order Processing

SAP Product Available This business process makes it possible for you to deliver a specific product configuration and quantity, or to provide a service at a specific time. During sales order processing, a sales organization accepts the sales order and is responsible for fulfilling the contract Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.7 Sales Order Processing B2B

SAP Product Available B2B for occasional users is the Business-to-Customer (B2C) process of the SAP Internet Sales application with integrated Business-to-Business (B2B) User Management. The main difference between B2B for occasional users and the B2C process is that Web shop users do not have the option of registering personally that they have in the B2C scenario. They must be created by the operator of the Web shop. Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.8 Sales Returns

SAP Product Available Enables companies to manage full products that a customer has returned because of a complaint. The reason for rejecting the merchandise must be due to defective quality, not because of incorrect deliveries. Products / Solutions SAP ERP (S9)
6.2.9 Billing
SAP Product Available You use this business process in order to create customer invoices in SAP CRM. Here, one or more than one billing due list item is copied into a billing document. You can either create the billing document with reference to the delivery, or to the sales order. It is also possible to create billing documents with reference to contracts. You make the necessary setting in Customizing. The following describes delivery-related billing. Products / Solutions SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.10 Cash Management

SAP Product Available Plans and manages available cash flow. Forecasts liquidity to proactively secure the best future deals. Products / Solutions
SAP ERP (S9) SAP Sales Execution for Consumer Products (S34)
6.2.11 Rebate Agreement Processing

SAP Product Available You can use this business process to update and create billing documents that are relevant for granting a customer a rebate agreement Products / Solutions SAP ERP (S9)
6.2.12 Enhanced Rebattes Processing

SAP Product Available Manages special discounts paid retroactively to a customer based on the sales volume over a specified time period or by a fixed amount. Products / Solutions SAP ERP (S9)
6.2.13 Dispute Resolution

SAP Product Available The business process Dispute Resolution addresses the management of receivables disputes. Each dispute is captured in a dispute case, an electronic record that stores centrally all relevant information. Workflow integration and escalation capabilities streamline the cross-department dispute resolution process within your company. Automatic and manual customer correspondence allows keeping customers informed and to involve them in the process. With this process you can improve the liquidity and cash forecast and optimize the dispute management. Products / Solutions SAP ERP (S9)
6.2.14 Credit Management

SAP Product Available Manages credit limits offered to customers. Analyzes credit information using both external and internal information to accurately adapt customer scoring. Products / Solutions SAP ERP (S9)
6.2.15 Inbound Telesales

SAP Product Available Enables a company to offer, sell and deliver products and services through the Interaction Center. Customers can contact your company through their preferred channels, including telephone, email, fax, letter and web chat. Interaction Center agents can provide all manner of information about products and services to the customer via product catalogs, product configuration, real-time available-to-promise for products and access to your company's knowledge databases. Agents can better meet customers' needs with a complete view of the customer, including their purchase history, existing in-process orders, credit rating, customer status & classification, and buying trends. Orders that are placed through the Interaction Center are automatically processed through to production, distribution and accounts receivable. Products / Solutions
SAP Sales Execution for Consumer Products (S34) SAP ERP (S9)
6.2.16 Indirect Sales

SAP Product Available Gives beverage manufacturers information about the actual sales and turnover realized in the various sales outlets, enabling manufacturers to check restaurateurs' adherence to contractual obligations and to carry out business analyses. The sales data required are indirect sales. The Pendulum List supports beverage manufacturers with the recurring processes of sales requests and sales reporting. Products / Solutions SAP ERP (S9)
6.2.17 Empties Management

SAP Product Available Provides tracking functions for returnable empties articles within the customer-vendor relationship. Displays the quantity-based and/or value-based stock and movement situation between the producer and the customer. Likewise, enables customers to determine the balance of their empties accounts through the documents. Empties are a type of returnable packaging. Products / Solutions SAP ERP (S9)
6.3 Direct Store Delivery

Direct Store Delivery (DSD) is a business process often used in the beverage industry starting with order entry, followed by selling and distributing goods directly to the customers store - bypassing the retailers warehouses. The order entry can be done through different channels, and the entry via telesales plays a very important role in beverage companies. The manufacturer gets directly contacts the customers store at the Point-of-Sale. He can use this contact to improve customer retention and customer relationship through personal service. He can also realize additional sales opportunities and obtain first-hand information about the market. For this scenario there are three variants.
6.3.1 DSD paperbased

Direct Store Delivery (DSD) is a business process often used in the beverage industry starting with order entry, followed by selling and distributing goods directly to the customers store - bypassing the retailers warehouses. The order entry can be done through different channels, and the entry via telesales plays a very important role in beverage companies. The manufacturer gets directly contacts the customers store at the Point-of-Sale. He can use this contact to improve customer retention and customer relationship through personal service. He can also realize additional sales opportunities and obtain first-hand information about the market. Business Objectives Better service levels
Improve customer retention and loyalty Lower risk of employee accidents Speed innovative products / designs to market Personalized customer interaction Automate - eliminate errors due to manual processes Strengthen partnerships and account management Business Scenario Maps CP: Direct Store Delivery (Collaborative) Outbound Telesales Key Performance Indicators Customer Satisfaction Index Returns % Sales Salesperson's Time Spent Selling (Percentage) Volume Per Outlet (VPO) Change Per Route Number/Percentage Routes Settled Late Route time % Incomplete Visits
6.3.1.1 DSD Order Fulfilment

SAP Product Available In this process, transportation and warehousing are executed in the SAP ERP solution.This includes dispatching of deliveries onto vehicles, as well as picking, packing, and loading in the warehouse. Output control triggered from transportation provides shipping papers for your mobile worker. Those papers can also be used as backup papers if you later use a mobile solution Products / Solutions SAP ERP (S9)
6.3.1.2 DSD Visit Planning

SAP Product Available You can use this business process to coordinate visits to customers to increase customer satisfaction and minimize driving time. You use the SAP ERP Central Component (SAP ECC), to maintain customer restrictions and visit plans in the customer master. Products / Solutions SAP ERP (S9)
6.3.2 Mobile DSD Order to Cash

Direct Store Delivery (DSD) is a business process often used in the beverage industry starting with order entry, followed by selling and distributing goods directly to the customers store - bypassing the retailers warehouses. The order entry can be done through different channels, and the entry via telesales plays a very important role in beverage companies. Also via handheld directly at the customer site. The manufacturer gets directly contacts the customers store at the Point-of-Sale. He can use this contact to improve customer retention and customer relationship through personal service. He can also realize additional sales opportunities and obtain first-hand information about the market. The preseller can take the order using mobile equipment. Business Objectives
Better service levels Improve customer retention and loyalty Lower risk of employee accidents Speed innovative products / designs to market Personalized customer interaction Automate - eliminate errors due to manual processes Strengthen partnerships and account management Business Scenario Maps CP: Direct Store Delivery (Collaborative) Key Performance Indicators Customer Satisfaction Index Salesperson's Time Spent Selling (Percentage) Volume Per Outlet (VPO) Change Per Route Number/Percentage Routes Settled Late Route time Products / Solutions SAP ERP (S9)
6.3.2.1 Preseller Order Taking

SAP Product Available You can use this business process as your main order entry channel in the scenario variant Mobile DSD Order-to-Cash.Preseller order taking focuses more on making a large number of sales visits for capturing material order quantities and providing customers with prices rather than having sophisticated, time consuming, highly skilled presales discussions.
6.3.2.2 DSD Visit Planning

SAP Product Available You can use this business process to coordinate visits to customers to increase customer satisfaction and minimize driving time. You use the SAP ERP Central Component (SAP ECC), to maintain customer restrictions and visit plans in the customer master.

SAP Product Available Partner Product Available Transportation and warehousing are executed in the SAP ERP solution. This includes dispatching of deliveries onto vehicles as well as picking, packing, and loading in the warehouse. Output control triggered from transportation downloads the driver?s data to the handheld device. It can also provide shipping papers, for example, as a backup to your mobile devices.
6.3.3 Mobile DSD Van Sales

Direct Store Delivery (DSD) is a business process often used in the beverage industry starting with order entry, followed by selling and distributing goods directly to the customers store - bypassing the retailers warehouses. The order entry can be done through different channels, and the entry via telesales plays a very important role in beverage companies. Also via handheld directly at the customer site.
The manufacturer gets directly contacts the customers store at the Point-of-Sale. He can use this contact to improve customer retention and customer relationship through personal service. He can also realize additional sales opportunities and obtain first-hand information about the market. The driver can sell to the customer using mobile equipment. Business Objectives Better service levels Improve customer retention and loyalty Lower risk of employee accidents Speed innovative products / designs to market Personalized customer interaction Automate - eliminate errors due to manual processes Strengthen partnerships and account management Business Scenario Maps CP: Direct Store Delivery (Collaborative) Key Performance Indicators Customer Satisfaction Index Salesperson's Time Spent Selling (Percentage) Volume Per Outlet (VPO) Change Per Route Number/Percentage Routes Settled Late Route time Products / Solutions SAP ERP (S9)
6.3.3.1 Mobile DSD Vansales Processing

SAP Product Available Partner Product Available You can use this scenario variant to sell and immediately deliver products to customers who have not placed an order in advance.

SAP Product Available Partner Product Available Transportation and warehousing are executed in the SAP ERP solution. This includes dispatching of deliveries onto vehicles as well as picking, packing, and loading in the warehouse. Output control triggered from transportation downloads the driver's data to the handheld device. It can also provide shipping papers, for example, as a backup to your mobile devices.
7 Demand Fulfillment & Execution

Finished product combines with the fulfillment and execution processes to ensure the availability of the brands and products at the Retailer's shelf - at the right place and time. These processes impact the value chain in the areas of production, distribution and transportation. It includes the physical shipping and handling of the products via different channels both to the retailer and to the end consumer to avoid out of stocks and to ensure customer satisfaction. Out-of-stocks on Retailers shelves and displays results in lost revenue and damaged consumer loyalty. Conversely, maintaining high inventory levels to avoid out-of-stocks is expensive. All steps of the distribution process need to be optimized and transparent to find the proper balance.
Demand Fulfillment & Execution Manufacturing Inbound and Outbound Logistics
7.1 Manufacturing
Beverage companies need to control their batch oriented manufacturing on the shop floor. The most common manufacturing strategy is make-to-stock. It starts with the integrated planning of production, waste disposal, and transport activities within a plant. With production process management, a beverage manufacturer plans the quantities, dates, quality inspections and resources of the manufacturing process. The company controls the process order execution. Production-relevant data must be exchanged from process control systems to the backend system directly, ensuring that all data from lot start to lot finish can be captured by the batch management before the product is released for final delivery. All relevant data of production, including all QM data must be collected and be available for review. Business Objectives Reduce cost-of-goods-sold (COGS) Improve product quality Improve auditability of information and actions Improve capacity utilization Improve resource tracking, availability and uptime Business Scenario Maps Manufacturing Execution Key Performance Indicators Capacity Utilization Cost of Goods Sold Machine wait time Production Cycle Time
7.1.1 Production Planning (Process Manufacturing)

SAP Product Available Make-to-order production is carried out with reference to a sales order meaning that, as a rule, the items in a manufacturing order are only manufactured for a certain customer. The order is used to plan material requirements across all BOM levels, based on the customer requirements for the configured finished products and components. The process includes analysis, planning according to MRP logic and evaluation of the planning results. Make-to-stock production is carried out without reference to an sales order. The order is used to plan material requirements across all BOM levels, based on the customer requirements for the configured finished products and components. The process includes analysis, planning according to MRP logic and evaluation of the planning results. Products / Solutions SAP ERP (S9) SAP Extended Manufacturing for Consumer Products (S15)
7.1.2 Production Planning (Repetitive Manufacturing)

SAP Product Available You use this process to create a production plan in repetitive manufacturing. The system creates one or more planned orders that have a direct reference to a sales order item on the basis of which the material is produced. The process includes analysis, planning according to MRP logic and evaluation of the planning results. You use this process to create a production plan in repetitive manufacturing. Repetitive manufacturing can be used for make-to-stock production. The process includes analysis, planning according to MRP logic and evaluation of the planning results Products / Solutions SAP ERP (S9)
SAP Extended Manufacturing for Consumer Products (S15)
7.1.3 Production Scheduling

SAP Product Available In production planning, detailed scheduling is combined with procurement planning. Detailed scheduling is used to compare the capacity requirements from the production orders with the available production capacity. The process includes problem analysis, scheduling in the DS planning board, and the analysis and evaluation of planning results. Products / Solutions SAP ERP (S9) SAP Extended Manufacturing for Consumer Products (S15)
7.1.4 Manufacturing Execution

SAP Product Available Manufacturing using production orders in SAP ERP enables you to carry out production with reference to an order, on the basis of bills of material and routings. It is mainly used in industries with discrete manufacturing, such as the automotive industry and mechanical engineering, where production control and the internal activity planning and accounting of materials/assemblies is carried out using orders. You can use repetitive manufacturing for production planning and shop floor control as part of repetitive and flow manufacturing. Repetitive manufacturing is mainly used in industries with discrete manufacturing such as the automotive industry and industries with continuous processes, such as the chemical industry. Products / Solutions SAP ERP (S9) SAP Manufacturing Integration and Intelligence (SAP MII) (S28) Production Execution PCA 1.5 by Wonderware (P4) SAP Extended Manufacturing for Consumer Products (S15)
7.1.5 Manufacturing Monitoring and Control

SAP Product Available Manufacturing Monitoring and Control involves the execution of manufacturing orders, no matter whether it is in a discrete or process environment. Through additional layers of middle ware product specifications and machine settings can be passed on from SAP ERP through xMII all the way to the actual equipment, adjusting it for a particular order. Extensive near-real time monitoring is carried out by gathering and displaying information from various systems involved in the production process, thus transforming data into actionable information fast, allowing immediate reaction to unforeseen events, or storing data for future reference and use in quality control systems. Products / Solutions SAP ERP (S9) SAP Manufacturing Integration and Intelligence (SAP MII) (S28) SAP Extended Manufacturing for Consumer Products (S15)
7.1.6 Quality Assurance and Control

SAP Product Available Quality assurance and control involves inspections at all stages, continuous monitoring, and quick intervention to deal with unexpected events. Quality inspections can be triggered by various events such as order release or goods movements, but also by manual actions. To document product quality, certificates can be created. Products / Solutions
SAP ERP (S9) SAP Extended Manufacturing for Consumer Products (S15)
7.1.7 Quality Improvement

SAP Product Available Quality improvement means: Notification of quality problems as well as systematic search for solutions and effective processing of actions which are aimed on sustainably controlling and assuring the quality of processes and products. In SAP ERP the quality notification tool is available for this purpose. The quality notificationcan be equally used for processing improvements of a company's own processes and products, and for processing complaints against suppliers as well as from customers. Products / Solutions SAP ERP (S9) SAP Extended Manufacturing for Consumer Products (S15)
7.2 Inbound and Outbound Logistics

To keep supply chains running smoothly, beverage companies need to efficiently store, move, and transport beverage products while keeping inventory levels down and tracking the shelf life. Outsourcing requires logistics service providers to be more closely involved - managing an entire warehouse, delivering quick transportation services, or executing sub-processes. At the same time, inbound and outbound costs have to be minimized, while processes, flexibility, and customer service must be improved. Beverage companies deal with distribution centers as well as with production warehouses. Beverage companies have to face the following logistical problems: All of the processes in the warehouse must be covered, from goods receipt through goods issue. Goods Issue and goods receipt processes can be supported by the use of RFID. Complete stock transparency, so that warehouse contents are always known. For some individual articles, it is necessary to trace and track the history of the warehouse processes in detail. The accuracy of deliveries must be improved, thus increasing customer satisfaction. Working with mobile devices and in a paper-free environment. Building optimal loads with the routing and scheduling allowing a close collaboration between shipper and carrier via optimized carrier selection and tendering. Operational shipping, manifesting, freight costing, freight settlement, and foreign trade should always be transparent. For certain goods, Excise Duties (e.g. alcohol tax) are required to be paid to the authorities. Business Objectives Reduce order lead-time Reduce out-of-stock situation Improve physical inventory process Reduce transaction costs Lower logistics costs Reduce risks of fines and penalties Business Scenario Maps Sales and Shipping Shipment Tendering Key Performance Indicators Delivery Performance to Scheduled Commit Date Distribution Costs Finished Goods Inventory Days of Supply (Quantity) Transportation Cycle Time Order Fulfillment Costs
7.2.1 Cross Docking

SAP Product Available Cross-docking is a way to move materials directly from the goods receipt area to the shipping area without first being stored. Cross-docking can be planned or opportunistic, as well as executed in one step (directly from GR to GI) or two steps (going first to a specified cross-docking storage type for repacking or labeling for example). Products / Solutions SAP Extended Warehousing and Logistics for Consumer Products (S18) SAP ERP (S9)
7.2.2 Inbound Processing and Receipt Confirmation

SAP Product Available Inbound processing covers the physical inbound delivery processing that succeeds the procurement process. It includes ASN processing, physical Goods Receipt and putaway of materials in Warehouse Management up to sending the proof of delivery to the business partners Products / Solutions SAP Extended Warehousing and Logistics for Consumer Products (S18) SAP ERP (S9)
7.2.3 Transportation Planning

SAP Product Available The Transportation Planning process as part of SAP SCM creates optimizes shipments and transfers these shipments into the connected R/3 systems for execution. To do so, it reads transportation relevant business documents from the connected SAP R/3 systems, assigns the loads represented by these documents, to resources (trucks, railcars, ) to create planned shipments, assigns carriers to these shipments and tenders these shipments to the assigned carriers. Products / Solutions SAP Transportation Operations for Consumer Products (S36) SAP ERP (S9)
7.2.4 Transportation Execution

SAP Product Available Transportation Execution is a complete and integrated solution to create, execute and monitor shipments. Transportation Execution provides shipping, collaborative shipment tendering, express ship interface and distance determination functionality. Products / Solutions SAP Transportation Operations for Consumer Products (S36) SAP ERP (S9)
7.2.5 Outbound Processing

SAP Product Available Outbound processing comprises the preparation of goods to be delivered from a warehouse to a receiving location. Outbound processing within the scope of warehouse management typically comprises activities like the notification of goods to be supplied from a warehouse to a customer for which the outbound delivery serves as the reference document, picking, packing, physical goods issue in warehouse, loading, goods issue and goods issue posting to IM, advising advanced shipping notifications to business partners and, obtaining a proof-of-delivery from the receiving business partner.
Products / Solutions SAP Extended Warehousing and Logistics for Consumer Products (S18) SAP ERP (S9)
7.2.6 Physical Inventory

SAP Product Available Physical Inventory is a process that all companies with their own stocks or special stocks in their warehouse eventually face. In this case, a rough statement is given on the storage location level, without further detailed information. Products / Solutions SAP ERP (S9) SAP Extended Warehousing and Logistics for Consumer Products (S18)
7.2.7 Warehousing and Storage

SAP Product Available Warehousing and Storage includes multiple processes throughout the warehouse from the time materials enter the warehouse via Goods Receipt until they exit the warehouse with a Post Goods Issue. Specifically covered in this process you will find the management of inventory including putaway strategies and replenishment. Possible variants include task and resource management and Radio Frequence (RF) support. Optional steps include support for production supply, Value Added Services and Yard Management. Products / Solutions SAP ERP (S9) SAP Extended Warehousing and Logistics for Consumer Products (S18)
7.2.8 Excise Duties

SAP Product Available Supports the handling of excise duties, taxes that the state imposes on the use or consumption of certain goods. The liability to pay taxes is incurred when taxable goods are moved under customs seal from some location to a taxable location. Products / Solutions SAP ERP (S9)
8 Data Exchange & Legal Requirements

Based upon government regulations, beverage companies have to fulfill different obligations along the whole value chain. For example in the alcoholic beverage segments it is a common practice for governments to levy excise duties (taxes) on the beverages. These taxes are usually incurred based upon material movements either from production line into the warehouse, or if the product is produced into a bonded warehouse environment, upon movements out of the bonded warehouse. The type of movement can impact whether such an event is taxable, and if so, at what level. Consequently, beverage companies facing these types of government regulation need powerful, configurable and integrated tools to help them track and account for all material movements from the time the product is manufactured until it is delivered to the retailer. There is an emerging trend to global data synchronization between manufacturers / distributors and retailers which is beeing driven by large Consumer Porducts retailers (e.g. Wal Mart, Ahold, Carrefour). To minimize or eliminate invoicing and pricing discrepancies, the retailers are demanding that CP manufacturers / distributors synchronize data regarding customer location, materials, pricing, discount and promotions. This synchronization to confirm all agreements, prior to invoicing, is expected to reduce or pricing and
promotional disagreements, deductions for improper invoicing, and sub-optimal promotional execution at the store and / or chain level.
Data Exchange & Legal Requirements Traceability and Environmental Compliance Global Data Synchronization
8.1 Traceability and Environmental Compliance

The scenario enables customers to enforce traceability, to monitor and manage product quality throughout their supply chain, and therefore to comply to regulations including the European Unions General Food Law Regulation, EC 178/2002, and the U.S.s Public Health Security and Bioterrorism Preparedness and Response Act of 2002 (the Bioterrorism Act), and other Import & Export Regulations. Business Objectives Improve customer retention and loyalty Reduce product returns Increase data transparency Comply with future accounting and regulatory reporting requirements Improved quality and accuracy Key Performance Indicators Incoming Material Quality Administration Costs Reductions Product & Process Data Accuracy Customer Satisfaction Index
8.1.1 Product Classification

SAP Product Available Partner Product Available Export and import business transactions need official Commodity Codes and HS-codes (Harmonized System Codes) to report to Customs Authorities. Product Classification in SAP GTS supports the process of assigning these codes to the product master. Products / Solutions SAP ERP (S9)
8.1.2 Customs Duty Calculation

SAP Product Available Partner Product Available Upon importing into any country, import duties are to be calculated and paid to customs authorities. Duty calculation enables the calculation of the import duties to be paid. Products / Solutions SAP ERP (S9)
8.1.3 Product Safety

SAP Product Available Manages business specifications and phrases for products manufactured and procured for the plant. Products / Solutions SAP ERP (S9) Global Traceability by Trace Tracker (P8)
8.1.4 Quality Engineering

Quality engineering means incorporating quality throughout the entire product development process. This starts with defining deliverables and quality gates within a project, includes inspection planning as well as efficient supplier management and maintenance of quality related documents. In some industries, stability studies are also part of this process. Products / Solutions SAP ERP (S9)
8.1.5 Export Control

SAP Product Available This process checks for potential embargoes and performs export license determination and management. Products / Solutions SAP ERP (S9)
8.1.6 Quality Improvement

SAP Product Available Quality improvement means: Notification of quality problems as well as systematic search for solutions and effective processing of actions which are aimed on sustainably controlling and assuring the quality of processes and products. In SAP ERP the quality notification tool is available for this purpose. The quality notificationcan be equally used for processing improvements of a company's own processes and products, and for processing complaints against suppliers as well as from customers. Products / Solutions SAP ERP (S9)
8.1.7 Customs Processing Import

SAP Product Available Partner Product Available To put goods into free circulation, customs duties have to be paid. The customs processing import process enables the required electronic communication with the customs authorities and the printing of required documents. Products / Solutions SAP ERP (S9)
8.1.8 Presentation to Customs

SAP Product Available Partner Product Available After presentation to customs, goods must be covered by a summary declaration containing the information needed to identify the goods. The summary declaration should normally be made at the same customs office as presentation. The presentation to customs process enables electronic communication with the customs authorities to submit the summary declaration. Products / Solutions SAP ERP (S9)
8.1.9 Waste Management

SAP Product Available Centralizes waste management; integrating business processes, while improving visibility, logistics, service management, reporting and compliance.
Products / Solutions SAP ERP (S9)
8.1.10 Quality Assurance and Control

SAP Product Available Quality assurance and control involves inspections at all stages, continuous monitoring, and quick intervention to deal with unexpected events. Quality inspections can be triggered by various events such as order release or goods movements, but also by manual actions. To document product quality, certificates can be created. Products / Solutions SAP ERP (S9)
8.1.11 Sanctioned Party List Screening

SAP Product Available Any enterprise that wants to remain in good standing with regulatory authorities must check against the multiple denied-parties lists published by governments around the world. The sanctioned party list screening process helps make this process simpler and more efficient by automatically screening sanctioned party lists. Exporters and financial institutions can screen customers, suppliers and multiple document types (orders, deliveries, and invoices) against such lists quickly and easily. Products / Solutions SAP ERP (S9)
8.2 Global Data Synchronization

Successful merchandising of diverse products by retailers requires accurate, complete and consistent information of these items. One of the key challenges faced by Retail and CPG industry therefore is in the area of synchronization of master data among the trading partners. Once a Manufacturer and a retailer agreed to exchange information and the necessary data has been created, all attributes need to be maintained and made available to the retailer side. This is done via a data pool e.g. UCCnet, Transora, Sinfos, etc. that provides the necessary services like publish, subscribe, change etc. Global Data Synchronization is one of the most important supply chain processes since master data is fundamental to all business systems. The integrity and timeliness of master data is critical for the uninterrupted flow of goods throughout the Supply Chain. Sharing data effectively and efficiently is reliant on access to precise data definitions by all partners, data accuracy and agreement on the process used to support the exchange of data between trading partners. The master data exchanged is defined and agreed in the context of a common understanding of the business requirements between trading partners. Business Objectives Collaborate with business partners Reduce error rate Reduce out-of-stock situation Reduce order processing costs Reduce administration, improve business processes Increase data transparency Reduce error rate Key Performance Indicators New Product Release Phase In, and Maintenance costs Faultless Invoices Invoice Accuracy Rate Product & Process Data Accuracy
8.2.1 Creating or Changing Trade Items Based on Materials

SAP Product Available You can use this business process to create or change trade items in the GDS Console that are derived from material master records in the ERP system. You extract material master data by first using various criteria to select materials that are intended for global data synchronization. The second part of the extraction process involves you sending the selected materials to the GDS Console, where they are transformed into trade items. This involves adding more attributes to the basic material, as required by the trade item definition. You then save the trade items in the GDS Console. The benefit of this process is that you can integrate materials used internally in the ERP system with trade items that manufacturers and retailers exchange externally. Products / Solutions SAP ERP (S9)
8.2.2 Synchronizing Data with Data Pool

SAP Product Available You use this business process to register trade items stored in the GDS Console with the UCCnet and Transora data pools. You can also change trade items, even if they have already been registered or published, and send them to the data pools again. Manufacturers and retailers can use exchanged master data, that is trade items (Global Trade Item Numbers) and trading partners (Global Location Numbers) in their operative processes, such as ordering and invoicing. This means manufacturers and retailers no longer need to communicate using proprietary identifiers such as material or customer numbers. Products / Solutions SAP ERP (S9)
8.2.3 Processing Information and Requests from Trading Partners

SAP Product Available You use this business process to manage messages from your trading partners that are forwarded by the data pool in the form of a worklist. You can process the following information in the worklist: Status of trade items that you publish from a trading-partner perspective Requests from retailers interested in your trade item(s) The worklist query runs periodically using a pull mechanism. Further, the worklist function ensures that you: Receive direct feedback from your trading partners with regard to your publication activities. For example, a retailer might respond to your publication of a trade item with an Accept or Reject message. Can react to requests made by your trading partners. For example, a retailer might request more information about a particular trade item or about a particular category of trade items. The above situations can be the starting point for additional activities on your side, such as providing more information about a trade item or targeting different trading partners. Products / Solutions SAP ERP (S9)
9 Enterprise Management & Support

9.1 Analytics
9.1.1.1 SAP Analytics for ERP: Complete performance management. Realtime business insight. Actionable analytics.
SAP Analytics for ERP: Complete performance management. Real-time business insight. Actionable analytics. SAPERP is a complete, integrated solution for analytics and business intelligence, including financial, operational, and workforce analytics. It enables companies to clearly understand profit drivers of their business, tightly link strategic plans to operational performance, and support a single analytical platform for their enterprise.
Key functions include the following: Financial analytics enable you to define financial targets, develop a realistic business plan, and monitor costs and revenue during execution. These tools let you create and simulate value flows in a cross-functional, cross-company, or collaborative environment. Operational analytics enable you to compile detailed operations reports and support informed operational decision making. The application also includes integrated planning functionality that lets you generate a complete picture across the entire supply chain, including the impact of sales on operations. You can analyze and optimize travel spend, track partner performance, and ensure environmental compliance. Workforce analytics support human capital management policy development and decision making. You can analyze workforce data; design, implement, and monitor corporate strategies to optimize the workforce; and continuously evaluate how various courses of action might affect business outcomes.
9.1.2 Financial Analytics

SAP ERP provides financial analytics that help organizations define financial targets, develop a commensurate business plan, and monitor costs and revenue during execution. Comprehensive financial analytics enable businesses to create and simulate value flows in a cross-functional, cross-company, or collaborative environment.
9.1.2.1 See also

Business Objectives Extend market share Maximize profitability by customer Improve asset and maintenance management Improve forecast accuracy Develop new markets Re-deploy labor to higher value-added activities Reduce administration, improve business processes Improve capacity utilization Improve cash management, minimize borrowing Business Scenario Maps Strategy Management
9.1.3 Operations Analytics

SAP ERP provides operational analytics that facilitate the compilation of detailed operations reports and support informed operational decision making - giving management and employees the information they need to increase insight into business processes. In addition sales planning can allow organizations to generate a complete picture of the entire supply chain, including the impact of sales on operations.
9.1.3.1 Further Information

Please visit the SAP Service Marketplace to get further information on Operations Analytics within SAP ERP. Business Objectives Reduce administration, improve business processes Lower logistics costs
9.1.4 Workforce Analytics

SAP ERP gives your executives, HR professionals, and line managers reporting and analysis options that provide real-time insight into your workforce. They can identify trends at an early stage and make wellinformed decisions, enabling you to manage your human capital more effectively, predict human-capital investment demands, and track workforce costs and the ROI associated with HR projects.
9.1.4.1 See also

Business Objectives Improve forecast accuracy Improved quality and accuracy
9.2 Financials
9.2.1.1 SAP ERP Financials: Gain Control. Gather Insight. Generate Value.
SAP ERP Financials provides a complete financial management solution for a broad range of industries. It's the leading enterprise software solution for accounting, financial reporting, performance management, and corporate governance. With SAP ERP Financials, you can transform finance from an administrative department into a strategic business partner. One that provides deep operational insight, unifies strategic action, and measures results quickly. The solution offers depth of functionality in accounting, reporting, analysis, financial supply chain, and treasury management. Robust financial and management reporting, plus internal controls and documentation of all financial processes and transactions, ensures the highest levels of business analysis and governance. SAP ERP Financials provides industry-leading support for local market requirements, languages, and currencies. It also supports a broad range of industry-specific processes and is compatible with all SAP industry solutions. Its scalable and open architecture is built for multinational organizations and connects financial management with existing business systems.
SAP ERP Financials powers the highest-performing finance organizations in the world. It offers a unique advantage to companies by providing market-leading financial management tools that work harmoniously with your operational systems.
9.2.2 Financial Supply Chain Management

Financial supply chain management enables collaboration within enterprises - and within their business networks - by using defined business policies and shared services to handle all customer-related and supply chain-related financial processes. Financial supply chain management also helps automate the financial supply chain by using the Web and other electronic service models. Business Objectives Improve collections, reduce receivables Improve procurement processes Reduce transaction costs Lower communications expenses Improve cash management, minimize borrowing Reduce administration, improve business processes Business Scenario Maps Electronic Bill Presentment and Payment for Business Customers (Assignment of Open Items) Electronic Bill Presentment and Payment for Private Customers Online Maintenance of Customer Master Data Dispute Management Payment with Payment Advice and Clearing of Open Items at the Vendor Account Information for External Business Partners Credit Management
9.2.3 Treasury
Treasury applications from SAP support organizations to oversee cash and payment processes, ensure liquidity, handle financial transactions from deal capturing to accounting and evaluate interest, foreign exchange, price and commodity risks. Today, Treasury applications from SAP contain the following components: Treasury and Risk Management -- SAP Treasury and Risk Management offers straight-through processing of the principal tasks in a finance department to ensure optimum liquidity management as well as portfolio and risk management - in strict accordance with legal regulations. Cash and Liquidity Management -- The SAP Cash and Liquidity Management application provides a complete overview of your cash resources at all times, while also closely monitoring your financial reserves. In-House Cash -- The SAP In-House Cash application controls internal and external payments by means of its in-house cash center. It also reduces external transactions, while it minimizes your external bank account and foreign payment workload. Bank Communication Management -- With the SAP Bank Communication Management application, you can seamlessly connect to your bank, track the entire payment life cycle and significantly improve straight-through processing rates and internal compliance. Customers who have implemented Treasury applications from SAP typically cite the following business drivers behind their decision: Increased efficiency by means of streamlined, straight-through treasury processes, real-time transparency into liquidity position and ability to manage cash flows in several currencies across many subsidiaries Lower costs through better rates and lower fees and taxes by means of a truly global treasury system and reduction in external fees via in-house bank Manage financial risk through state-of-the-art risk analysis and control
Reduce IT operating costs through integrated solution eliminating multiple interfaces and reducing maintenance of legacy systems Increased cash utilization Greater visibility into sources and uses for more accurate liquidity forecasting Robust bank integration for real-time cash visibility and reduced data gathering And last but not least: be compliant! Business Objectives Improve accounting processes Increase productivity Minimize manual processes Reduce transaction costs Removing maintenance of interfaces (Financial Accounting, Cash Management and Risk Management) Improve cash management, minimize borrowing Support risk management Improvement of regulatory compliance Improved transparency and auditability of activities Business Scenario Maps Cash Management In-House Cash - Internal Payments In-House Cash - Central Payments In-House Cash - External Incoming Payments
9.2.4 Financial Accounting

Financial accounting supports the valuation and reporting of inventory according to different regulations. Uses the Material Ledger component to carry inventory values in two additional currencies/valuations. Performs all goods movements in the Material Ledger in up to three currencies or valuations. Translates currency amounts into foreign currencies at historical exchange rates at the time of posting. Supports the determination of actual costs (compared to standard costs) for externally procured materials and materials produced in-house via Actual Costing. Uses this to valuate material inventories, such as raw materials as well as semi-finished and finished products, accordingly. Business Objectives Reduce administration, improve business processes Business Scenario Maps Accruals Local Close
9.2.5 Management Accounting

Management accounting provides the basis for all cost- and revenue-related reporting. It is used to determine the revenue earned with individual customers and products, the cost composition of the products and services sold and the impact of asset and payroll costs on the product and service costs. It is used as a basis for decision making by both professional controllers and business owners with budget responsibility, such as department heads and projects managers.
9.2.5.1 Further Information

Please visit the SAP Service Marketplace to get further information on Management Accounting within SAP ERP. Business Objectives Maximize profitability by customer
Reduce cost-of-goods-sold (COGS) Improve inventory visibility Business Scenario Maps Investment Planning & Approval Product Cost Planning
9.2.6 Corporate Governance

Corporate governance is the system of rules and regulations under which a corporation is directed and controlled. It should ensure trustworthy and legally compliant behavior of all employees and other parties involved (for example, members of the advisory board). SAP software can help to ensure, but not guarantee, that the objectives are being followed and met. Business Objectives Reduce administration, improve business processes Re-deploy labor to higher value-added activities Business Scenario Maps Management of Internal Controls
9.3 Human Capital Management

To meet the demands of today's knowledge-based economy, companies must maximize the potential and productivity of their employees. Maximizing the investment in the organizations human capital is crucial to business success. This requires transforming the human resource (HR) function from an administration department into a strategic contributor of human capital management (HCM) strategies. HCM for business means integrating employee processes and information with business processes and strategies to drive business results. More specifically, modern HR departments must: Improve workforce efficiency and productivity Deliver best-in-class HR processes at the lowest possible cost Plan future workforce needs and measure strategies Find the right talent for today and develop the right talent for tomorrow Educate the workforce to ensure each employee has the right skills to excel in their jobs Align corporate strategies with team and individual goals Companies that have robust tools to implement HCM strategies will be able to maximize the contribution of their workforce. Those that will not find it difficult to compete in today's dynamic marketplace. SAP ERP Human Capital Management (SAP ERP HCM) is a comprehensive solution that enables your professionals, executives, and line managers to optimize your investment in your most important resource: your employees.
9.3.1 Talent Management

Talent management consolidates all the strategic employee development processes spanning the employees' career with the company: from hire to retire, including recruitment, education, career development, and performance management. It also encompasses the company view of employee development, identifying and tracking high potential employees to ensure future leaders can be effectively promoted from within and that successors are identified for key positions. A strong Talent Management strategy enables the organization to find the best people, leverage their talent in the right place and right time, align employees and teams to corporate goals, maximize the impact of training, and retain and promote top performers. Business Objectives Improve recruiting, hiring & HR processes Reduce travel related expense Improve delivery of training & education Improve retention of sales personnel
Re-deploy labor to higher value-added activities Reduce administration, improve business processes Business Scenario Maps Recruitment Talent Relationship Management SAP Learning Solution: Business Scenario Overview Performance Management
9.3.2 Workforce Process Management

Through its dynamic workforce process management capabilities, SAP ERP Human Capital Management (SAP ERP HCM) can streamline and integrate essential workforce processes such as employee administration, payroll, time management, and legal reporting. Because it is a single, scalable solution, it lets you deliver better service for lower IT costs (costs that escalate in proportion to the number of systems you are attempting to maintain). Built on a global platform customized for legal compliance and best practices in 47 countries (with many other countries delivered by partners using standard SAP tools, programs, and master data to ensure seamless integration of employee and payroll processes), SAP ERP HCM enables companies to standardize and consolidate all workforce-related processes and data onto one platform, yet ensure that adherence to local regulations and laws can be attained. With SAP ERP HCM, companies can operate in local languages, currencies, best practices, and regulatory requirements in their facilities around the world. In short, SAP ERP HCM delivers the tools you need to make your HR department run smoothly and efficiently today and tomorrow. It frees you to be more productive and responsive, to spend more time and energy on activities that generate real ROI and make your enterprise more competitive. Business Objectives Develop new markets Re-deploy labor to higher value-added activities Reduce transaction costs Reduce administration, improve business processes Improve recruiting, hiring & HR processes Business Scenario Maps Management of Global Employees: Transfer and Repatriation CATS: Recording Working Times with additional Data Salary Survey Participation Workforce Planning & Alignment Salary Benchmarking Services
9.3.3 Workforce Deployment

Lets SAP ERP HCM serve as an integral contributor to workforce deployment solutions across other solutions of the SAP Business Suite. Allows users to create project teams based on skills and availability, monitor progress on a project, track time, analyze results, and much more. Empowers users to eliminate redundant or ineffective projects, increase profitability through the smarter use of resources, and manage the workforce as efficiently as possible. Business Objectives Re-deploy labor to higher value-added activities Reduce administration, improve business processes
9.4 Corporate Services

Corporate services include all corporate services and functions that support core business processes or can be applied in several areas (for example, quality management relevant to manufacturing and inbound and outbound logistics).
9.4.1 Travel Management

Travel management is a complete solution that optimizes all travel processes, from travel planning and online booking, travel expense management, corporate policy control, and analytics.
9.4.1.1 See also

Business Objectives Reduce administration, improve business processes Reduce travel related expense Business Scenario Maps Employee Self Service: Travel & Expense Credit Card Clearing for Travel Management and Financials Service Provider: One-Step Travel Management (Collaborative)
9.4.2 Environment, Health, and Safety Compliance Management

Environmental, Health, and Safety Compliance Management supports environmental, occupational and product safety processes, regulatory compliance, and corporate social responsibility. This is accomplished by embedding corporate policies, compliance, and environmental, health and safety capabilities with global business processes for human resources, logistics, production and finance. Business Objectives Complaint management and tracking Lower logistics costs Improve recruiting, hiring & HR processes Lower risk of harm to employees and customers/clients/citizens Reduce risks of fines and penalties Comply with future accounting and regulatory reporting requirements Business Scenario Maps Hazardous Substance Management for Customer Tailored Products Environmental Auditing When Purchasing Hazardous Materials Environmental Vendor Managed Inventory Integrated Dangerous Goods Check in Sales and Shipping Originator-Related Costs Assignment of Waste Generation EH&S IHS Accident Management EH&S OH Health Surveillance Protocol Emissions Management with SAP Environmental Compliance Environment, Health and Safety Compliance Management Map
9.4.3 Incentive and Commission Management

Business Objectives Improve sales lead generation and process Reduce administration, improve business processes Improve retention of sales personnel Lower communications expenses Align individual with corporate goals Quickly adpat to changing business environment Business Scenario Maps Incentives & Commission Management
9.5 Operations Support

9.5.1 Life-Cycle Data Management
Life-cycle data management functions manage and deliver a wide range of product-related objects like documents, product structures and recipes. The integration with change and configuration management ensures immediate access to up-to-date data. Business Objectives Reduce administration, improve business processes Business Scenario Maps Document Management Customer-Specific Engineering New Product Development Process Engineering CAD-Driven Design Process PLM Data Replication in a Distributed Environment Engineering Change Management Order Change Management (OCM) Recipe Development
9.5.2 Project and Portfolio Management

Project and portfolio management enables portfolio managers to better identify, select, prioritize, and manage a portfolio of projects. Portfolio management includes key performance metrics on budgets, schedules, and staffing. This centralized view of performing and at-risk elements is critical for managing enterprise-wide project portfolios. Project and portfolio management enables the project manager to work closely together with team members and management on any kind of project, such as enterprise IT projects, service projects (please refer to professional service delivery) or research and development projects. After management has triggered new product development, the project manager can set up the project structure and network based on templates. The comprehensive project management solution enables him to manage schedules, resources, assigned documents and materials, costs, and budgets. Team members are notified via workflow when they need to fulfill their project-related tasks according to the overall network. They report on progress, and the actual dates and costs are immediately updated so that management can monitor the project at any time. The result is efficient project management which provides significant value potential - each day gained saves money and brings products to the market faster.
9.5.2.1
Business Objectives Reduce administration, improve business processes Lower logistics costs Business Scenario Maps Project Management for R&D Claim Management
9.5.3 Quality Management

Quality management is the comprehensive solution that supports the company throughout the product life cycle and along the supply chain. It offers a wide range of functions and collaborative services, which are fully
integrated into SAP ERP, for assuring and managing the quality of products and assets. It also focuses on prevention and continuous process improvement through collaboration and sustained quality control. Business Objectives Improve order fill rate Maximize profitability by customer Improve customer retention and loyalty Improve sales lead generation and process Efficient campaign planning and management Reduce cost-of-goods-sold (COGS) Improve procurement processes Re-deploy labor to higher value-added activities Reduce product returns Lower communications expenses Improve asset and maintenance management Better service levels Improve product/service quality Improved quality and accuracy Complaint management and tracking Fewer returns, more efficient process Efficient promotion planning and trade spending Business Scenario Maps Continuous Improvement Audit Management Mobile Inspections
9.5.4 Enterprise Asset Management

Enterprise Asset Management is a complete solution for achieving optimal condition of assets with the least amount of costs and the best possible asset performance for those operating a plant. It helps companies to better manage capital expenditure, reduce operating costs, improve asset utilization and collaborate with engineering and maintenance contractors. For more detailed information see the solution map: SAP Service and Asset Management Business Objectives Reduce administration, improve business processes Improve asset and maintenance management Business Scenario Maps Enterprise Asset Management
9.5.5 Global Trade Services

As countries move increasingly toward a global market economy, businesses become more involved in and influenced by foreign trade. This affects not only the vendor and customer relationship, but that of foreign subsidiaries within a single company. With this opening of market opportunities come regulations, licenses, import tariffs, and an increasing amount of paperwork required by government agencies and other legal entities. SAP provides extensive support for world-wide export/import trade as well as deliveries within specific trade areas (such as the EU or NAFTA), thus automating the burdensome paperwork and freeing your shipping and receiving departments to concentrate on moving products quickly. SAP provides a solution that helps customers eliminate costly fines and penalties of non-compliance. It expedites customs clearance, reduces buffer stock and improves customer service levels by managing end-to-end trade processes. Additionally, the solution helps improve competitiveness in global marketplace through reduced duty rates by helping companies utilize the benefits of regional trade
preference agreements e.g. NAFTA. And it provides mechanisms to ensure that all parties involved in cross-border trade meet their contractual obligations and helps mitigate financial risks while trading on a global scale. The solution enables companies to establish one corporate-wide standard for trade processes across SAP and non-SAP systems, secures global supply chain and facilitates electronic communication with government IT systems to streamline cross-border trade and gain sustainable competitive advantage for businesses. It can be implemented quickly to gain faster ROI and due to its composite nature be easily adapted to meet changing business and regulatory requirements. Please note that you need SAP GTS as further shipment besides SAP ERP if you want to use these business processes.
10 Solution Map Product Table

S1 - Category Management for Consumer Products S2 - DUET S3 - SAP Account and Trade Promotion Management for Consumer Products S4 - SAP Brand and Category Management for Consumer Products S5 - SAP Business Planning and Consolidation S6 - SAP Central Process Scheduling by Redwood S7 - SAP Demand and Supply Planning for Consumer Products S8 - SAP Environmental Compliance S9 - SAP ERP S10 - SAP ERP: Environment, Health and Safety S11 - SAP ERP: Financial Supply Chain Management - Biller Direct, Dispute, Credit and Collections Mgmt. S12 - SAP ERP: SAP Recycling Administration S13 - SAP ERP: Treasury - SAP Bank Communication Management S14 - SAP ERP: Treasury - SAP Treasury and Risk Management S15 - SAP Extended Manufacturing for Consumer Products S16 - SAP Extended Procurement for Consumer Products S17 - SAP Extended Sourcing for Consumer Products S18 - SAP Extended Warehousing and Logistics for Consumer Products S19 - SAP Global Trade Services - Export S20 - SAP Global Trade Services - Import S21 - SAP Global Trade Services - Trade Preference S22 - SAP GRC Access Control S23 - SAP GRC Process Control S24 - SAP GRC Risk Management S25 - SAP Incentive Administration by Vistex S26 - SAP Integration Package for SWIFT S27 - SAP Interactive Forms by Adobe S28 - SAP Manufacturing Integration and Intelligence (SAP MII) S29 - SAP NetWeaver Records Management S30 - SAP New Product Development and Introduction (NPDI) for Consumer Products S31 - SAP Paybacks and Chargebacks by Vistex S32 - SAP Resource and Portfolio Management (SAP RPM) S33 - SAP Resource Management for Professional Services S34 - SAP Sales Execution for Consumer Products S35 - SAP Supply Network Collaboration for Consumer Products S36 - SAP Transportation Operations for Consumer Products S37 - SAP Workforce Management for Retail and Wholesale Distribution
11 Solution Map Partner Interface Table

P1 - Health Benefits Management for ERP v.2.0 by VitalSpring P2 - Manufacturing Workbench 6.6 by ORSoft P3 - MIPO 5.0 by SmartOps P4 - Production Execution PCA 1.5 by Wonderware P5 - RCMO - Reliability Centered Maintenance and Optimization for SAP Service and Asset Management by Meridium P6 - zetControl Corporate Investment Management (CIM) 1.5. by zetVisions P1 - Computer Aided Design P2 - Global Traceability by Trace Tracker P3 - Process Control
12 INDEX
% % Incomplete Visits, 43 3 3rd Party Data Analysis, 33 A Account Evaluation and Joint Goal Setting, 27 Account Information for External Business Partners, 58 Account Management, 29 Account Planning, 30, 34 Account Processing, 30, 35, 38 Account Review, 27 Accruals, 59 Activity Processing, 31, 35 Activity Scheduling, 35 Administration Costs Reductions, 21, 52 Align individual with corporate goals, 62 Analytics, 56 Analyzing Local Data with Mobile Client, 38 Analyzing Procurement Data, 20 Analyzing Spend, 19 Assortment and Placement, 26 Audit Management, 64 Automate - eliminate errors due to manual processes, 43, 44, 45 Average Development Cost per New Product, 11 B Better service levels, 16, 42, 43, 45, 64 Billing, 40 Billing Analysis, 38 Brand Management, 23 Brand Management Analytics, 23 Brand Planning, 9, 24 Break Even Point, 9 C CAD-Driven Design Process, 63 Campaign Analysis, 37 Campaign Execution, 25, 35 Campaign Management, 23 Campaign Planning, 34 Campaign/Event Cost Revenue Ratio, 28 Capacity Utilization, 9, 46 Cash Management, 40, 59 Category Definition, 26 Category Definition Account View, 26 Category Management, 25 Category Management for Consumer Products (S1), 26 Category Performance & Potential Analysis, 26 CATS Recording Working Times with additional Data, 61 Claim Management, 63 Collaborate with business partners, 15, 17, 25, 29, 54 Collaborative Planning, Forecasting & Replenishment, 15 Commission Simulation, 37 Company Growth vs. Market Growth, 9, 28 Complaint management and tracking, 62, 64 Complaints and Returns Analysis, 33, 37 Comply with future accounting and regulatory reporting requirements, 52, 62 Consumer Products Brand Management, 23 Continuous Improvement, 64 Contract Management, 19 Contract Processing, 31, 39 Contribution Margin Rate, 26 Corporate Governance, 60 Corporate Services, 61 Cost of Goods Sold, 19, 46 CP Direct Store Delivery (Collaborative), 43, 44, 45 New Product Development & Introduction (Collaborative), 11 Trade Promotion Management (Collaborative), 28 Creating or Changing Trade Items Based on Materials, 54 Credit Card Clearing for Travel Management and Financials, 62 Credit Management, 41, 58 Credit Memo Processing, 36 Cross Docking, 49 Customer Invoicing, Accounting Costs, 29 Customer Profitability Analysis, 32 Customer Satisfaction Index, 29, 34, 43, 44, 45, 52 Customer Segmentation, 23 Customer Service and Support with Interaction Center, 31 Customer-Specific Engineering, 63 Customs Duty Calculation, 52 Customs Processing Import, 53 D Delivery Performance to Scheduled Commit Date, 48 Demand and Supply Planning, 15 Demand Planning, 10, 16
Demand, Supply Planning Costs, 15 Develop new markets, 11, 56, 61 Digital Asset Management, 25 Direct Store Delivery, 42 Dispute Management, 58 Dispute Resolution, 32, 41 Distribution Costs, 48 Distribution Planning, 15 Document Management, 12, 63 DSD Order Fulfilment, 43, 44, 45 DSD paperbased, 42 DSD Visit Planning, 43, 44 E Efficient campaign planning and management, 64 Efficient promotion planning and trade spending, 26, 27, 64 Efficient sales planning and management, 26, 27, 34 EH&S IHS Accident Management, 62 EH&S OH Health Surveillance Protocol, 62 Electronic Bill Presentment and Payment for Business Customers (Assignment of Open Items), 58 Electronic Bill Presentment and Payment for Private Customers, 58 Emissions Management with SAP Environmental Compliance, 62 Employee Self Service Travel & Expense, 62 Empties Management, 42 Enable cross-sell/up-sell capability, 38 Engineering Change Management, 63 Enhanced Rebattes Processing, 41 Enterprise Asset Management, 64 Environment, Health and Safety Compliance Management Map, 62 Environment, Health, and Safety Compliance Management, 62 Environmental Auditing When Purchasing Hazardous Materials, 62 Environmental Vendor Managed Inventory, 62 Excise Duties, 50 Export Control, 53 Extend market share, 11, 23, 25, 27, 56 F Faultless Invoices, 54 Fewer returns, more efficient process, 64 Financial Accounting, 59 Financial Analytics, 56 Financial Statement Planning, 9 Financial Supply Chain Management, 58 Financials, 57 Finished Goods Inventory Days of Supply (Quantity), 48 Forecast Accuracy, 15, 17
G Gain market share, 9, 11, 27 Global Data Synchronization, 54 Global Traceability by Trace Tracker (P8), 52 Global Trade Services, 64 Gross Profit, 23 H Hazardous Substance Management for Customer Tailored Products, 62 Human Capital Management, 60 I Idea and Concept Management, 12, 23 Improve accounting processes, 59 Improve asset and maintenance management, 56, 64 Improve auditability of information and actions, 46 Improve capacity utilization, 46, 56 Improve cash management, minimize borrowing, 56, 58, 59 Improve collections, reduce receivables, 58 Improve customer retention and loyalty, 23, 29, 34, 42, 43, 45, 52, 64 Improve delivery of training & education, 60 Improve forecast accuracy, 15, 16, 56, 57 Improve inventory visibility, 59 Improve order fill rate, 64 Improve physical inventory process, 48 Improve procurement processes, 19, 20, 58, 64 Improve product quality, 46 Improve product/service quality, 64 Improve recruiting, hiring & HR processes, 60, 61, 62 Improve resource tracking, availability and uptime, 46 Improve retention of sales personnel, 60, 62 Improve RFQ/RFP processes, 19 Improve sales lead generation and process, 62, 64 Improved quality and accuracy, 52, 57, 64 Improved transparency and auditability of activities, 59 Improvement of regulatory compliance, 59 Inbound and Outbound Logistics, 48 Inbound Processing and Receipt Confirmation, 18, 49 Inbound Telesales, 41 Incentive and Commission Management, 62 Incentives & Commission Management, 34, 62 Incoming Material Quality, 19, 52 Increase collaboration (internally & externally, 20 Increase data transparency, 23, 52, 54 Increase productivity, 59 Increase volume of new products / designs with existing staff, 11 Indirect Sales, 42 In-House Cash - Central Payments, 59
In-House Cash - External Incoming Payments, 59 In-House Cash - Internal Payments, 59 Inquiry Processing, 31, 39 Integrate processes across divisions and functions, 19 Integrated Dangerous Goods Check in Sales and Shipping, 62 Investment Planning, 10 Investment Planning & Approval, 59 Invoice Accuracy Rate, 54 Invoicing, 21 L Lead Management, 23 Lead times product development, 11 Life-Cycle Data Management, 63 Listing, 30 Local Close, 59 Lower communications expenses, 9, 58, 62, 64 Lower cost procured goods and services, 19, 20 Lower logistics costs, 15, 16, 48, 57, 62, 63 Lower risk of employee accidents, 42, 43, 45 Lower risk of harm to employees and customers/clients/citizens, 62 M Machine wait time, 46 Management Accounting, 59 Management of Global Employees Transfer and Repatriation, 61 Management of Internal Controls, 60 Managing Catalog Content, 20 Manufacturing, 46 Manufacturing Execution, 46, 47 Manufacturing Monitoring and Control, 47 Manufacturing Workbench 6.6 by ORSoft (P2), 16 Market Launch, 13 Market Share, 9, 23, 26, 28 Market Success Factor, 9 Marketing Planning, 23 Marketing Planning and Budgeting, 25 Material Management and Planning Costs, 21 Maximize profitability by customer, 29, 56, 59, 64 Maximize profitability by product, 19, 26 Minimize manual processes, 59 MIPO 5.0 by SmartOps (P3), 16 Mobile DSD Order to Cash, 43 Mobile DSD Van Sales, 44 Mobile DSD Vansales Processing, 45 Mobile Inspections, 64 Monitoring of the success of mergers and acquisitions, 9 N New Product Development, 63 New Product Development and Introduction, 11 New Product Release Phase In, and Maintenance costs, 54
Number of End Products,SKUs, 23 Number of Supply Sources, 19 Number/Percentage Routes Settled Late, 43, 44, 45 O Online Maintenance of Customer Master Data, 58 Ontime Pricing to Customers, 38 Operational Procurement - Self-Service Procurement, 20 Operations Analytics, 56 Operations Support, 63 Optimize profitability by product, 9 Order Change Management (OCM), 63 Order Entry, 38 Order Entry to Date of Shipment Time, 38 Order Fulfillment Costs, 48 Order-To-Cash, 38 Originator-Related Costs Assignment of Waste Generation, 62 Outbound Processing, 17, 49 Outbound Telesales, 38, 39, 43 P Payment with Payment Advice and Clearing of Open Items at the Vendor, 58 Percent of New Customers per Year, 34 Percent Revenue Growth Existing Customers, 23, 29, 34 Percentage of Customer Complaints, 29 Percentage of Purchased Orders sent via Internet, 20 Percentage of Sales New Products, 11, 28 Percentage of suppliers getting shared forecasts (Supplier Collaboration), 15 Perfect Order Fulfillment, 38 Performance Management, 61 Performance Review, 27 Personalized customer interaction, 43, 44, 45 Physical Inventory, 50 Planning Account Volume with Mobile Sales, 29 Planning for Key Accounts, 28 Planning for Key Accounts with SAP BW, 29 PLM Data Replication in a Distributed Environment, 63 POS Data Analytics, 33 Preseller Order Taking, 44 Presentation to Customs, 53 Price Management, 30 Process Engineering, 63 Processing Information and Requests from Trading Partners, 55 Processing Purchase Orders, 17, 21 Procure To Pay, 20 Product & Process Data Accuracy, 52, 54 Product and Service Information, 31 Product Classification, 52 Product Cost Planning, 59
Product Development, 12 Product Safety, 52 Production Cycle Time, 46 Production Execution PCA 1.5 by Wonderware (P4), 47 Production Planning (Process Manufacturing), 46 Production Planning (Repetitive Manufacturing), 46 Production Scheduling, 47 Project and Portfolio Management, 63 Project Execution, 24 Project Management for R&D, 63 Project Planning and Scoping, 12, 24 Project Profit Margin, 26 Promotions and Pricing, 27 Prototyping and Ramp-Up, 12 Provide decision support, 9 Purchasing Values, 20 Q Quality Assurance and Control, 47, 54 Quality Engineering, 13, 52 Quality Improvement, 48, 53 Quality Management, 63 Quickly adpat to changing business environment, 62 Quotation Processing, 36, 39 R R&D costs as a % of Revenue, 11 Raise competitive barriers to entry, 25, 27 Rebate Agreement Processing, 41 Recipe Development, 63 Recipe Management, 14 Recording Time and Labor Data, 36 Recruitment, 60 Re-deploy labor to higher value-added activities, 56, 60, 61, 64 Reduce administration, improve business processes, 20, 23, 34, 38, 54, 56, 57, 58, 59, 60, 61, 62, 63, 64 Reduce cost-of-goods-sold (COGS), 46, 59, 64 Reduce error rate, 54 Reduce inventory levels, 15, 17, 20 Reduce order lead-time, 38, 48 Reduce order processing costs, 34, 38, 54 Reduce out-of-stock situation, 15, 16, 26, 48, 54 Reduce product returns, 52, 64 Reduce risks of fines and penalties, 48, 62 Reduce time-to-market & volume, 11, 19 Reduce transaction costs, 48, 58, 59, 61 Reduce travel related expense, 60, 62 Removing maintenance of interfaces (Financial Accounting, Cash Management and Risk Management), 59 Requirement Processing, 21 Resource and Time Management, 12 Responsive Demand Planning, 17
Responsive Replenishment, 16 Responsive Replenishment Planning, 17 Return On Sales, 23 Returns % Sales, 43 Revenue, 26 Route time, 43, 44, 45 S Safety Stock Planning, 16 Salary Benchmarking Services, 61 Salary Survey Participation, 61 Sales, 26, 34 Sales Analysis by Territory, 37 Sales and Shipping, 48 Sales Cycle Time (Orders), 38 Sales Force Management, 34 Sales Order Processing, 36, 40 Sales Order Processing B2B, 40 Sales Performance Analysis, 32, 37 Sales Quotation and Order Analysis, 32 Sales Returns, 40 Salesperson's Time Spent Selling (Percentage), 34, 43, 44, 45 Sanctioned Party List Screening, 54 SAP Account and Trade Promotion Management for Consumer Products (S3), 28, 29, 30, 31, 32, 33 SAP Brand and Category Management for Consumer Products (S4), 23, 24, 25, 26, 27 SAP BW Analysis with CRM Mobile Client, 38 SAP Demand and Supply Planning for Consumer Products (S7), 15, 16 SAP ERP (S9), 9, 10, 12, 13, 14, 17, 18, 19, 20, 21, 24, 26, 27, 28, 30, 31, 32, 33, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 52, 53, 54, 55 SAP Extended Manufacturing for Consumer Products (S15), 46, 47, 48 SAP Extended Procurement for Consumer Products (S16), 21 SAP Extended Sourcing for Consumer Products (S17), 19, 20 SAP Extended Warehousing and Logistics for Consumer Products (S18), 49, 50 SAP Incentive Administration by Vistex (S25), 29 SAP Learning Solution Business Scenario Overview, 60 SAP Manufacturing Integration and Intelligence (SAP MII) (S28), 47 SAP New Product Development and Introduction (NPDI) for Consumer Products (S30), 11, 12, 13, 14 SAP Paybacks and Chargebacks by Vistex (S31), 29 SAP Resource and Portfolio Management (SAP RPM) (S32), 11 SAP Sales Execution for Consumer Products (S34), 34, 35, 36, 37, 38, 39, 40, 41
SAP Supply Network Collaboration for Consumer Products (S35), 16, 17, 18 SAP Transportation Operations for Consumer Products (S36), 49 Scenario Planning, 25 Self-Service Support through FAQ and Solution Search, 32 Selling Expenses To Sales Ratio, 28 Service Provider One-Step Travel Management (Collaborative), 62 Shipment Tendering, 48 Shorten order-to-cash cycle, 38 Shorten proposal/quotation cycle, 38 Source Cycle Time, 21 Source of Supply Management, 13, 19 Speed innovative products / designs to market, 11, 42, 44, 45 Standard Sales Order Processing, 17 Strategic Portfolio Management, 11, 23 Strategic Purchasing and Sourcing, 19 Strategic Sourcing - Global Spend, 19 Strategic Sourcing with Bid Invitation, 19 Strategy Definition and Integrated Business Planning, 9 Strategy Management, 9, 24, 56 Strengthen partnerships and account management, 29, 43, 44, 45 Supplier Order Collaboration, 21 Supplier Quality Engineering Costs, 19 Supply Network Collaboration, 16 Supply Network Planning, 13, 15 Support for the strategic planning process, 9 Support risk management, 59
Synchronizing Data with Data Pool, 55 T Talent Management, 60 Talent Relationship Management, 60 Territory Processing, 35 Time to Market, 11, 19 Total Supply Chain Costs as a % of Revenue, 15 Traceability and Environmental Compliance, 52 Trade Promotion Evaluation, 29, 33 Trade Promotion Execution, 28 Trade Promotion Management, 27 Trade Promotion Planning, 28, 30, 34 Trade Promotion Validation, 28 Transportation Cycle Time, 48 Transportation Execution, 49 Transportation Planning, 49 Travel Expense Management, 36 Travel Management, 61 Treasury, 58 V Vendor Evaluation and Monitoring, 19 Vendor Managed Inventory (VMI), 15 Visibility to vendor/supplier inventory, 15 Visit Planning, 35 Volume Per Outlet (VPO) Change Per Route, 43, 44, 45 W Warehousing and Storage, 50 Waste Management, 53 Workforce Analytics, 57 Workforce Deployment, 61 Workforce Planning & Alignment, 61 Workforce Process Management, 61
13 APPENDIX
Analytics Financials Human Capital Management Corporate Services Operations Support
Suppliers & Partners
Analyze, Plan & Develop
Procure & Manufacture
Market
Sell
Deliver & Service
Strategic Planning Strategy Definition and Integrated Business Planning Time-to-Market New Product Development and Introduction Integrated Supply Chain Planning Demand and Supply Planning Responsive Replenishment Sourcing & Procurement Strategic Purchasing and Sourcing Procure To Pay Go-to-Market Brand Management Category Management Trade Promotion Management Account Management Sales Execution Sales Force Management Order-To-Cash Direct Store Delivery Demand Fulfillment & Execution Manufacturing Inbound and Outbound Logistics Data Exchange & Legal Requirements Traceability and Environmental Compliance Global Data Synchronization Enterprise Management & Support
Analytics Financials Human Capital Management Corporate Services
Suppliers & Partners
Analyze, Plan & Develop
Procure & Manufacture
Market
Sell
Deliver & Service
Analytics Financial Analytics Operations Analytics Financials Financial Supply Chain Management Talent Management Treasury Financial Accounting Human Capital Management Workforce Process Management Corporate Services Travel Management Environment, Health, and Safety Compliance Management Operations Support Project and Portfolio Management Quality Management Incentive and Commission Management Workforce Deployment Management Accounting Corporate Governance Workforce Analytics
Life-Cycle Data Management
Enterprise Asset Management
Global Trade Services

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Consumer Products - Beverage

Consumers, Customers (e.g. Retailers) & Channel Partners

Consumer Products - Beverage ....................................................................................... 1 1 Strategic Planning .......................................................................................................... 8

3 Integrated Supply Chain Planning............................................................................... 14

4 Sourcing & Procurement.............................................................................................. 18

6 Sales Execution ............................................................................................................ 33

7 Demand Fulfillment & Execution ................................................................................. 45

8 Data Exchange & Legal Requirements ....................................................................... 50

9 Enterprise Management & Support ............................................................................. 56

Strategic Planning Strategy Definition and Integrated Business Planning

1.1 Strategy Definition and Integrated Business Planning

1.1.1 Strategy Management

1.1.2 Financial Statement Planning

1.1.3 Brand Planning

1.1.4 Demand Planning

1.1.5 Investment Planning

Time-to-Market New Product Development and Introduction

2.1 New Product Development and Introduction

2.1.1 Strategic Portfolio Management

SAP Resource and Portfolio Management (SAP RPM) (S32)

2.1.2 Idea and Concept Management

2.1.3 Project Planning and Scoping

2.1.4 Resource and Time Management

2.1.5 Product Development

2.1.6 Prototyping and Ramp-Up

2.1.7 Document Management

2.1.8 Quality Engineering

2.1.9 Source of Supply Management

2.1.10 Supply Network Planning

2.1.11 Market Launch

2.1.12 Recipe Management

3 Integrated Supply Chain Planning

3.1 Demand and Supply Planning

3.1.1 Distribution Planning

3.1.2 Supply Network Planning

3.1.3 Supply Network Collaboration

3.1.4 Safety Stock Planning

3.1.5 Demand Planning

3.2 Responsive Replenishment

3.2.1 Responsive Demand Planning

3.2.2 Responsive Replenishment Planning

3.2.3 Standard Sales Order Processing

3.2.4 Processing Purchase Orders

3.2.5 Outbound Processing

3.2.6 Inbound Processing and Receipt Confirmation

4 Sourcing & Procurement

Sourcing & Procurement Strategic Purchasing and Sourcing Procure To Pay

4.1 Strategic Purchasing and Sourcing

4.1.1 Analyzing Spend

4.1.2 Vendor Evaluation and Monitoring

4.1.3 Source of Supply Management

4.1.4 Managing Catalog Content

4.1.5 Analyzing Procurement Data

4.2 Procure To Pay

4.2.1 Supplier Order Collaboration

4.2.2 Requirement Processing

4.2.3 Processing Purchase Orders

5.1 Brand Management

5.1.1 Brand Management Analytics

5.1.2 Idea and Concept Management

5.1.3 Strategic Portfolio Management

5.1.4 Strategy Management

5.1.5 Project Planning and Scoping