►
Description
In this session, the participants played an online version of the SAP S/4HANA board game (procurement edition) to understand and connect the different functionalities of SAP S/4HANA and connect it to capabilities their businesses need and build a business case based on the same.
#SAP S/4HANA
#BoardGame
#BUsinessCase
#PRocurement
A
So,
thank
you,
everyone
and
hope
you
are
having
a
great
week
so
far
welcome.
I
am
saurabh
chaudhary,
I'm
part
of
s4hana
solution
management,
global
team
based
out
of
atlanta
and
I'm
very
happy
to
connect
with
all
of
you.
We
have
some
wonderful
customers
today
and
we
we
are
very
excited
and
thrilled
to
present
to
you
the
gamification
approach
of
discovering
s4hana
right.
So
some
of
you
might
heard
heard
about
this
gamified
value
discovery
project,
and
this
might
be
completely
new
to
some
of
you.
A
With
that,
let
us
get
started
so
since
the
topic
is
gamification
right,
so
team,
let
us
start
with
this
small
trivia.
Can
you
guess
what
is
this
number?
What
does
it
mean
10
to
15
seconds
on
the
screen,
anyone
volunteers
10
to
15
seconds?
Why
am
I
showing
you
this
we're
talking
about
s
for
value
discovery,
we're
talking
about
any
product
discovery?
A
Path,
part,
okay
and
I
also
see
low
low,
not
audible.
So
let
me
increase
my
volume
to
the
max
okay.
So
again,
okay,
great
creative
answers
so
yeah
we
kind
of
use
the
origami
visual,
but
the
10
to
15
seconds
here.
They
actually
represent
the
average
time
spent
by
end
user
on
any
static
website
right.
So
basically,
the
context
is
that
there
are
already
a
lot
of
tools
which
you
are
using
and
with
respect
to
the
game.
A
We
do
not
want
to
introduce
just
another
tool,
but
we
want
to
introduce
an
a
offering
which
provides
more
value,
so
a
customer
spends
more
than
15
seconds
only
when
they
find
more
value
on
a
web
page.
So
if
you
think
of
the
tools
as
separate
webpages,
you,
as
your
in
your
organizations,
have
already
multiple
web
pages
and
tools
right
in
your
for
from
your
organization
in
your
industry
to
keep
yourself
up
updated
at
work.
Then
you
have
a
lot
of
tools
from
sap.
A
So
the
goal
of
this
workshop
is
not
to
give
you
another
tool,
but
to
help
you
differently
and
make
sure
you
understand
the
power
of
the
solution
to
help
you
at
your
work
and
to
help
your
organization
meet
its
business
needs
with
that.
Let
me
come
to
the
second
question
you
have
to
fill
in
the
blanks.
A
A
A
So
with
that,
I
I
hope
we
have
got
your
attention
team,
so
this
is
a
appreciation
token
from
our
site
for
participating,
and
we
have
a
winner
already.
I
see
and
let's
go
to
the
core
of
the
presentation
right.
So
what
you've
noticed
is
that
we
tend
to
focus
so
much
on
tools
and
technology
that
we
forget
to
connect
humans
end
of
the
day.
It
is
you
it
is.
A
So
the
idea
was
that:
how
can
we
create
a
single
just,
give
another
tool
right
but
create
a
single,
unified
approach
where
we
work
with
you
right,
we
work
with
the
end
users.
We
work
with
the
people
who
matter
and
we
create
a
customer
experience
approach
right.
So
the
sap
representatives,
speaking
to
you
and
helping
you
understand
the
business
value
of
s4hana,
combined
with
the
solution,
capabilities
and
innovations
of
s4hana.
A
With
that
in
mind
team,
we
created
this
gamified
approach
of
discovering
s4hana
business
value
and
capabilities
for
you.
We
started
this
with
a
pure
customer
first
agile
approach
right
because
we
were
not
sure
to
be
honest,
is
that
does
gamification
work
in
enterprise
space.
There
are
few
exam
very,
very
few
examples
that
have
been
done
in
in
an
enterprise
space,
especially
for
a
fortune
100
company
like
sap
right,
so
we
started
with
a
few
pilots
with
our
customers.
A
We
started
in
sapphire
last
year
with
rand
speciality
group,
a
insurance
corporation
in
chicago.
We
started
with
a
physical
version
of
the
game
with
just
just
a
bunch
of
cards.
We
just
had
capabilities
and
innovations
on
the
cards
and
we
helped
the
customer,
understand
the
value
of
s4hana
and
how
s4hana
works
with
ariba
right
and
also
after
this
workshop,
the
customer
implemented
edi
integration
of
s4hana
with
their
large
vendors,
and
they
had
a
very
good
successful
outcome
and
they
had
a
successful
press
release.
A
A
With
that
in
mind
which
we
felt
yes,
there
is
a
space,
so
we
were
getting
uptake
of
physical
game,
we're
getting
a
lot
of
workshop
requests
right
and
then,
as
we
were,
getting
prepared
to
roll
this
out,
then
the
world
suddenly
changed
right.
Unfortunately,
we
had
kobe
2020,
where
the
physical
in-person
game
was
completely
illegal,
irrelevant
right,
so
we
had
to
quickly
adopt
and
we
created
this
virtual
version.
So
today
this
is
where
we
will
focus.
We
are
getting
maximum
pull
in
this
virtual
version.
We
are
yet
in
the
pre-launch
phase.
A
We
have
got
a
lot
of
customers
throughout
in
the
pilot
phase,
but
with
this
call
we
are
actually
showcasing
a
game
for
sap,
india
and
our
user
group.
So
I'm
really
really
delighted
that
we
now
share
this
with
you
and
we
can
take
it
to
the
sap
organizations
completely
free
of
cost
to
help
understand
the
power
of
with
that,
I
will
now
go
into
the
game.
C
Inspired
by
the
physical
version
of
the
game
and
based
on
increased
customer
requests,
we
created
a
virtual
version.
The
virtual
game
is
played
using
zoom
an
online
meeting
application
that
allows
players
to
collaborate
and
play
the
game
similarly
to
the
way
they
would
if
playing
in
person.
We
have
also
adapted
the
game
to
accommodate
large
groups
and
number
of
teams
by
using
the
zoom
breakout
room
feature.
C
The
goals
of
the
board
game
are
to
educate,
identify,
enable
and
promote
the
first
goal
of
the
game
is
to
educate,
by
providing
a
program
overview
that
increases
players,
knowledge
of
the
sap
s
4hana,
solution
capabilities.
The
next
goal
is
to
identify
by
providing
the
opportunity
to
discuss
players
current
situation
to
help
discover
achievable
business
value
drivers.
C
Now,
let's
take
a
look
at
a
few
of
the
game
elements.
The
sap
s,
4hana
board
game
begins
at
the
board
game
landing
page.
We
understand
that
each
customer
organization
contains
a
variety
of
personas
with
different
business
goals,
so
we
have
created
multiple
options
that
allow
you
to
customize
the
game
experience
to
fit
your
customers
goals.
The
game
can
be
played
from
two
perspectives.
A
So
team
yeah-
I
think
you
you
you
get
the
flow
and
in
the
interest
I'll
share
the
link
interest
of
time.
I
will
now
go
to
the
game
itself.
I
hope
I
hope
that's
okay
with
everyone
right
since
we
have
a
live
audience
and
you
might
have
questions,
let
us
go
into
the
game.
So
we
just
like
we're
looking
at
the
video
taking
inspiration
from
the
physical
game
to
adapt
to
the
current
covet
situation
and
also
to
make
the
game
much
more
scalable
for
all
our
global
customers.
A
To
take
advantage
of.
We
have
created
the
virtual
version,
which
is
which
you
are
looking
right
now
and,
as
you
can
see,
the
game
can
be
played
either
by
senior
business
executives
who,
whose
focus
remain
on
the
financial
impact
areas.
So
they
do
not
care
much
about
the
lob
or
line
of
business
feature
and
functionalities,
but
what
keeps
them
away
is
at
night
as
how
to
increase
the
revenue
or
how
to
reduce
their
cost
of
goods
sold
and
so
on
right.
So
this
is
one
view
of
the
game.
A
The
second
view
is
what
we
have.
You
know
business
users,
so
here
when
we
are
talking
to
a
line
of
business
heads,
so
you
are
in
charge
of
say,
government
finance
supply
chain
and
so
on
or
your
team
members.
How
do
you
take
advantage
of
s4hana
latest
innovations
capabilities?
What
is
the
incremental
functionality
from
ecc
to
s4hana
and
so
on?
So
those
are
covered
in
the
lineup
business.
A
So
today
we
will
play
a
mock
procurement
game,
but
just
to
show
you
a
quick
glimpse
of
the
business
side
before
we
go
to
the
procurement
game,
let
me
show
you
the
game
around
cost
of
goods,
sole
reduction
right.
So,
for
example,
when
we
are
speaking
to
a
cxo
who
who,
in
the
current
situation,
wants
to
reduce
the
cost
of
goods
sold
right.
So
here
what
we
have
done,
we
have
laid
out
all
the
different
value
drivers
which,
as
for
hana,
provides
for
our
customers
in
the
different
line
of
businesses.
A
For
example,
the
cfo
can
reduce
the
total
logistic
cost
in
supply
chain,
as
you
can
see,
or
they
can
reduce
the
sourcing
cost
in
procurement
or
they
can
reduce
the
manufacturing
cost
in
in
the
manufacturing
lob.
So
there
are
multiple
value
drivers
which
can
help
the
cfo
in
the
same
objective,
which
is
to
reduce
cost,
and
then
the
game
shows
the
mapping
of
the
different
solution,
capabilities
to
the
value
drive,
for
example
with
s4hana.
A
You
have
seven
different
options
in
supply
chain
itself
to
help
reduce
your
total
logistic
cost.
So
either
you
can
look
at
advanced
transportation,
all
the
way
down
to
extended
production
operations.
Now,
if
the
customer
needs
more
information
on
x
click
of
a
button,
you
can
then
look
at
all
the
information
regarding
this
capability.
A
A
There
is
also
a
logic
or
justification
on
why
and
how
this
value
driver
helps
you,
for
example,
you
see
improve
on
time
delivery
performance
by
giving
planners
real
time
access
to
information,
allowing
them
to
react
faster
right.
So
we
have
also
given
the
rational
behind
using
the
value
driver.
You
have
the
financial
impact
area.
A
A
A
You
have
all
the
capabilities,
grouped
in
logical
colors,
as
you
can
see,
on
the
top
left.
The
six
different
colors
represent
the
six
different
business
areas
representing
supplier
management,
central
procurement,
source
and
contract,
operational
procurement,
procurement
analytics
and
invoice
management.
So
we
have
looked
at
customers.
A
So
now
what
happens
is
we
will
invite
all
the
players
to
look
at
this
board?
Look
at
the
business
areas
and
then
the
players
can
take
turn
one
by
one
and
they
can
either
roll
the
dice
or
move
step
by
step
or
pick
the
capability
of
their
interest.
So
you
the
symbols.
You
see
here
with
the
magnifying
glasses.
These
are
our
hyperlinks
to
the
capability.
A
You
can
pick
and
choose
any
capability
and
on
click.
You
are
represented
with
the
game
cards
here
you
have
just
as
we
seen
in
the
business
game.
You
have
the
blue
card
called
solution
capability
and
you
have
the
purple
card
called
value
cards.
These
have
all
the
information
regarding
the
capability.
For
example,
I
clicked
on
purchase
order,
processing-
and
here
I
can
see
what
are
the
latest
new
innovations
of
purchase-
order
processing.
A
What
is
the
definition
of
purchase
order
processing?
How
does
this
compare
with
respect
to
the
intelligent
innovations
compared
to
traditional
systems
like
homegrown
solutions,
ecc,
etc?
And
then
what
are
the
value
drivers?
What
are
the
low
medium
high
impact
rating
of
the
value
drivers,
and
also
externally,
viewable
demo,
videos
or
links?
A
Also,
you
can
see
information
regarding
integrations
or
extensions
to
this
capability
and
then
for
our
ecc
customers.
We
have
captured
what
is
the
incremental
or
delta
changes
with
respect
to
functionality,
user
experience
and
data
innovations
at
a
capability
level.
So,
with
all
this
information,
the
player
who
had
moved
upon,
he
is
the
custodian
of
this
capability.
A
This
timeline
can
be
anything
what
you
define
either
weeks
or
quarters,
for
example,
current
quarter
and
next
three
quarters,
and
then
you
can
place
the
capabilities
if
relevant
along
this
timeline.
So
not
only
you
understand
what
this
capability
can
do
for
you,
what
its
business
value
is,
but
you
can
also
place
it
in
this
very
simple
pyramid
structure
and
create
your
own
roadmap
so
that
you
can
use
it
after
the
workshop
right
to
follow
up
with
the
implementation
or
to
show
in
your
internal
review
meetings.
A
A
Similarly,
just
like
you
create
to
make
sure
that
everyone
is
participating
the
game,
because
it
is
a
virtual
environment,
we
will
have
the
name
of
all
the
players
in
your
group
and
then
for
the
players
and
the
capabilities
which
they
take
ownership
of
our
point
of
contact.
We
add
the
capability
names
and
we
mention
the
scores
so
on
the
game
board
and
on
the
cards.
There
are
points
defined
for
each
capability,
based
on
the
amount
of
innovations
and
differentiation
from
ecc,
so
you
can
assign
the
capabilities
in
score
with
that.
A
We
will
actually
show
you
a
value
calculation
simulation
during
the
game
right,
so
once
you
select
all
the
capabilities
in
the
roadmap,
we
can
select
the
capabilities
in
this
very
simple
calculator,
where
we
have
the
capabilities
of
s4hana
mapped
to
the
financial
impact
areas
right.
So
here
you
can
see
the
procurement
capabilities
map
to
these
financial
buckets
all
right,
and
then
we
can
simulate
and
show
you
the
high
level
impact
of
the
capabilities,
you're
choosing
as
relevant
on
the
project
economics.
A
So
here
you
can
see
the
different
impacts
and
just
like
the
road
map
based
on
the
short
term,
medium
term
and
long
term
here
represented
in
quarters.
You
can
see
what
is
the
impact
on
your
business,
so
you,
similarly
like
a
operational
roadmap
you
have
created.
You
are
also
creating
your
value
map,
so
you
can
show
your
internal
business
leaders
or
your
s4
internal
team
saying
that
hey
we.
This
is
the
incremental
value.
A
A
A
Sure
sure,
yeah
so
team.
Obviously
I
see
we
have
24
people
on
the
call.
So
do
we
have
any
questions
so
far,
do
you
know
the
objective
of
the
game?
How
does
this
help
you
or
what
are
the
high
level
steps
and
we
will
have
facilitators
in
each
of
the
breakout
room
so
to
guide
you
throughout
here
questions.
A
Okay
sure,
so
I
hope
everyone
is
understanding
that
no
questions
are
two
possibilities
right
either
everyone
is
understanding,
everything
or-
or
I
I
yeah.
So
I
hope
it's
the
first
one,
okay,
perfect,
so
team.
So
let's
help
this
hypothetical
company
called
e-bike
motors
right,
let's
assume
for
the
next
30
minutes
that
we
are
all
part
of
a
procurement
team
right.
So
mukesh
you
are
our
chief
procurement
officer
and
we
are
all
part
of
procurement
team
and
we
need
to
help
this
company
called
e-bike
motors.
A
A
A
So
basically
we
have
a
sap
application
again,
so
free
application,
where
we
can
show
the
financial
performance
of
the
company
so
for
e-bikes
you
can
see
here
how
they
are
doing.
They
are
doing
with
respect
to
the
broader
financial
buckets
like
sgna
cox,
dso,
etc.
So,
just
looking
at
this,
this
is
a
peer
benchmark
for
all
the
customers
in
their
space.
A
How
are
they
doing?
Are
they
doing
good?
Are
they
doing
bad
or
they're
just
at
the
average?
So
here
a
quick
glance
shows
you,
the
red
greens.
So
if
you
see
the
cost
of
goods
sold,
you
can
see
the
company
is
doing
really
bad.
Their
95
percent
of
their
revenue
is
cost
of
goods
sold,
whereas
the
industry
average
is
only
77
right.
A
A
So
these
are
the
top
main
points
we
need
to
help
e-bikes
with
right
and
the
goal
is
to
identify
top
two
or
three
capabilities
for
these
pain
points
and
help
create
a
roadmap,
and
we
will
also
assign
ownership
for
this
capabilities
and
then
at
the
end
we
will.
We
can
simulate
the
high
level
value
right.
So,
from
a
player
perspective,
you
need
to
identify
the
capabilities
and
you
need
to
build
your
score
board.
B
A
A
Great
great
yeah,
so
now
I
see
we
have
24
people
on
the
call,
so
maybe
we
will
break
this
into
three
groups
of
eight
each
right
or
we
can
fix
it
or
we
can
just
make
it
two
groups
all
right,
because
I
know
this
is
the
first
time
many
of
you
are
seeing
this
game.
Let's
make
it
two
groups
of
2
lh
and
the
goal
will
be
in
these
two
groups
to
again
select
the
capabilities
which
can
help
e-bikes
and
to
make
it
easier.
A
Let
us
use
a
color
approach
where
the
team
number
one
can
take
the
first
three,
the
maybe
the
first
column
of
business
areas
which
will
be
supplier,
management,
sourcing
and
contract
and
procurement
analytics,
so
breakout
team
one
will
take
up
column
one
and
break
out
team.
Two.
We
look
at
central
procurement,
operational
procurement
and
invoice
management,
and
your
goal
will
be
to
select
two
or
three
capabilities.
That's
all
right,
at
least
two
capabilities
which
can
help
e-bike
in
their
current
challenges.
A
B
B
A
B
A
A
D
D
If
we
go
back
to
our
player's
scorecard,
we
did
have
a
winner
with
amits
with
had
two
big
pointers
for
40
points,
a
shock
who
was
just
highlighting.
Actually
we
didn't
get
in
any
capabilities,
but
had
great
discussion
around
really
the
the
point
of
the
game,
the
fact
of
how
we're
highlighting
innovations,
one
of
the
point
that
was
brought
up
was
customers
are
having
a
lot
of
difficulty
understanding.
D
What
are
these
new
innovations
and
he
actually
bought
the
term
of
leonardo
and
what
we
were
able
to
show
is
within
the
game.
The
innovations
are
embedded
at
the
capability
level
and
that
customers
can
actually
understand
the
combination
of
capability,
innovation
and
impact,
which
is
sometimes
very
hard,
and
then
he
asked
the
question
also
about
how
do
we
link
it
to
the
business
impact,
and
so
we
showed
the
the
the
value
calculator
and
it
was
very
clear
for
the
team
how
we
connected
it
back
to
kpis
and
to
their
impact
yeah.
A
That's
been
that's
great
team
one.
Thank
you
for
sharing
bill
in
team,
one
excellent
work,
and
with
that
we
will
go
to
team
two
and
let
me
share
my
screen
and
I
will
request
one
volunteer.
So
while
I
am
sharing
my
screen
I'll
request
a
volunteer
who
will
present
what
we
did
right
any
volunteers
from
team
two,
please.
A
E
So
here
I
think
it
started
with
me
pitching
in
I
picked
up
operational
order,
purchase
order
management
and
there
are
quite
a
few
new
innovations
coming
there
in
terms
of
image
based
ordering
and
intelligent
approval
and
so
on.
So
that
capabilities
is
good
enough,
because
the
effective
product,
effective
purchase
order
management
always
helps
to
bring
in
operational
efficiency,
and
hence
we
consider
it
as
relevant.
But
then
we
pushed
it
to
a
medium
or
timeline
in
terms
of
timeline.
We
pushed
it
to
medium
and
then
we
picked
up
the.
E
B
E
So
we
thought
that
is
really
important,
but
then
it
can
be
positioned
as
a
long-term
one,
because
central
purchasing
needs
certain
procurement
efficiency
to
exist
in
system
through
operational
purchase
management.
We
have
already
picked
up,
and
then
we
went
to
spend
visibility,
which
was
funded
out
by
prasita.
E
Spend
visibility
is
a
capability
to
look
at
where
our
money
is
being
spent
in
terms
of
what
we
are
buying.
So
that
gives
a
lot
of
transparency
to
make
our
decision
to
say
what
needs
to
be
carry
forward
or
what
needs
to
be
on
hold
and
so
on.
That
kind
of
insight
can
be
brought
in
through
spending
visibility,
part
and
since,
in
the
current
situation,
spend
visibility
plays
a
major
role
to
make
any
decision.
E
A
As
a
facilitator
and
a
player,
I
was
amazed
to
see
that
it
was.
It
was
as
if
we
are
real
procurement
team
members
of
e-bikes,
the
the
we
had
all
procurement
experts.
We
had
people
like
prashita
and
ranjan
raghavendra,
who
were
new
to
procurement,
and
we
had
some
people
with
procurement
exposure.
I
think
suraj
and
shiva
already
had
perfumed
exposure,
but
everybody
had
equal
contribution
in
terms
of
engagement.
We
had
all
the
players
asking
questions
right,
so
you
can
see
we
have
in
the
interest
of
time.
A
We
could
only
cover
five
capabilities
and
we
had
five,
but
we
had
participants
from
everyone
else
like
including
prakar,
shiva
ramachandran
and
prakash
everyone.
Everyone
contributed.
So
I
think,
as
a
team
we
did
great.
We
have
100
points
and
just
we
wanted
to
see.
We
also
took
some
capabilities
from
your
business
area.
We
looked
at
sourcing
and
contract
and
analytics
just
to
see
if
our
thinking
matches
and
we
see
that
spend
visibility-
is
common
across
both
the
teams
right.
So
I.
D
A
Thank
you.
Thank
you.
Thank
you
very
much
and
thanks
to
team
two,
I
think
it
was
the
players
sophie
and
I
were
the
least
contributed.
It
was
everyone,
as
you
can
see
here
so
with
that.
I
think
now
we
will
hand
over
to
now
now
I
would
request
just
like
amit
shared
from
team
one.
I
would
request
anyone
from
our
team
to
share
the
experience
one
or
two
people
anyone
anyone
go
at
team
two.
How
was
your
experience
playing
this
game?
A
B
Hi
suresh
here
to
frank:
this
is
my
first
virtual
game
which
I
have
played
probably
would
have
played
in
more
face
to
face,
but
this
is
first
virtual
game
which
you
know
we
play
and
that's
why
I
took
a
topic
which
I'm
not
sure,
because
you
can't
see
me
so
I
took
it.
I
took
a
topic
which
I
don't
know
and
I
thought
let
me
think
of
it
and
give
my
best,
and
I'm
glad
that
I
could
contribute
to
the
team,
which
was
I
mean,
the
team.
B
Everybody
was
ready
to
talk
and
ready
to
speak
out
and
the
comfortness
comes
from
the
trainers
as
well,
because
it
is
not
you
know,
everybody
can
go
on
and
talk
because
the
way
this
sessions
was
going
as
if
we
know
each
other
and
thus
from
the
start
of
the
session
either
it
is,
is
going
on
explaining
the
different
concepts
and
game
rules,
etc,
etc,
and
the
way
he
was
giving
us
the
lead.
Okay
go
on
talk
and
take
a
lead.
You
can
explain.
So
is
it
like
a?
B
It
is
not
like
a
different
person
whom
we
are
talking
so
more
more
than
you
know
the
technology
and
this
so
the
more
bonding
was
there
which
started
and,
of
course,
the
training.
Obviously
sap
will
come
up
with
a
different
strategies
of
training.
This
is
one
new
strategy
which
I
was
I
mean
at
least
the
first
time
which
I
have
seen,
and
thanks
a
lot
for
all
of
you
who
has
put
in
that
efforts
and
because
it's
not
easy
to
build
this
kind
of
you
know
going
into
the
different
room.
B
A
B
Can
decide
it
was
really
a
very
great
experience,
the
understanding,
the
technical
things
in
a
game.
I
think
it
was
a
first
time
experience
and
I'm
very
glad
that
sap
has
organized
this
type
of
activity
where
we
can
just
understand
the
sap
city,
capabilities
and
utilize
in
our
organization
for
the
larger
benefit
of
our
organization.
So,
thank
you
so
thank
you
so
much.
A
Excellent
thanks
a
lot.
Thank
you
so
team
with
that.
We
will
now
request
sofia
to
look
at
the
two
outputs
from
team,
one
and
team
two,
and
so
as
a
quick,
visual
business
simulation
impact,
keeping
the
time
in
the
interest
of
everyone,
quick,
quick
simulation
of
what
is
a
business
impact
for
the
combined
team.
One
and
two.
F
A
F
This
is
a
value
calculator
and
what
you
can
see
here
it
is
your
selections.
This
is
the
capability
that
you
have
selected
and
let
me
actually
tell
you
very
quickly
what
you
can
see
here
here.
It
is
your
scope
on
the
right
part
is
the
most
important,
measurable,
escape
measurable
kpis
that
directly
impact
the
most
important
business
areas
like
general
expenses,
profitability,
working
capital,
revenue
and
and
so
on,
and
on
that
column
here
you
can
see
your
timeline.
So
this
is
how
you
decided
to
implement
those
those
probabilities.
F
If
I
go
to
the
calculations
now,
okay,
here
it
is
the
calculations
area.
This
is
all
the
measurable
kpis
that
are
impacted
by
the
scope.
Here
it
is
the
customer's
average
performance
on
those
kpis.
Of
course,
this
is
the
average
performance
we
get
from
our
vlm
database,
which
is
actually
our
entire
customer
base.
But
certainly
you
can
put
here
your
specific
customers
performance.
F
Okay,
if
you
have
a
customer,
an
existing
customer
who
has
already
a
bsr
report,
you
can
get
some
of
those
kpis
from
the
bsr
report.
It's
depending
which
kpis
the
customer
is
willing
or
able
to
share
or
what
you
can
find.
But
anyway,
you
can
change
everything
here
and
now
you
are.
You
are
ready
to
start
the
calculations
to
see
the
economic
impact
of
your
entire
scope
on
on
the
company.
F
You
want
to
calculate
the
improvements
from
a
customer
moving
from
a
legacy
system
to
s4,
then
from
from
a
customer
moving
to
ecc
to
s4,
and
then
here
are
the
improvements
of
a
customer
already
sitting
on
s4,
but
she
wants
to
implement
some
specific
innovations
or
some
new
releases
or
whatever
we
have.
In
our
case,
we
have
the
customer
moving
from
ecc
to
s4,
so
we
click
this
and
the
system
the
calculator
calculates
or
provides
the
potential
improvements
that
this
cob
will
will
bring
to
the
customer.
F
This
is
calculated
based
on
a
baseline,
that
we
have
and
also
some
factors
that
we
have
calculated
together
with
our
value
engineering,
team
and
our
product
management.
So
this
is
the
potential
improvements
for
the
customer
of
that
revenue
right.
Okay,
maybe
you
can
tell
me
the
revenue
again.
I
don't
remember
it
by
heart.
Is
it
this
one
or
I
100
yeah,
whatever.
F
Okay,
good,
so
here
you
can
see
the
most
interesting
improvements
in
some
well
critical
or
very
basic
kpis,
like
the
margin,
so
the
customer
will
get
this
higher
margin.
The
customer
will
get
this
money
in
his
pocket
and
the
higher
return
of
the
working
capital
and
and
and
all
that,
but
also
you
can
actually
put
your
own
improvements
by,
for
example,
if
you
said
you
can
set
everything
to
zero
and
then
start
actually
measuring
or
explaining
to
the
customer.
F
What
will
happen
if
we
manage
to
move
the
needle
only
by
one
unit
to
the
better
performance
so
actually
for
one
percent
improvement
in
manufacturing
cost?
This
is
what
we
will
have,
for
example,
as
a
result,
or
with
this
administration,
this
improvement
administration
cost.
This
is
what
will
happen,
so
you
can
have
a
lot
of
potential
here
to
start
interesting
discussion
with
a
customer
and
elaborate
on
the
economic
value
of
each
one
of
the
innovations
that
you
are
suggesting
to
to
implement.
F
Now
I
will,
I
will
quickly
show
you
how
to
generate
the
value
map.
It
will
be
a
very
small
volume
up
actually
because
here
you
have,
you
have
very
very
few
capabilities,
so
we
go
back
to
our
scope
and
then
we
say:
okay,
let's
start
with
the
current
implementation,
the
calculations
and
and
the
volume
up
will
be
based
on
what
is
visible
in
that
screen.
So
if
you
filter
it
out
and
actually
let's
say
the
current,
so
this
is
the
only
thing
that
we
have
for
current.
F
I
go
to
kpi
and
then
I
say
now:
okay,
let's
update
the
value
map.
Okay-
and
this
is
what
you
will
get
for
for
in
your
current
implementation,
and
here
it
is
the
scope
by
which
you
you
will
achieve
this
incremental
value,
and
the
next
step
is
you
go
to
the
next
period,
which
is
the
middle,
the
mid,
the
short
term.
F
So
you
have
three
capabilities
in
the
short
term
we
go
to
kpis.
We
run
that
no,
this
time
we
run
the
third
scenario
right,
because
the
assumption
is
that
the
next
quarter
we
will
be
already
sitting
on
s4.
So
this
is
improvements
that
I
get.
I
update
my
volume
up,
and
actually
this
is
the
this
is
the
improvements
that
I
get
right
for
for
the
shorter,
and
this
is
the
scope
and
then
in
in
with
the
same
way
I
go
to
the
midterm.
F
A
Thank
you,
sophia.
That
was
very
helpful,
so
team.
I
think
in
the
interest
of
time
I
I
I
know
we
are
top
of
the
hours
and
these
participants
have
to
leave
thanks
a
lot
sophia.
We
will
so
with
that
a
team
we
will
close
the
session
for
today.
Wonderful
feedback,
love
working
with
all
of
you
more
like
friends,
and
not
just
customers
here,
so
we
would
love
to
my.
My
ask
will
be
bill
to
now
give
the
closing
comments
and
with
that
video.
Thank
you.
D
No
thank
you
everyone
I
this
was
I
I
actually
was
having
so
much
fun.
I
missed
a
meeting,
it's
kind
of
embarrassing.
I
was
actually
it
was
a
small
meeting,
but
that
I
was
hosting,
but
I
I
couldn't
leave
the
game.
So
we
look
forward
to
working
with
you
individually
and
answering
any
questions.
So
thank
you.
Thanks.