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SAP Financial Excellence

21 Posts authored by: Birgit Starmanns

Four months ago, we initiated an opt-in customer-facing newsletter! Each issue contains valuable information about SAP's portfolio for financial solutions, including SAP solutions for enterprise performance management; SAP solutions for governance, risk and compliance; and SAP ERP Financials. Read about finance best practices, relevant news and customer stories, and upcoming event details.

We have received very good feedback to date. Links to prior issues are below:

  • May issue: introduces the newsletter, announces SAP's leadership in Gartner's Magic Quadrant for Corporate Performance Management, highlights a benchmarking report on travel and expense management, and announces several new rapid-deployment solutions.
  • June issue: highlights recognition SAP has gained as market share leader in EPM, GRC and ERP, recaps the SAP Insider keynote, promotes thought leadership in the financial close and in shared services, and highlights new releases focusing on disclosure management and XBRL, and finance solutions on SAP HANA.
  • July issue: provides an overview of how the solutions across different portfolios complement each other for a complete, end-to-end finance solution. New releases and demos focus on travel management, shared services and receivables management.
  • August issue: focuses on mobility apps and their value proposition for a finance audience, including the release of two new finance mobile apps that provide for insight into departmental spend and analysis of net margin, and highlights a news feature of SAP’s CFO.

Each issue also highlights five customer successes, either through video or a published customer success story, as well as upcoming events and webinars that are relevant to a finance audience.

To receive future issues via e-mail, subscribe here: http://www.sap.com/finance-newsletter

Building on the CFO and Finance Leadership Center announced in August 2011 (www.sapcfo.com), we are pleased to announce a new customer-facing newsletter, which will enable us to connect with customers who have a specific interest in our financial solutions. The SAP Solutions for Finance e-mail newsletter will be sent out on a monthly basis.

Each issue will contain valuable information about SAP's portfolio for financial solutions, including SAP solutions for enterprise performance management; SAP solutions for governance, risk and compliance; and SAP ERP Financials. The content will include information about upcoming events and webinars, solution updates, customer successes and thought leadership materials.

Please register below to receive these updates; the first issue will be published in April 2012:

https://www.sap.com/campaign/ne/newsletter/g_nl_subscription_solutions_finance/index.epx

We look forward to serving our customers more directly with up-to-date news about our portfolio of financial solutions.

 

You've heard about it - and you may already have even seen it. Now it's time to dig into the details of SAP BusinessObjects Disclosure Management, SAP's solution that helps companies manage the creation, publication, and filing of their financial statements and regulatory disclosures, including XBRL filings. And we have several options for you to learn more.

 

The Webcast - with Aberdeen Group

Join us for a webcast with Aberdeen and SAP: Effective Disclosure Management: Improving Compliance and Organizational Communication. Aberdeen examines disclosure management practices across businesses to understand the processes and technologies that they have in place to address financial visibility, predictability, compliance, and audit control. SAP discusses the disclosure management application, and how it can help companies reduce the time, risk and cost of disclosures.

The webcast took place on August 18, 2011. To view a replay, register here.

 

The Road Show - with FEI (Financial Executives International)

This four-city tour is focused on Building the Business Case for Disclosure Management. You will have the opportunity to hear from PwC, SAP and cundus, in a half-day seminar that will focus on trends, issues, and strategies for accelerating the financial close, with a concentration on automating the financial and regulatory disclosure processes.

Register through the FEI events page; start time is 8 am, at the following four locations:

  • September 13, 2011, New York, NY (register).
  • September 14, 2011, Chicago, IL (register).
  • September 15, 2011, San Francisco, CA (register).
  • September 20, 2011, Dallas, TX (register).

 

Related Information

To see more details about SAP BusinessObjects Disclosure Management, see the Disclosure Management, The Movie, read the Disclosure Management, Defined, or visit us online.

See you this fall!

When a new solution is announced, the most commonly asked question is: what does it look like?

Watch this video to learn about the pain points of producing, publishing, and filing financial statements and disclosures, and how SAP BusinessObjects Disclosure Management can benefit a company through increased speed and flexibility, collaboration, and compliance and control.

Included, of course, are screenshots of the new solution.

 

Many companies have streamlined the process of closing the books - both at the legal entity level and the corporate level - through the use of enterprise software solutions. 

But what happens after the last entry has been made in your consolidations system? Often, manual processes again take over; there is a proliferation of documents in spreadsheet and word processing formats; conflicting edits are made to the same information in different document versions; approvals are often sent on e-mail and are not saved as part of an audit trail.

Companies can realize significant savings by implementing a solution that allows them to reduce the time, risk and cost of regulatory disclosures, by managing the production, publication and filing of financial regulatory statements and reports. The SAP BusinessObjects Disclosure Management application, which was acquired from cundus as announced in a press release in December, 2010, was released in April, 2011.

The primary benefits and features of the disclosure management solution include:

  • Speed and flexibility. Data from various systems is brought together for one source of the truth. Source data can come from consolidations, core financials, and business intelligence systems, as well as spreadsheets and manual entry; the finance organization can refresh the disclosure data from the source systems at any time. The information from multiple source systems is then combined with narrative to construct financial and regulatory statements.
  • Collaboration. A built-in workflow manages the editing and approvals processes between teams and individuals. A financial statement is broken down into chapters and sub-chapters; only one editor can work on a chapter at any given time. The workflow controls the notification of other team members when a chapter or a statement is complete. A comparison of any two versions, highlighting the changes made, can be made at any time.
  • Compliance and control. Approvals of individual chapters, and of the overall financial and regulatory statements, maintain a compliant audit trail. Once approved, the financial statements can be published in multiple publication-ready formats, including Microsoft Office (Word, Excel and PowerPoint), Adobe PDF and HTML. The same data used for the financial statements can also be tagged and electronically filed in XBRL format.

The diagram below depicts the process at a high level, from inputs, to the processes management by SAP BusinessObjects Disclosure Management, to the financial reports and statement outputs.

To find out more about the new solution:

How do you move costs between controlling objects in SAP, for example between cost centers, or from a cost center to a production order?

In most legacy systems, costs would be moved between cost centers by posting a financial journal entry. Instead, in SAP, we have a separation between FI and CO in SAP ERP that I described in my Back to Basics: FI and CO 101 blog. Primary cost elements mirror the P&L accounts for which you want to track costs at a more detailed level, as I showed in my Back to Basics: Primary Cost Elements 101.

When costs are moved between controlling objects in SAP, a document is posted only within the CO module, not in FI.

How? Enter the secondary cost element.

A secondary cost element represents postings that occur between controlling objects within CO. A secondary cost element is essentially an account that exists only in the CO module, not in FI. When costs are moved (e.g., from one cost center to another using an assessment, or from a cost center to a production order), no postings are made to the FI P&L. Instead, a secondary cost element is used to track that posting in a CO document.

It is up to each individual company to decide to what level of detail these CO postings should be posted. The diagram below illustrates a common design used by many companies. While it is possible to create only very few secondary cost elements to allow allocations to take place, most companies want tracability to reflect a certain amount of detail in their allocations to identify the source of these postings. For that reason, multiple secondary cost elements are typically created, which allow tracking on a more detailed level in CO reporting.

There is no direct mapping between the primary cost elements and secondary cost elements. The dotted line in the diagram below indicates that there is logic, but it is defined in the set-up of the type of allocation taking place.

To name only a few examples:

  • For allocations between cost centers using assessments, the secondary cost element is defined in the assessment cycle, or in an allocation structure, that maps the source cost element(s) to the assessment cost element(s). This is the example shown in the diagram below.
  • For activities that are posted from a production cost center to a production order, secondary cost elements reflect the differnt activities that take place during the manufacturing process. The activity type master record contains the secondary cost element used for posting. If desired, the activities can be tracked by different secondary cost elements, including labor time, machine time, and set-up time.
  • For applying overhead, the secondary cost elements are defined in a costing sheet; if desired, different secondary cost elements reflect the different types of overhead, such as material overhead, labor overhead, and administrative overhead.

 

The diagram above shows a very simple example to illustrate the difference  between primary and secondary cost elements. A debit of $50 is made to P&L account (and primary cost element) 123, which is posted to cost center AB. A second debit is made to P&L account (and primary cost element) 901, which is also posted to cost center AB.

As part of a month-end assessment, the total amount, $100, is assessed out to two different cost centers; the allocation can be based on data captured for the receiving cost centers, such as direct costs or the usage of a resource. While the same secondary cost element can be used, in our example, we will use a different secondary cost element for tracability.

Let's look at the posting to cost center AB. For different primary cost elements, a different rule can be used for the allocation out of AB to cost centers CD and XY. For costs originally posted with primary cost element 123, cost centers CD and XY each receive $25; the secondary cost element 623 traces this allocation. For primary cost element 901, cost center CD receives $40, while cost center XY receives $10; the secondary cost element 601 captures this allocation. From a G/L standpoint, the P&L accounts 123 and 901 still contain the original expense of $50 each.

And as with any rule, there is always an exception. You can retain the original primary cost element if you use a special type of allocation, a "distribution," to move costs from an originating cost center to one or more receiving cost centers. The distribution is captured in a CO document, a journal entry in FI is still not necessary.

Ultimately, the design of how you choose to use secondary cost elements can be as simple, or as complex, as you need in order to gain enough visibility to manage your costs. 

The accountants are talking about General Ledger accounts. The department managers are talking about cost elements.

What's the difference?

As a follow up to Back to Basics: FI and CO 101 discussing the difference between FI and CO, a primary cost element is a master record in the CO module; it represents a P&L account (from FI), and is used in controlling processes (in CO). A primary cost element uses the same account number as its G/L counterpart.

When a posting is made to a P&L account, the system checks to see if a primary cost element exists. If so, it requires that a controlling object is entered. These controlling objects - including cost centers, projects, internal orders and production orders, to name a few - provide the capability of tracking the costs associated with these P&L accounts on a more detailed basis.

To illustrate this logic, the diagram below shows that if a posting is made to account 123, it has a corresponding cost element; therefore, the system requires a controlling object to be referenced, in this case project (WBS element) XYZ. If, instead, the posting is made to account 456, there is no primary cost element, and no controlling object is entered. Examples of P&L accounts for which cost elements are commonly created include resources that are used during manufacturing, such as salary expenses, material consumption accounts, and expense accounts for overhead costs such as utilities. Examples of P&L accounts that are not created as cost elements include the work in process offset account and manufacturing variance accounts that will be written off. (Note that the strategy of not creating variance accounts as cost elements may be different if you have implemented CO-PA, or profitabililty analysis - a topic for another time.)

You may want to limit which accounts/primary cost elements can post to particular controlling objects. The G/L account contains the field status group; the field status group determines which fields are open for entry. For P&L accounts with corresponding cost elements, you can define, by account, which controlling objects are available for posting. For example, some accounts used for product costing may only allow postings to (production) orders, while other accounts may allow postings to cost centers and to orders - and to projects.

For many financial entries, the controlling objects are entered manually during the creation of a journal entry. In logistics processes, such as production/product costing, the controlling object - such as a production order - is defaulted directly from the manufacturing processes. In this case, multiple documents are created:

  • An inventory document to capture the material quantity posting.
  • A financial journal entry to the inventory account on the balance sheet, and the material consumption account on the P&L.
  • A CO document, which references the production order.

As a final point, when reporting on controlling processes, the source document is the CO document.

At the Fall 2010 ASUG/SBOP conference in Orlando, I asked a room full of attendees whether they are familiar with the difference between FI and CO. Exactly half the hands went up. That tells us while there are many veterans of SAP ERP Financials implementations, many others are new to the concepts.

The short answer to that question is that FI refers to financial accounting, and CO to controlling, or managerial accounting.

But what does that mean?

On the simplest level, it means that the General Ledger accounts reside in FI, while the financial information about internal organizational entities, such as cost centers and projects, resides in CO. And as we increasingly leverage analytical tools, it is important to understand where the data resides so that we can better understand it during on-going business analysis, for example using the SAP BusinessObjects solutions.

Let's look at a simple example of FI/CO. In many legacy systems, the chart of accounts - the actual General Ledger account coding block - includes the cost center as part of the account number. If we take the G/L accounts 123 and 456, and cost centers AB, CD and XY, which are allowed to post to these accounts, the coding block of these legacy chart of accounts includes both the account and the cost center, requiring an exponential increase in the number of G/L accounts (see the left side of the diagram below). It also means that each time a new cost center is created, the updates to the master data can be very time-consuming, since may new accounts need to be created.

How is SAP different?

The chart of accounts contains only the "pure" G/L accounts. The organizational entities, in this example the cost centers, are represented by their own master data. In a journal entry, then, the G/L account and the cost center are represented by two different fields (see the right side of the diagram below). Reporting in SAP ERP on the cost centers, then, does not involve reporting directly on the G/L accounts in FI, but instead on the cost centers in the CO module. (A note to the veterans: I will discuss the concept of cost elements in a subsequent blog).

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Agile. Connected. Metric-driven.

These were the words I used to describe the characteristics of a Best-Run Finance organization in the SAP InSight, first published in 2008, which I summarized in my blog, Best-Run Finance - What are the Key Factors?

In the course of two years, it's amazing what changes - and what does not. IFRS considerations have gained momentum. A new benchmarking survey focusing on Financial Shared Services was launched in 2009, which provided updated statistics, and which also looked at the maturity level of organizations using shared services.

We found that companies continue to reap the rewards of squeezing efficiencies out of their transactional processes, and spending more of their resources on strategic and analytic activities; companies realized benefits in the operating margin of +38% (published in the 2008 paper), now +36% (published in the 2010 paper). The accompanying change in the cost of finance as a percentage of revenue is more staggering - by becoming more strategic, the cost of finance dropped 30% (in 2008); today, the cost of finance  dropped by up to 52%, no doubt reflecting the focus on cost-cutting due to the recent business environment.

And, of course, there are many new stories that highlight the benefits that our customers have achieved!

Read the updated SAP InSight.

Birgit Starmanns

Do you Share?

Posted by Birgit Starmanns Aug 21, 2010

"With a nearly 50 percent increase in use over the past three years, shared services has become the standard approach to corporate finance," was the finding of a 2009 Hackett Group study

And a 2009 IQPC study indicates that 36 of the top 50 shared services organizations run SAP.

Want to hear more about why you should consider shared services? And how will the new SAP Shared Services Framework help you? Watch this video to find out!

 

Shared Services Overview from Todd Wilms on Vimeo.

Shared services offers significant value to organizations across all industries. Replacing manual and disjointed processes with a shared services model can quickly yield sustainable cost savings, increase productivity, and improve operational excellence. But good technology alone doesn’t guarantee success. Success is built on best practices and guidance from a strong technology partner.

On July 22, 2010, SAP, Coca-Cola Enterprises (CCE), and Deloitte joined together in a Webcast, Best-Kept Secrets for a Shared Services Environment, to discuss these best practices in a roundtable format.

If you missed the live session - or simply want to hear it again - you can listen to the replay here (registration required).

Speakers included:

  • Bernhard Fischer, Vice President, Solution Management, Shared Services, SAP (Webcast moderator)
  • Marcell Vollmer, Vice President, Global Finance Projects, SAP
  • Bill Johnson, Vice President, Global Finance Shared Services, Coca-Cola Enterprises, Inc.
  • Nick Prangnell, Director, Deloitte & Touche

Hear how both CCE and SAP implemented their Shared Services Centers, and listen in as all speakers discuss the the current and future trends they see regarding shared services and the technologies to support them.

Join us for a regional event in Palo Alto that will bring together customers, partners, and SAP to share experiences and best practices for financials. We have an exciting agenda filled with opportunities to hear about other customers’ experiences; to network with peers involved in financial strategy, implementation, and execution; and to provide feedback for future roadmaps.

Focus Topics

  • IFRS (International Financial Reporting Standards) - Hear about about considerations for moving toward the new reporting standards and the SAP solutions that enable the transformation, including SAP General Ledger and SAP BusinessObjects Planning and Consolidation.
  • Accelerated Close—Hear about strategies for accelerating the time it takes to close the books and which SAP Business Suite applications and SAP BusinessObjects enterprise performance management (EPM) solutions will help you to streamline period-end processes, both in the local close for individual entities as well as the group close and considerations for consolidations.
  • Roadmap—Hear about SAP’s vision for financial solutions and provide feedback in break-out sessions on various aspects of the close process and your requirements for supporting IFRS.

Logistics and Registration

The event will be held at the Executive Briefing Center in SAP Labs in Palo Alto. There is no cost to attend. 

If you plan to attend, please register here!

Agenda

The high-level agenda for two days is shown below. Day 1 focuses on customer networking and presentations, while Day 2 focuses on the roadmap and feedback into product development.

Wednesday, June 23

  • 10:30 am: Registration / Sign-In
  • 11:00 am: Welcome and Introductions
  • 12:00 pm: Lunch
  •   1:00 pm: Customer Presentations (IFRS; Closing Cockpit; BPC Consolidations)
  •   4:30 pm: Panel Discussion (IFRS)
  •   5:30 pm: Cocktail Reception
  •   6:30 pm: Dinner

Thursday, June 24

  •   9:00 am: Thought Leadership Presentation by Deloitte
  • 10:00 am: Interactive Q&A Session (based on prior day's topics)
  • 11:00 am: Collaborative Close with SAP StreamWork
  • 11:30 am: Opportunities for Product Development in Financials (SAP)
  • 12:00 pm: Lunch
  •   1:00 pm: Interactive Roundtables on Product Develoment Opportunities
  •   2:30 pm: Roadmap
  •   3:30 pm: Close

The event is hosted by the SAP Customer Value Network for Finance and the EPM Customer Advisory Office.

The event is sponsored by Deloitte. Deloitte Consulting LLP adds a new dimension to any SAP implementation, providing a 360-degree approach to maximize the value of your SAP investment.  Our multidisciplinary capabilities create solutions to help you achieve unmatched business value.  Ask us how to go beyond basic improvement to produce significant and sustainable change.

We hope to see you in Palo Alto! 

We manage our physical supply chain to procure and produce products. In a similar fashion, we need to also manage our supply of cash through the Accounts Receivable process, using Financial Supply Chain (FSCM) principles.

The SAP Value Engineering / ASUG benchmarking surveys have found that on average, the percentage of overdue accounts receivable is 15.9! By comparison, the percentage for top performing companies is 1.2.

What does FSCM involve, and how does it help?
Watch the video to find out!

SAP Financial Supply Chain Management from Todd Wilms on Vimeo.

Ross Wilson, Director, Finance Processes and Systems, recently sat down with me to discuss Autodesk, Inc.'s migration to the SAP General Ledger, formerly known as the "New G/L."

Benefits of Migrating to the New G/L 

In this video, Ross highlights the benefits that Autodesk achieved, and how global consolidated financial reporting was improved. He also explains how the migration improved their readiness for the upcoming IFRS transition.

See the video (6 minutes)! 

Migration Project Details

In a second video, Ross discusses a unique approach, pioneered by Autodesk, in which the migration strategy successfully allowed the company to manage a high data volume, while minimizing downtime.

See the migration details in this second video (7:45 minutes)!

Stand up, and face the front of the room. Now turn around 360 degrees. You end up facing exactly where you started. The trick is to keep your eyes open as you spin, and be aware of what is going on around you.

It is exactly such a 360 degree view that allows you to determine which of your customers are most beneficial to your bottom line. You need to look not only in one direction (not just at revenue), but all around at your customer-facing activities.

A 360 degree view often focuses on customer segmentation, and how a company interacts with its customers through the marketing, sales and service channels. Let's extend that to also include the financial impact of accounts receivable. How do you analyze the value of each of your customers today? Have you scanned the entire room - or at least all the details pertaining to each customer? What do you need to consider when determining who your most valuable customers really are?

  • Order volume is important. But which products are your customers buying? Is a particular customer consistently ordering high-margin or low-margin products?
  • Are there extra costs associated with the majority of orders placed by a particular customer, such as expedited delivery or non-standard features?
  • Does the customer frequently return products, or ask for extra services over and above the warranty - at no charge to themselves?
  • Does the customer pay? The full amount? On time?

 

A simplified example:

J. Watson is a sales agent at Firestation Supplies, Clothing & Meals (FSCM  for short - a name that coincidentally has a striking resemblance to SAP's Financial Supply Chain Management solution!). Watson has just taken two orders, both for fire engine hats.

  • The first order was placed by customer RED (Red Engine District) for $1 million, for hats with a non-standard red color that exactly matches their engines. And they need them in three days, for Valentine's day.
  • The second order was placed by customer GREEN (Groveside Real Electric Engines, North) for $250,000, for standard green fire engine hats. The hats are needed in a month - for the annual St. Patrick's Day parade.

Watson gleefully calculates his commission and goes to his manager, S. Holmes, to work out a plan to sell RED more products. Holmes, though, has been concerned; although RED has placed many large orders, they are also returning large quantities of products. The extra costs to expedite this latest order cannot be billed back to the customer under the current contract, reducing the margin on this order.

Holmes decides to now look at the accounts receivable impact. Thanks to a 360-degree view in his reporting, Holmes' suspicion is confirmed. It is evident that RED is going over its credit limit with this last order. Customer RED has not been paying outstanding invoices, and several items are in dispute.

 

Holmes makes the following deductions:

  • FSCM reporting shows that RED is not paying their bills. The collections and dispute departments need to prioritize this case to work through the outstanding invoices and disputes. 
  • GREEN has an excellent payment history, and their orders do not incur extra internal costs. The credit department should consider increasing their credit limit; marketing and sales should agressively market additional products to them.

 

For a particular customer, it's not just about the revenue. All costs associated with the customer, from extending credit to providing service, need to be included in the analysis of which customers are truly the most profitable and valuable to your company. This should be a key element in your sales strategy.

As S. Holmes would say, "It's elementary."

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