Why New Business Suite??

Digital Economy
The digital economy extends well beyond
digitization and automation. Instead, this new
paradigm harnesses multiple advanced
technologies and new technology platforms.

Those technologies and platforms include but

aren't limited to: hyper connectivity, the internet
of things (IoT), big data, advanced analytics,
wireless networks, mobile devices and social
media.

The digital economy uses these technologies,

both individually and in concert, to rework
traditional exchanges and enable new ones.
 • The digital economy is the worldwide network of
economic activities, commercial transactions and
professional interactions that are enabled by
information and communications technologies

• It can be succinctly summed up as the economy based on

digital technologies.

• Don Tapscott first coined the term digital economy in his

1995 best-selling book The Digital Economy: Promise and
Peril in the Ageof Networked Intelligence.
Real Time Business
Doing business on a real-time basis has become a
prerequisite to survival. Businesses must now satisfy
the needs of customers in the moment, from
anywhere, on any device, at any time.

This approach to doing business places radically new

demands on how businesses operate and the
technology they need to ensure ongoing success.

However, the new paradigm of real-time business

can be a competitive advantage instead of a
disruptive force by enabling businesses to capitalize
on.
 Oil and Gas Industry
In the oil and gas industry, real-time data is critical to
monitor drilling sites. Shell, for example, maintains
six real-time operation sites around the world, in
Houston; New Orleans, La.; Miri, Malaysia; Muscat,
Oman; Port Harcourt, Nigeria; and Aberdeen, UK.

These centres provide around-the-clock monitoring

of the firm’s assets and operations. Considering
some of the strides of the world’s most formidable
retailers and consumer products companies in
championing real-time operations (Walmart and
P&G, to name but a few)—and the clear
opportunities to improve critical areas of the
business such as supply chain management and
inventory control, it seems particularly surprising
that these sectors would rate so low on our survey.
Realtime -Drivers of Adoption
For “early implementers”—firms that have
already adopted real-time business methods—
use is pervasive across the enterprise: Upwards
of 95% of these respondents have some form of
real-time business applications in place across
all departments. And the commitment to real-
time business is substantial.

For each of the functions identified (consumer

experience; supply-chain management;
production; sales and marketing; financial and
business risk; and product design and
innovation), over 50% of early implementers
report a high or very high degree of adoption.
Customer experience and supply chain
management top the ranking (each at 64%),
followed closely by production processes
(63%), and sales and marketing (62%).
Realtime -Drivers of Adoption Contd…
Naturally, obtaining a strategic
benefit is a key driver for
implementing real- time
operations. Among early
adopters, growth in market
share (77%) is the most
frequently cited driver for
adoption.

This is followed by building

service and/or quality
advantages (71%), expanding
addressable markets (68%) and
building cost advantages (67%)
Realtime - Big wins across businessmetrics
Clearly, the purpose of real-time operations is
to help companies make better decisions and
speed time to market. As such, it is of little
surprise that early adopters cite increased
revenue (31%) and cost reduction (35%) as the
most important benefits. In this area, real-
time operations seem to offer a tangible
benefit: On average, companies that have
implemented such systems are seeing revenue
gains of 21% and cost reductions of 19%. In
fact, among early adopters, 77% report
revenue gains
For some companies, the benefits are even more
substantial. Oil and gas firms report revenue gains
of 36%, which are significantly greater than those
in the consumer products sector (revenue gains of
14%).
Business-to-business operations (27%), meanwhile,
also report significantly higher revenue gains than
business- to-customer units (13%). The higher figures
may be attributed to the fact that firms in these
categories are further along the implementation
curve, suggesting a connection between real-time
operations and revenue.
 Supplier Collaboration
Sixty-five percent of procurement practitioners say
procurement at their company is becoming more
collaborative with suppliers, according to The
Future of Procurement, Making Collaboration Pay
Off, by Oxford Economics.

Why? Because the pace of business has increased

exponentially, and businesses must be able to
respond to new market demands with agility and
innovation. In this climate, buyers are relying on
suppliers more than ever before. And buyers aren’t
collaborating with suppliers merely as providers of
materials and goods, but as strategic partners that
can help create products that are competitive
differentiators.

Supplier collaboration itself isn’t new. What’s new is

that it’s taken on a much greater urgency and
importance.
Supplier Collaboration Contd…
Supplier collaboration has always been a function of maintaining a delicate balance
between demand and supply. For the most part, the primary focus of the supplier
relationship is ensuring the right materials are available at the right time and location.
However, sourcing managers with a narrow focus on delivery are missing out one of the
greatest advantages of forging collaborative supplier partnerships: an opportunity to
drive synergies that are otherwise perceived as impossible within the confines of the
business. The game-changer is when you drive those synergies with thousands, not
hundreds of suppliers. Look at the Apple Store as a prime example of collaboration en
masse. Without the apps, the iPhone is just another ordinaryphone!

Collaboration comes in more than oneflavour

Suppliers don’t just collaborate with you to provide a critical component or service. They
also work with your engineers to help ensure costs are optimized from the buyer’s
perspective as well as the supplier’s side. They may even take over the provisioning of an
entire end-to-end solution. Or co-design with your R&D team through joint research and
development. These forms of collaboration aren’t new, but they are becoming more
common and more critical. And they are becoming more impactful, because once you
start extending any of these collaboration models to more and more suppliers, your
capabilities as a business increase by orders of magnitude. If one good supplier can
enable your company to build its brand, expand its reach, and establish its position as a
market leader – imagine what’s possible when you work collaboratively with hundreds
or thousands of suppliers.
Supplier Collaboration- Co-marketing
Co-marketing is a win-win

Look at your list of suppliers. Does anyone have a brand

that is bigger than your company’s? Believe it or not,
almost all of us do. So why not seize the opportunity to
raise your and your supplier’s brand profile in the
marketplace?

Take Intel, for example. The laptop you’re working on right

now may very well have an “Intel inside” sticker on it.
That’s co-marketing at work. Consistently ranked as one of
the world’s top 100 most valuable brands by Millward
Brown Optimor, this largest supplier of microprocessors is
world-renowned for its technology and innovation.
For many companies that buy supplies from Intel, the
decision to co-market is a strategic approach to convey
that the product is reliable and provides real value for
their computingneeds.
 Digital Transformation Examples
There are numerous examples of traditional Standard Banking
companies transforming to succeed in the digital
economy aswell.

Take retailers, for example. Most retailers initially

developed websites to enable online sales. As the world
moves more fully into the digital economy, forward-
thinking retailers now leverage technologies to reach
and serve customers through a variety of channels. Digital Banking
These retailers use online sales and mobile apps to
identify buyers, whether they're shopping via the
internet or in person.

They can collect and analyse each customer's browsing

and sales data to better understand their interests. And
they can use that data to reach out to customers via
social media, allowing for better service and ultimately
higher sales and increased brand loyalty.
Digital Transformation - Waves of disruption
The digital economy has
created waves of
disruption.New companies
and new ways of interacting
have emerged. Your text here

However, many companies

and industries that did not or
could not capitalize on the
technologies to change their
operations have faced
declining sales, falling market
share and even complete
collapse.
Digital Transformation - Waves ofDisruption
Blockbuster and other content rental
shops that did not adopt streaming
technologies quickly enough shuttered
their operations.
The taxi industry is now struggling to
compete for customers who find Uber
and Lyft easier to use.
Kodak and other camera equipment
companies that didn't move to digital
formats and online sharing platforms
drastically shrank their product
offerings as smartphones and social
media platforms replaced film and
photo albums
Real-Time Data
The pace of business, too, has dramatically accelerated.
Customers and clients expect their queries and problems to be
addressed immediately. In an uncertain global market where
there are many more competitors and constant change,
executives know that success depends on the ability to take fast
action and make rapid decisions. Indeed, in the business world
today, speed is not only expected, but required.

Real-time data can lead tobetter efficiency

By tracking systems, products, and equipment performance in

real-time, quick decisions can be made that can greatly effect
the efficiency of an entire department. By understanding which
operational analytics have an impact on overall business
performance, decision makers can be sure to track, measure, and
tweak accordingly, which can decrease costs or lead to finding a
“better way” to make processes runsmoother.
For instance, by analysing a delivery truck in real-time and
tracking the route and fuel use, the overall process can be
evaluated to find out if there is a better route that may minimize
fuel consumption and increase speed of performance
SAPDigital Core
Digital Transformation Impact on Supplychain

➢ Digital Economy

➢ Customer Centricity

➢ Individualized Products

➢ Sharing Economy

➢ Resource scarcity
Customer Centricity
Customer Centricity Contd…
Customer Centricity Contd…
Customer Centricity Contd…
Customer Centricity Contd…
SAPERPBusiness Suite Application
SAP Application is one of the most powerful ERP business software that comes in bundle as a
SAP Business Suite. SAP Business Suite is based on SAP NetWeaver that provide industry
specific functions, integration of process, collaboration and interfaces.

It provides a solid foundation for your business outcome that helps to improve your
organizational operations, process, services and profit.

SAP Business Suite helps in your business strategy, increases your operational efficiency,
addresses the day to day business challenges, ease you to opt the business changes and
process.

SAP Business Suite are designed in such a way that can work with other SAP and non-SAP
software. It can be deploy phase wise and company can have own timeline to implement as per
their business need.

The five core applications that constitute SAP Business Suite are :

- SAP SCM - Supply Chain Management

- SAP CRM - Customer Relation Management
- SAP SRM - Supplier Relation Management
- SAP ERP - Enterprise Resource Planning
- SAP PLM - Product Lifecycle Management.
S/4HANA and Business Suite Versions
S/4HANA – The Digital Core
S/4HANA – The Digital Core Contd…
S/4HANA – The Digital Core Contd…
S/4HANA – Options
S/4HANA – The Digital Core Transformation
S/4HANA – The Digital Core Transformation
SAPS/4HANA – The 3 Transition Scenarios
SAPSOHto S/4HANA
HANA – data base as Core - Applications
HANA – data base as Core - Applications
SAPBusiness Suite to SAPHANAScenarios
SAPHANA – Key Differentiators
SAPHANA Enterprise Cloud
The SAP HANA Enterprise Cloud is a private
cloud hosting service.

The cloud service hosts SAP Business Suite

software, which includes SAP HANAcustom and
out-of-the box applications and SAP NetWeaver
Business Warehouse software on a single
instance of the SAP HANA in-memory database
platform. The move was made to offer
customers an easier, more comprehensive way
to deploy SAP HANA compared with on-
premises HANA deployments.

According to SAP, the key advantages of HANA

Enterprise Cloud-- and SAP HANA in general -- is
that transactional and analytical data can be
processed at faster speeds when compared with
traditional database platforms.