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Challenges, Strategies, and Solutions Quick Implementation Why SAP? Why Now?
Increase margins with virtual manufacturing capabilities YOUR FOCUS throughout the extended supply chain Increase Shareholder Value Improve time-to-market by fostering engineering and product Increase Revenue and Profit Margins development collaboration Gain Operational view of all external a complete Excellence and internal processes and Product Leadership operations Improve Customer Satisfaction Foster customer loyalty with cuttingedge customer service and support
Business STRATEGY
YOUR FOCUS Increase Shareholder Value Increase Revenue and Profit Margins Cost Leadership Product Leadership Improve Customer Satisfaction
Business STRATEGY
DIFFICULT TO CONTROL
Lack of visibility Hard to enforce corporate policies
Business Enabler
IMPOSSIBLE TO CHANGE
Multiple costly integration points Redundant and inconsistent data
Ability to EXECUTE
You need a business enabler to help your organization refocus on your strategies!
SAP AG 2005, Midmarket Industrial Machinery & Components/ #
Market Forces
Price erosion due to globalization and cyclical capital investment Customer demands for customized products with short lead times Decreasing customer loyalty Increasingly complex customer base and regionally diverse customer base Trend toward offshore manufacturing
Market Forces
Price erosion due to globalization and cyclical capital investment Customer demands for customized products with short lead times Decreasing customer loyalty Increasingly complex customer base and regionally diverse customer base Trend toward offshore manufacturing
Margin Pressures
Challenges
Increasing cost pressure due to globalization
Increased demand for customized products and options Lack of operational efficiencies, leading to higher inventories
Strategies
Reduce cost through strategic sourcing
Optimize production process Cut production costs through outsourcing and offshore manufacturing Improve asset utilization through better production planning
Benefits
Lower material cost Lower capital commitment Lower operating costs
Streamline production
Optimize inventory levels Manage asset utilization
Kaeser reduced production lead times by up to 15% and lowered the inventory level for spare parts in its subsidiaries by 23% Leybold reduced the number of people involved in planning process from 90 to 4 and achieved overall cost savings of approximately 1 million per year.
Trumpf Improved processes and increased productivity in production planning, logistic controlling, and quality assurance.
SAP AG 2005, Midmarket Industrial Machinery & Components/ #
Market Forces
Price erosion due to globalization and cyclical capital investment Customer demand for customized products with short lead times Decreasing customer loyalty Increasingly complex customer base and regionally diverse customer base Trend toward offshore manufacturing
Time-to-Market
Challenges
Engineers spend up to 80% nonvalue added time during product definition. (CIM Data)
Strategies
Design to minimize complexity and support material cost optimization
The success rate of new product Conduct collaborative design introductions has dropped from with dispersed design locations 75% to 25% over the last decade. and with large customers to eliminate inefficiencies in the Product innovation cycles in the design process IM&C industry are shortening.
Benefits
Shorter product innovation cycles Streamlined development process with reduced R&D costs The ability to market the right product at the right time Technology leadership resulting in additional pricing power
Thanks to mySAP Product Lifecycle Management, we could significantly lower costs. Higher-quality product data is now available earlier in the development process.
Thomas Hirtz, Project Leader, Schuler Pressen
With mySAP Product Lifecycle Management, we are able to shorten product development time, achieve higher customer satisfaction, and benefit from competitive advantages.
Erlfried Koenig, IT Manager, Uhlmann Pac-Systeme GmbH & Co. KG
Market Forces
Price erosion due to globalization and cyclical capital investment Customer demand for customized products with short lead times Decreasing customer loyalty Increasingly complex customer base and regionally diverse customer base Trend toward offshore manufacturing
Visibility
Challenges
Increased speed of business Need to identify and quickly respond to competitive threats and emerging business opportunities Greater scrutiny of corporate accounting practices by governments and the financial community
Strategies
Integrate data from heterogeneous sources to obtain a complete view of all external and internal processes and operations
Gain complete insight into the processes of customers, partners, and employees
Identify and standardize key performance indicators
Benefits
Better information for employees to foster optimized decisions Greater responsiveness to changing conditions Compliance with government regulatory requirements
Trumpf is centrally monitoring production and logistics KPIs for eight plants.
Market Forces
Price erosion due to globalization and cyclical capital investment Customer demand for customized products with short lead times Decreasing customer loyalty Increasingly complex customer base and regionally diverse customer base Trend toward offshore manufacturing
Customer Loyalty
Challenges
Fewer distinct technical differences commoditization of machines and components Pricing pressure on new machinery increases, importance of aftersales business New technologies encourage cherry picking in aftermarket Aftermarket business is turning into a competitive battle ground
Strategies
Generate new revenue streams through value-added services and proactive maintenance Exploit up-selling and crossselling potential
Benefits
Offer improved service with 24x7 availability Allow for bundles of service offerings and maximize margins on these offerings Improve customer satisfaction and retention Increase revenues and profitability
Halton is offering customers complete, end-to-end solutions. Komatsu is putting self-service tools into customers hands. Mennekes significantly increased customer service and customer satisfaction.
SAP AG 2005, Midmarket Industrial Machinery & Components/ #
time
SAPs phased implementation approach provides the following benefits: Addresses key business issues from an industry-specific perspective Limits business disruption through predefined services focused on industry best practices Supports future growth Delivers business value through the service providers that best fit customer needs:
Customers can choose familiar industry partners Customers can choose SAP if needs dictate
More than 60% of all SAP R/3 implementations are accomplished in less than nine months.
40
30 25%
40%
35%
20
10 0 10-11 weeks 12-13 weeks 14-16 weeks
Recent implementations of SAP solutions at midsize companies have averaged only 13 weeks.
Implementation 20 weeks
Joint venture of Kodak and Heidelberger Druckmaschinen AG, supplying the printing industry.
Challenge Integrated business processes, a consistent platform to improve and standardize information systems for its global business operations.
Implementation 16 weeks
Result All business processes and information systems are now linked with other family companies, which dramatically improves operational efficiencies.
Challenges, Strategies, and Solutions Quick Implementation Why SAP? Why Now?
12 million users. 69,700 installations. 1,500 partners. 28,900 people in more than 50
countries. 27 industry solutions. $7 billion in revenue and over $1 billion annually in R&D.
SAP is the recognized leader in providing collaborative business solutions for all types of industries and for every major market. SAP is the worlds largest interenterprise software company and the worlds third-largest independent software supplier overall. SAP will continue to provide you with solutions for all future trends to protect your investment.
SAP AG 2005, Midmarket Industrial Machinery & Components/ #
50%
40% 40%
40%
30%
21% 22% 17% 16% 5% 21% 18% 16% 20% 17% 16% 4% 20% 17% 16% 18% 18% 15% 3% 18% 17% 15% 17% 17% 16% 14% 14% 2% 13% 2% 15% 15% 12% 2% 14% 14% 12% 2% 15% 13% 11% 2%
20%
19% 16%
10%
4% 4% 3%
2%
0%
Q2 2000Q1 2001 Q3 2000Q2 2001 Q4 2000Q3 2001 Q1 2001Q4 2001 Q2 2001Q1 2002 Q3 2001Q2 2002 Q4 2001Q3 2002 Q1 2002Q4 2002 Q2 2002Q1 2003 Q3 2002Q2 2003 Q4 2002Q3 2003 Q1 2003Q4 2003E
I2*
PSFT&JDEC*
Oracle **
Siebel*
SAP AG
* Forecast by Financial Analysts (I2,PSFT&JDEC,SEBL) ** Fiscal year is not calendar year - Comparison based on most recent quarter (e.g. SAP Q1 vs. Oracle Q3) Source: CMI Analysis based on Company Data and Financial Analysts Estimates as of January 20th 2004
Challenges, Strategies, and Solutions Quick Implementation Why SAP? Why Now?
In Summary
SAP is flexible so it grows with your business:
Allows for increasing market share Scales to meet your needs Gives you operational visibility Helps shorten time to market Helps improve customer loyalty