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Upgrade/Conversion a S/4 HANA - Simple Finance & Simple Logistics

The transformation of SAP ERP

Barcelona February 2018


Index

1. Who we are: Euromadi & Consultia


2. Why S/4? Project objectives and goals
3. Initial decisions
4. Project scope
5. How we defined the project plan
6. What we had to take into account
7. Change Management
8. Epilogue
9. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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1. Who we are: Euromadi & Consultia

Euromadi : Our History

Euromadi Group is a purchasing center and service provider for commercial distribution, leader in the Spanish
market. The company was born in 1993 as the result of the merger of Centra Coop., Selex Ibérica, Spar
Española, Vima and Daper, being currently the central purchasing and services leader in the sector.

Euromadi Group facilitates the products access from the manufacturer to the associate, guaranteeing the best
conditions for its sale and commercialization. The Group bases its business model on a corporate structure that
stands out for its competitiveness and dynamism. A business model developed through its subsidiaries
Euromadi, Markant, Desarrollo de Marcas, Persé, EuromadiPort, AMK Ibérica, Spar Española y EMD
Internacional. A global project diversified that focuses in a specialized way the different areas of the distribution
sector and general services.

Located in Esplugues de Llobregat (Barcelona), Euromadi Group has more than 137 associated companies
with more than 92.000 employees in more than 13.500 points of sales an Cash & Carry.

Euromadi Group is founder and member of the European Marketing association.


Distribution (EMD) –European purchases and distribution central, participating with a
17.5% of its capital, which allows establishing international agreements by providing
more advantages to associates. Thanks to the integration in EMD, the companies associated
with Grupo Euromadi Group can benefit from agreements with international suppliers

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and participate in the constant transformation of markets through marketing campaigns
, new products and joint campaign management.

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1. Who we are: Euromadi & Consultia

Euromadi : Business lines and big numbers

Euromadi has different companies and business lines defined to


cover all the needs of its members
• Manufacturer brands line: Euromadi aimed to improve the
competitiveness of the associated in the in the area of
leading brads both in retail channel as well as cash and
whholesale.
• Own lines Brands: Brands development is the company
responsible of the integral managing and control of own
brands.
• Markant: subsidiary of the Euromadi Group created to
develop and manage food and non-food products
exclusively for its members.
• The Perfumery Club is focused in the beauty and body
care sector from an innovative perspective.
• Logistics services for the associated Euromadi has two
logistics platforms.
• Value Added services , based on the optimization of costs
by volumes.

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1. Who we are: Euromadi & Consultia

Consultia IT : Our History

The technology sector’ crisis in 2001 caused a demand for a new approach to business in consulting firms. In response to these
requirements Consultia IT was founded, equipped with a new business model based on its consultants’ experience and its work
teams with very little hierarchical structure.

In Consultia IT we bring value to our services under the principles of Excellence, Teamwork and Passion towards our customer. We
capture our vision of a sustainable business in our effort to be the best in the services we offer..

Our team has More than 300


€ Food & Beverage ,
@
distribution , retail
Projects
12 years successfully
/ Technology /
Industry and
Average experience
carried out energy/ Finance
services / Public
sector

70

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More than Spain and aborad

customers
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1. Who we are: Euromadi & Consultia

Consultia IT (II) : three areas, three countries

n Consultia IT we offer our clients the


opportunity to analyze their business solutions
and identify opportunities for improvement
stemming from the best practices in their
activity sectors. Likewise we contribute our
knowledge and that of our collaborators.
>20 consultants
engineers, economists yand MBAs

Our Technology services focus on providing


the most suitable TI solutions to organizations
and to advise them, in order to enable them to
achieve their objectives within the enterprise’s
different areas. We have three main lines ,
systems administration, Microsoft and Open
Source.
>60 consultants
engineers
Certified in different technologies

The SAP Area focuses on providing consulting


services applied to information management
systems which integrate and automate enterprises’
various departments in the technical (development,
basis, FIORI) and functional (purchases, Sales,
Production , controlling, finance, warehouse) areas
and modules from SAP

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>40 consultants
engineers
SAP Certified

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Index

1. Who we are: Euromadi & Consultia


2. Why S/4? Project objectives and goals
3. Initial desicions
4. Project scope
5. How we defined the project plan
6. What we had to take into account
7. Change Management
8. Epilogue
9. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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2. ¿Why S/4? Project objectives and goals

¿Why we decided to upgrade to S/4?

•Improve reporting: even having in mind to the future


decommission of BI
•Prepare the scenario for a new development cycle: new Hana
Need paradigm, ECC6 End of support in 2025.
•Software update level.

• Change of cycle: HW and maintenance, own development


Opportunity • Good economical opportunity (both in HW and SW).

• Upgrade to last S/4


HANA in-house
Change available version
(1610) son HANA2
Database

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2. ¿Why S/4? Project objectives and goals

Project Objectives: SAP up to date

Euromadi took the chance to carry out a profound change in the infrastructure and application of SAP that would allow us to
address an "unique and great transformation process", in order to ensure in a short term to live a stability period where the
business and not just the systems were the protagonist.

The idea was that the user perceive the maximum improvement and the least change.

In addition, Euromadi aimed to take advantage


• SAP ECC 6.0 EHP 7
of the competitive improvements of an SAP with • NW 7.4
a simplified data model and a fast database to • Non Unicode
• O.S -> OS/400 V7 R.1
simplify transactional processes and improve Initial version
• BBDD  DB2 V7 R.1 for iSeries IBM
the collection of information necessary for
decision-making and project monitoring • SAP S/4 HANA 2 (Simple finance and Simple Logistics) on premises 1610
(supported by SAP BI, also upgraded) • NW 7.51
• Unicode
Objective • S.O SUSE Linux 12 SP1 Big Endian
Broadly intended a change "in a single step" version • BBDD: Hana 2

and with a single "test plan" that would involve


the total transformation of the system.
• Minimize the number of stops and cycles of functional tests (migration in a single step)
• Coexistence with the project of invoice integration with the tax agency
Important: The evolutionary developments • SSO activation (SAP SSO based on Kerberos)
• Minimum adaptation of processes to be consistent, without reengineering
did not stop, so a methodology of Premises
• End user training

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coexistence and integration of modifications
was defined

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Index

1. Who we are: Euromadi & Consultia


2. Why S/4? Project objectives and goals
3. Initial decisions
4. Project scope
5. How we defined the project plan
6. What we had to take into account
7. Change Management
8. Epilogue
9. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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3. Initial decisions

Greenfield vs Brownfield (I)

. Just one year ago, customers looking to change from SAP ECC to SAP S/4HANA faced more or less the same
situation. Anyone who wanted to upgrade to the S/4HANA system had to start all over again using
the greenfield approach, which often leads to a cumbersome business process re-engineering (BPR) project to
establish new processes. Anyone who has participated in such processes knows just how time-consuming they
can be – and also knows that BPR results are by no means guaranteed to leave the company better off than
where it startedFinancial modules.

Within the last 12 months, however, SAP has introduced an efficient conversion tool to upgrade SAP ECC
systems to SAP S/4HANA. Unlike 25 years ago, customers can now choose which SAP S/4HANA elements they
would like to start using when. In fact, it is perfectly possible to convert to S/4HANA and continue to use SAP
ECC as previously.
This brownfield approach for converting to S/4HANA has several advantages. Specifically, such partial
conversions can run on the new Hana database, with all the benefits that delivers, especially those related to
improved reporting. More generally, brownfield conversions provide a great range of flexibility, so different
customer types can choose the migration path to S/4HANA that is right for them.

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3. Initial decisions

Greenfield vs Brownfield (II)

. In Euromadi the decision to implement again S/4 HANA or just try to upgrade it to new S4 HANA maintaining
current implementation was focus on 4 axes:

• Upgrade budget was about • A new implementation would


four times less than SAP mean a project of almost two
new implementation. years, with no guarantee of
• In terms of infrastructure, it success.
would be necessary to • Upgrade has been defined as a
maintain several systems in project of 8 months
parallel (AS/400) to
maintain legacy data and
that was a big cost

Economic Implementation
reasons time

Change • After a review of new S/4 HANA


Functionalities functionalities, all of them could be
Management
• Users aren’t prepared for a implemented on current SAP
big change. implementation.
• Euromadi had a lot of customized
• Even minimal changes such functionalities that should be
as Credit Risk or BP will be a reproduced again
challenge • Historical data could not be lost.

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• Users only wanted a change • No S4 change was impossible to
(technological) not two be implemented.

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3. Initial decisions

Cloud vs on-premises

. Taking into account that Euromadi has decided to upgrade SAP instead to face a new implementation
(greenfield), it was almost impossible to use the cloud infrastructure.
However there are several other reasons to decide the use an on-premise infrastructure:
1) IBM reliability: Euromadi has worked for years with IBM and they trust in IBM servers and support.
2) Customization degree: Euromadi has a lot of customized solutions (debtors are vendors as an example).
Cloud solution, although able to be customized to some extent, there is far less flexibility compared to on
premises.
3) Cloud solution means less control over an upgrade schedule compared to on premises. Euromadi can’t stop
operations without previous agreement with delegations and partners.
4) Integration: Euromadi has integration with partners using EDI, with a complete partners portal and with
vendors and logistics operator, SAAS solution Integration can be complex and involves greater security risks
due to data being sent over the internet.

The SAP S/4HANA, on-premise edition is the best fit for enterprises in any
industry that need the full spectrum of functionality combined with a high
degree of flexibility in customization.
On premise Typically, these will be larger enterprises with very well-established
processes that they are not interested in changing.

The SAP S/4HANA, cloud edition is the best fit for companies that need a

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highly agile offering that covers their core business scenarios, yet offers
more flexibility and a faster innovation cycle (quarterly as opposed to yearly).
It’s perfect for businesses that are changing or growing rapidly and want a SAAS
platform that can grow and change with them.

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3. Initial decisions

Big Bang or roll-out

. Euromadi has 6 different companies implemented in same SAP server:

1. Euromadi Ibérica
2. Markant España
3. Persé
4. Euromadi Port
5. SPAR Española
6. EMD Internacional

 Almost 90% of the end users are working for Euromadi Ibérica or Markant, companies that share customers, vendors, and
invoicing process, that means that separating the business process of both companies in different SAP (ECC and S4 HANA)
would be almost impossible.
 Integration cost should be very high.
 The rest of the companies are so small that just remote support and some meetings of key users (from Madrid, Lisbon etc..) I
Headquarter was considered to be enough.
 In addition, as Euromadi has decided to do an upgrade not a Greenfield implementation, it becomes a big challenge to do the
upgrade in different phases.

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3. Initial decisions

Summary: Decision roadmap

. The initial decision to do an upgrade instead of a new implementation has been the basic trigger of all the other decisions that
have helped to configure the project.

Greenfield
• We start again from the beginning, we can implement the new system on cloud or
on premise.
• Current ECC can support part of the company business while some companies
are supported in cloud (maintaining interfaces)
• Current ECC will become a legacy system form historical data in future.

Upgrade
• Upgrade process is a single process for all NW platform , it can’t be split by
companies or countries
• As Cloud platform has different development rules and is a common platform, an
upgrade can’t be faced in a SAAS solution

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Index

1. Who we are: Euromadi & Consultia


2. Why S/4? Project objectives and goals
3. Initial decisions
4. Project scope
5. How we defined the project plan
6. What we had to take into account
7. Change Management
8. Epilogue
9. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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4. Project Scope

Functional Project Scope: S/4 HANA

Functional modules included in the project scope


 Financial modules
 FI
 CO Standard Modules Developments
 Logistics and Production Modules
 MM Reports
 SD FI MM
Transactions
 External systems integration
CO SD Badis’ / User-Exits
 SAP BI (respect current extractors)
 SSM Interfaces
 EDI Interfaces Forms
 Intranet Integration
 External systems file integration
Integrated systems
 Third party products (BI, also upgraded to
HANA), EDI and third party systems SAP BI SAP SSM
¡And all this in coexistence with the SII project
and other internal developments!!! EDI / IDoc Others

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4. Project Scope

Affected developments

Programs Webdynpro Functions DDIC Classes Impact


affected affected affected affected affected

4 Vistas

11
(4 incidences)
16
Classes
Function Groups 1 Structure
Modified 360 6
(28 incidences) (2 incidences)
(60 incidences)
Low
tables Programs
(408 incidences)
Components
1
4 Data Element 2
WDA (4 incidences)
Enhancement Enhancement
(22 incidences) Point
CMOD
(2 incidences) 14 Tables (11 incidences)
(15 incidences)

1 Vistas
(1 incidence)
244 7
Deleted Programs
5 Function Groups 21 Tables 10
(422 incidences) (30 incidences) Classes Medium
Tables Components (27 incidences)
(21 incidences)
WDA 1 Help View
(11 incidences) (1 incidence)

Deleted 26 Programs High


Transaction (15 incidences)

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1
Not 4 Tables Enhancement Pint
compatible 14 programs (8 incidences) (6 incidences) High
functionality (19 onciidences

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4. Project Scope

Simplified Tables

MKPF 9 uses BSID 55 uses


VBAP 191 uses MARA 206 uses
MSEG 7 uses BSIK 32 uses GLT0 3 uses
VBUK 20 uses MARC 70 uses
MLCR 4 uses KONV 149 uses BSIS 32 uses COSP 1 uses
VBFA 17 uses MARD 17 uses
MLCRP 2 uses KONH 8 uses BSAD 31 uses COSS 1 uses

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VBUP 10 uses MBEW 18 uses
MLHD 4 uses BSAK 21 uses ANLP 1 uses
VBAK 3 uses MBEWH 4 uses
MLIT 4 uses BSAS 15 uses

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4. Project Scope

Programs Adaptation: initial Scope


Definition
Because of the S4HANA Data model simplification some Tables continue to exist with certain modifications:
• Modify your Structure and primary key, modifying the way you save the data to optimize the reading.
• Hot data previously distributed in several tables and now reorganized.
Modified Tables • Field domains may change to complete new product specification.

As a collateral effect of mentioned changes, the developments must be adapted for the correct use of modified Tables without impacting
on the operation of the application.

Because of the S4 simplification model de S/4 HANA many table index and aggregates disappear.

As a collateral effects, all developments should be adapted by replacing deleted tables by the Table View provided by SAP :
Deleted Tables • CDS Models (Core Data Services) for data update and insert transactions
• Hana Views using ABAP proxy for data read only access
• Historical data in new tables (not recommended)
• Access to new real tables (ACDOCA, MATDOC…)

With the data rebuild also many old transactions have been decommissioned .
Deleted
As a side effect all developments using BATCH INPUT o CALL TRANSACTION to access to decommissioned tables, should be adapted to
transactions
new transactions or (recommended) use the corresponding BAPI .

Adapt programs to be Unicode enable .


Unicode review Programs affected by types of assignment use and / or field size fixing. In principle, the adaptation of Programs has already been carried
out, but it is necessary to review and finalize the same together with the one made due to the migration to HANA.

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Not compatible Detected cases: VBKA (Contacts), several € currencies T6WSP (retail season),
functionalities WEA/TWEK (Material data), T604 (Foreign trade)

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4. Project Scope

SAP BI Upgrade

The capabilities of HANA allow Euromadi to rethink and define once again the reporting model based on the functionalities
and performance of the HANA2 database itself, however, given that a large part of the corporate reporting is supported on BI,
a technical upgrade was proposed to HANA focused on ensuring the stability of the platform and the integration of the model
with the new data model of SAP S / 4 with the needs of reporting on BI, taking into account the option of the decommission BI
in the future if direct reporting against HANA2 is possible in terms of information and performance.
In addition, a heterogeneous consolidation / copying of systems was carried out from two Windows NT environments to a
Power System environment (P8)

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Windows NT Power System (P8)

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Index

1. Who we are: Euromadi & Consultia


2. Why S/4? Project objectives and goals
3. Initial decisions
4. Project scope
5. How we defined the project plan
6. What we had to take into account
7. Change Management
8. Epilogue
9. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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4. How we defined the project plan

Technical migration strategy

We proposed a two step technical migration, stopping the systems around 80 hours.
1. DMO migration to ECC 6.0 NW 7.4 Unicode , from IBM iSeries to IBM Power System
2. S/4 Hana upgrade (several steps) using SUM to upgrade to S/4 HANA and activating simple finance and simple logistics

Kernel 7.42 NUC IBM iSeries

ECC 6.0 EHP7 (OS/400 –


DB2) Unicode upgrade
Non Unicode & heterogeneous
system copy

DMO

IBM Power system

S/4 1610 (Linux Suse 12 > ECC 6.0 EHP7 NW 7.4 (Linux
SP1 – SAP HANA on IBM
SUM Suse – SAP HANA Platform
Power Systems Platform 2.0) 2.0)

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Unicode Unicode
Kernel 7.49 UC Kernel 7.42 UC

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4. How we defined the project plan

Upgrade methodology

Analysis Testing environment Production environment


Technological
preparations Technical upgrade
Production environment
upgrade
Current process upgrade
Pre-check, SI-CHECK and
Migration planning
Functional adaptation of process to
new version
Code inspector and
analysis , adaptations
HANA and UNICODE Training and support
Development adaptation Training of controlled
Current business groups into new version
process review Early and late adaptation of development
affected by HANA y UNICODE
1. Early adaptation of developments to allow
upgrade process to be executed. Post upgrade support
Testing plan build
2. Late adaptations to ensure functionalities

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Process steps executed in
Preliminary project steps
S4 HANA

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4. How we defined the project plan

Technological preparation

Before the upgrade ,a series of small projects aimed at adapting the technology and infrastructure around SAP were addressed in
order to simplify and facilitate the upgrade process
A. SSM New installation
4. SSM version of (7.1) was out of date and was installed on an IBM iSeries.
5. New SSM version 7.2 has new BPM functionalities, monitoring capabilities and application control closer to business
needs ¡.
B. SAP Content Server installation and current documents (in SAP Database) migration
8) Archivelink and DMS documents in Euromadi were stored in SAP Database, so, if they were not migrated, it would
take up unnecessary HANA space with the consequent impact on memory resources sizing.
9) SAP CS was installed on Windows NT with version 6.50.
10) Once the installation was finished and customizing adapted all documents in table SAOKCONT1 were migrated to CS ,
cleaning the database and minimizing infrastructure needs.

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5. How we defined the project plan

Infrastructure for the upgrade

For the Upgrade from SAP ECC 6.0 to version S/4 HANA 2 we have defined different alternatives and system copies
strategies that , together Euromadi and Consultia IT have reviewed and decided which was the best one base on the
following starting premises:

1. It was mandatory to maintain a “fixed photo” from before and after each upgrade to S/4 HANA 2 with Simple finance and simple
logistics to be able to compare the upgraded environment with the original one (with same data and status).
2. We wanted to maintain as many copied intermediated systems used in the different testing and error amending cycles as
possible, while simplifying the transport task.
3. We have considered three testing cycles
1. Testing and initial adjustments
2. Testing with end users (UAT) and second adjustment cycle.
3. General essay.
4. As new servers have been purchased to upgrade SAP to S4HANA (PowerEdge) it was possible to use the new servers during
the upgrade process.

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5. How we defined the project plan

Infrastructure for the upgrade

“Environments for the upgrade” , servers and resources used during the upgrade process

Environments
 Legacy:
 AS/400 (Additional area where to create a
mirror of current ERP system)
 Power Edge with Linux S/4 HANA 2
Procesos estándar Desarrollos
 Dedicated LPAR 1
HANA ECC 6.0 Unicode
 Dedicated LPAR 2
 Shared LPAR 3 ECC 6.0 DB2
Systems
 Origin systems
 SAP Production environment Power Edge
 SAP copy of production environment LPAR 1
 Adjustments (we prepared three systems as we dedicated LPAR 3
have done three testing cycle) Shared
 Technical upgrade environment(EHP7 LPAR 2
with SAP HANA and Unicode) dedicated
 Functional upgrade (S/4 HANA 2)

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5. How we defined the project plan

Infrastructure for the upgrade : Phase 1, preparation and first cycle

Preparation for first testing and adjustment cycle

• First step
Consultia IT EuromadiDesarrollos
 Homogeneous copy in AS/400 to obtain a frozen
environment for the rest of activiries
 Second step AS/400 Power Edge
 Heterogeneous copy and upgrade to Unicode and LPAR 3
Hana from previous copy LPAR1 ECC
 We have used same SID from current Production P01
development system (D01)
 Third step :
 Homogeneous copy from upgraded environment to
LPAR2.
 Fourth step LPAR 2
 Upgrade to S/4 HANA from the copy LPAR2 D01 , copy 4
 Fifth step 1 P01 on D01 , S/4
HANA
 Delete the copy from LPAR1 HANA
Unicode

3
LPAR 1
CopyIntegrados
Sistemas ECC 2 D01 , copy P01
Production P01
son HANA
5

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Unicode

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5. How we defined the project plan

Infrastructure for the upgrade : Phase 1, preparation and second cycle

En este paso se realizará la preparación de los sistemas para la realización del segundo ciclo de pruebas
 First step
 Copy of SAP instances to LPAR3 shared, same SID Consultia IT Euromadi Desarrollos

AS/400 Power Edge


• Second Step
 Copia homogénea sobre AS/400 para conseguir un LPAR 3
entorno congelado base del resto de copias ECC D01 , copia
 Actividad propuesta para un tercero. Productivo P01 P01 sobre D01 , S/4
HANA HANA
 Tecer paso
Unicode
 Copia heterogénea con migración Unicode y Hana de
la copia realzada sobre LPAR1 1
 Actividad propuesta para realizar
conjuntamente un tercero y Consultia IT LPAR 2
 Se propone utilizar el SID del sistema de Q01 , copia
calidad actual (Q01) 5
2 P01 sobre Q01 , S/4
 Cuarto paso HANA HANA
 Copia homogénea del entorno migrado en LPAR2 Unicode
 Actividad propuesta para un tercero. 4
 Quinto paso
LPAR 1
 Upgrade a S/4 HANA de la copia en LPAR2 CopiaIntegrados
Sistemas ECC 3 Q01 , copia P01
Productivo P01
 Actividad propuesta para Consultia IT sobre HANA
6

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 Sexto paso: Borrado instancia Shared LPAR Unicode

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3. Detalle de pasos a seguir

Fase 3 – preparación ensayo general

En este paso se realizará la preparación de los sistemas para la realización del segundo ciclo de pruebas
 Primer paso
 Copia homogénea de las instancias SAP al LPAR3 Consultia IT Tercero Desarrollos
shared cambiando SID a D01
 Actividad propuesta para un tercero AS/400 Power Edge
• Segundo paso LPAR 3
 Copia homogénea sobre AS/400 para conseguir un ECC D01 , copia
entorno congelado base del resto de copias Productivo P01 P01 sobre D01 , S/4
 Actividad propuesta para un tercero. HANA HANA
Unicode
 Tecer paso
 Copia heterogénea con migración Unicode y Hana de 1
la copia realzada sobre LPAR1
 Actividad propuesta para realizar LPAR 2
conjuntamente un tercero y Consultia IT P01 , copia
 Se propone utilizar el SID del sistema de
5
2 P01 sobre
producción actual (P01) HANA P01 , S/4
 Cuarto paso Unicode HANA

 Copia homogénea del entorno migrado en LPAR2


4
 Actividad propuesta para un tercero.
LPAR 1
 Quinto paso CopiaIntegrados
Sistemas ECC 3 P01 , copia P01
 Upgrade a S/4 HANA de la copia en LPAR2 Productivo P01
sobre HANA

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 Actividad propuesta para Consultia IT Unicode

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3. Detalle de pasos a seguir

Fase 4 – Preparación Landscape final

En este paso se realizará la preparación del Landscape final de sistemas


 Primer paso
 LPAR 1 se entorno productivo Consultia IT Tercero Desarrollos
 Borrado D01 no S/4  Tercero
AS/400 Power Edge
 Actividad propuesta para un tercero
• Segundo paso LPAR 3
ECC D01 , copia
 LPAR2 entorno productivo. P01 sobre
Productivo P01 D01 , S/4
 Borrado P01 no S/4  Tercero HANA HANA
 Tecer paso Unicode
 Generación entorno calidad Q01 en S/4 HANA 1
 Actividad propuesta para realizar por Consultia
IT. LPAR 2
 Cuarto paso P01 , copia
2
 Definición entorno de transporte P01 sobre
HANA P01 , S/4
 Actividad Consultia IT HANA
Unicode

3 4
LPAR 1
CopiaIntegrados
Sistemas ECC
Productivo P01
Q01 s/4 hana

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5. How we defined the project plan

Proyectos asociados

En base a las consideraciones anteriores podemos definir el siguiente orden de proyectos:

El proyecto requiere de S/4 porque las • Credit Risk


funcionalidades no se encuentran en
ECC 6.0 disponibles para Azucarera • Cash Management)

El proyecto es necesario para llevar a • CVI


cabo la conversión • EA-FIN

Se necesitan datos (históricos) que • Intrastat


desaparecen con la migración

Sobre las fases del proyecto global el plan de proyecto se puede plantar un mapa como el que sigue:

Análisis Conversión Arranque


CVI Credit Risk

EA-FIN Cash Management

© Consultia IT 2010. Todos los derechos reservados


Intrastat

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5. Proyectos previos

Proyectos sobre S/4 (automatizados)

Los proyectos que consideramos “automatizados” son aquellos que forman parte del proyecto de conversión a Simple Finace, en
concreto los proyectos de Credit Risk y Cash Management.
Estos proyectos (detallados en el capítulo de alcance del proyecto) requieren de una parametrización previa de asociación de
nuevos bancos, segmentos de crédito etc…, dicha asociación debe realizarse cuando SAP se encuentra en la versión de NW
7.51 sobre Hana pero no se ha realizado la conversión a Simple Finance.
Aunque se puede realizar el análisis previo antes de la primera migración técnica, tanto la parametrización necesaria como la
conversión de datos se realizan durante el periodo de conversión a S/4 HANA.

Proyecto Upgrade Análisis previo Upgrade a 7.51 Conversión S/4 HANA

Proyectos Análisis Cash Management y


Parametrización / asociación de Migración de documentos
Cash Management bancos, áreas de crédito, financieros y logísticos a Credit
Credit Risk
tipologías de Cash Flow Risk y Cash Management
Credit Risk

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4. How we defined the project plan

CVI Conversion

Previo a la implantación del CVI (requerido para el paso a S4), se analizó la situación de las fichas maestras de
deudores y acreedores. Los puntos más relevantes de este análisis y corrección de datos fue:
• Limpieza de maestros innecesarios
• Unificación de los deudores y acreedores en un mismo business partner cuando tuvieran el mismo NIF. Este
método de implantación de CVI tendría estas consecuencias:
• Númeración: Qué numeración se usará para BP? Automatización de la numeración del acreedor y
deudor, al crearse desde un BP.
• Homogeneización de los datos maestros (razón social, y otros)
• Muy importante, la igualación de los datos bancarios. Previo al upgrade los deudores y acreedores
pueden tener datos bancarios distintos, tras el CVI los datos bancarios está a nivel de business
partner, por tanto, los mismos datos bancarios para el deudor y el acreedor bajo el mismo BP.
• La migración de las transacciones de gestión de maestros (deudores y acreedores) a la transacción BP,
requirió un gran esfuerzo.

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4. How we defined the project plan

CVI Conversion

CVI have been activated (customer vendor integration) as a preparation for the needed transformation of
customers and vendors into Business Partners.

The final activation is carried out during the process, but thanks to
the previous parameterization the inconsistencies of the process
can be detected and mitigation actions can be determined to avoid
duplication of clients and suppliers and / or the loss of information
(due for example to the fact that different partners may have the
same NIF).

In the case of Euromadi, the requirement was to generate unique


BPs with new views, ensuring the consistency of the entity vs. the
classic environment of separate customers and suppliers:

• Customer view
• Vendor / supplier view
• Credit Management view

© Consultia IT 2010. Todos los derechos reservados


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4. How we defined the project plan

CVI Conversion :possibles incidences

CVI Customizing Pre-Check


1

1) BP Roles assignment to account groups


2) Accounts groups assignment to BP roles

© Consultia IT 2010. Todos los derechos reservados


3) Data from Customer and Vendor master data not
defined in BP object

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4. How we defined the project plan

EA-FIN , checking the financial consistency

As a mandatory preparation of Financials environment in SAP it’s mandatory to activate EA-FIN before the
upgrade takes place.
As a previous step we have to balance main accounting data :

• Assets accounting
• Reconciliation of general accounting (G/L) with Assets accounting
• Material ledger / material accounting
• Reconciliation of general accounting (G/L) with accounting of materials.
• Accounts Receivable / Accounts Payable
• Reconciliation of general accounting (G/L) with accounting of accounts receivable and payable, in Euromadi we
discovered an unbalance in the income statement that have been corrected by end users.
• General accounting (secondary index tables)
• Reconciliation of general accounting (G/L) with the secondary index tables of open items and the compensation by
account types , informs that the indexes are fully synchronized with the main Table.

© Consultia IT 2010. Todos los derechos reservados


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4. How we defined the project plan

Project stages

The methodology used by Consultia IT in all previous SAP upgrade projects has been applied in Euromadi, the methodology is
named Workbench for Upgrade and it’s a mix of standard SAP methodologies and several improvements integrated by y mejoras
Consultia IT, improvements defined based on the experience obtained after the participation of Cosultia’s team in more than 15
upgrade project of different products of SAP (SAP ERP, SAP PI, SAP BI, SAP EP…).
Our methodology define five main stages as mandatory for the project execution of a SAP upgrade project and includes the use of
different tools (additional to SAP standard tools) that helps to obtain better results in each phase (tools to detect code errors, to find
objects related with a particular transaction, to check authorization objects …)

Post-upgrade
Project definition Technical upgrade Testing and Preparation of Upgrade in Support and
And Scope And Testing plan Adjustment Production upgrade Production Landscape
definition

Project management

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4. How we defined the project plan

Upgrade landscape management

8*

ECC 6.0 en OS/400 Migración UNICODE


PRD ECC 6.0 9
Copia de serguridad HANA nuevo entorno

1 4, 5,6,7 BIS: Segundo ciclo ensayo general

10
5 6 Upgrade a S/4 HANA
INT ECC 6.0

11

Copa en QA Copia heterogénea Upgrade a S/4 HANA


De PRD o export + upgrade UNICODE Máquina dedicada
De PRD Máquina dedicada Copia en LPAR
DEV ECC 6.0
Calidad de PRD
2 3
7 12

Copia en QA Copia heterogénea Upgrade a S/4 HANA Migración o copia


De PRD o export + upgrade UNICODE Máquina dedicada
De PRD

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Máquina dedicada

Project Technical upgrade (II) Adjustment Preparation Upgrade


Technical upgrade (1) Adjustment
preparation

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4. How we defined the project plan

Testing cycle

In our methodology, testing plan is based on:


 Inventory the critical processes affected during the version change..
 Design an appropriate test set for each of the inventoried processes.
 Run the test set in both the old version and the new version.
 Compare the results and determine if the result is correct or not, in case of not being correct, adjustments should be done the test
set must be executed again.
Certify the result of validated processes by means of the explicit validation and / or signature by key users.

Resultados
Process Testing set
Ecc 6.0
inventory ECC 6.0 Correct
Unicode
Non unicode Result Explicit signature
Of the
User
S/4 Hana
s/4 hana Correct
Unicode
Unicode

© Consultia IT 2010. Todos los derechos reservados


Result
Adjustment

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4. How we defined the project plan

Training

Consultia IT consultants who participated in the project were responsible for providing the training. The focus of the training
was to train trainers, in other words, key users were defined who were in charge of testing and supporting their colleagues.

During the project, we have imparted two different training sessions:


 Functional Workshops: Explaining new functionalities and capabilities of S4HANA2 (preparation phase). The objective
was to ensure the team of Euromadi could understand the new capabilities of HANA2 and identify improvements of
current process to be implemented in futur.
 Training material: Documentation of new functionalities in S4HANA.
 Training focused in the modifications of their own process as a result of the upgrade (Business Partner, Credit Risk,
Cash Management, Material Ledger) . In this case the training material is the user handbook / manual that they can use
later in their daily work.

Responsible Trainers

Key User

Frequent users

© Consultia IT 2010. Todos los derechos reservados


All users

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4. How we defined the project plan

Sap Business Suite Powered by SAP HANA upgrade plan


May June July September October November December
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 S22 S23 S24 S25 S26S27 S28

Stage 1: Project definition


Kick-Off
Project definition

Stage 2: First upgrade


Upgrade definition
Technical upgrade Power System
Testing plan definition
Stabilization
Testing result
Validation validation
Stage 3: Second Migration
Upgrade definition
Technical upgrade Power System
Testing plan definition
Validation New testing
validation
Certification

Stage 4: General Assay and project preparation


User training
Production upgrade preparation
(General essay)
Stage 5: Go-live and support

© Consultia IT 2010. Todos los derechos reservados


Go-Live Puesta en
producción
Support

Project management

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4. How we defined the project plan

Team dedicated
Project management
Project director Project director

Project manager Project Manager


Daily project management

Functional team Functional team Technological team Basis team

Finance Key users Team Leader Team Leader

Logistics Key users Consultant ABAP


Consultant FI-CO Expert Basis SAP

Consultant MM - SD Consultant ABAP

Key user

User FI User CO Basis team

User MM User SD
Expert Basis SAP

© Consultia IT 2010. Todos los derechos reservados


Euromadi

Consultia IT
equipo de proyecto

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Index

1. Who we are: Euromadi & Consultia


2. ¿Why S/4? Project objectives and goals
3. Project scope
4. How we defined the project plan
5. What we had to take into account
6. Epilogue
7. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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5. What we had to take into account

General issues to have in mind

 To deal with an upgrade from SAP ECC to S4HANA activating Simple Finance and Simple Logistics we should consider
technological, functional and process factors.
 Systems, applications and process should be adapted and it’s important to understand what changes are mandatory before
beginning to walk.

Technological changes Functional changes

 What changes(BO, Credit Risk, global trade, message


 Database Size is related with RAM memory size (very expensive), system, IDoc, reporting) functional affect our business
It’s important to determine which data has to remain (date really process and daily user work?: We should define the
needed for business daily work) and archive / delete what it’s testing and training according to the specific needs of
possible. each department and area.
 Netweaver release for S4 HANA is NW 7.51, Unicode, depending
on our original release an heterogeneous system copy is necessary.  Should we assume always all new functionalities
proposed by SAP?, we should do a cost / benefit
 An initial study and check is mandatory, we have to understand how analysis , it’s necessary to implement EWM? Do we
many developments have to be adjusted, if any SAP module need Success Factors to replace HCM?
disappears, and in general, to determine the upgrade difficulty.
 SAP maintains some functionalities based on the “old”
 Coexistence with developments and projects during 6 months model, especially in finance, but in many cases

© Consultia IT 2010. Todos los derechos reservados


implies maintaining a methodology of integration of changes in new maintaining them means assuming performance
versions of SW. problems, support …

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Index

1. Who we are: Euromadi & Consultia


2. ¿Why S/4? Project objectives and goals
3. Project scope
4. How we defined the project plan
5. What we had to take into account
6. Epilogue
7. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


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6. Epilogue

Lessons learned

The Upgrade of SAP ECC 6.0 to S / 4 HANA2 of Euromadi, one of the first made in Spain, has left us some
interesting lessons learned:

• Prepare yourself for the change: Due to the large percentage of developments that should be adapted, it is
an ideal framework to locate and eliminate obsolete developments.

• Take the chance: Check the new features in S4, although it is safer to perform a non-disruptive startup is a
good opportunity to take note and plan improvements afterwards.

• Before the conversion: It is very important to carry out the execution of Unicode, Hana and Functional pre-
checks, which will help us assess the adaptation efforts of the custom developments.

• Many changes Single testing: This particular upgrade included HW change and unicode conversion. The
code review included the necessary adjustments for the upgrade to S 4 and Unicode altogether, making a
single test plan both needs were met. This is possible if you have productive window large enough. In our
case, the bridge of December the 8th was used.

• Business Partner is mandatory: One of the most remarkable changes of the new version is the use of
Business Partner instead of customers and suppliers because Euromadi makes a specific management of

© Consultia IT 2010. Todos los derechos reservados


these figures. It was decided to implement CVI associating the records of suppliers and clients of the same
subject / company with a unique code, creating a customer / supplier view for both teachers.

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6. Epílogue

Lessons Learned

• New paradigm in Credit Management: Credit Risk is newly designed , which implies an extra configuration
in the process of migration to Simple Finance (Credit control areas become Segments, the credit account
disappears, a control appears in the credit tree…). New credit management implies the mandatory activation
of FIORI (embedded) and the revision of all the risk control functionalities applied to the new module.

• Not everything is ready: As an example message control using BRF+ has some bugs in Idoc message
processing, some hard-coded errors have to be corrected or just activate the old message control module
(still available in sales and, even not directly, in purchases).

• Problems in classic standard tables: Old tables transformed into table views (BSIS, BSIK…) and can be
uses in read only model, but performance in some old programs is not very good. We can accept low
performance in this old programs (as an example direct-inputs), or just develop new functionalities using new
technologies such as BAPI’s.

• Ask for users collaboration while the conversion to simple finance takes place : Users must be
involved in the data grid and in the redefinition of functionalities. S4 Simple Finance implies a structural
change in the financial processes that forces us to put order in the data and in the processes themselves.
Because of this, the system can suggest corrections.

© Consultia IT 2010. Todos los derechos reservados


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6. Epílogue

Lessons Learned

• Performance: Reporting and performance capabilities of HANA2 could simplify our landscape and ensure a
reporting solution on-line and based on a single data base.

• Hardware resources: As many systems available to execute testing upgrades as many tests we can do and
more secure the final upgrade will be.

In summary, it is an important change, both technical and functional, but feasible if the possible
difficulties of each installation are detected before tackling it.

© Consultia IT 2010. Todos los derechos reservados


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Epílogue

A look back

Would we repeat the


experience?
What correct
decisions have
helped to achieve this
transition?
Has it been as hard as
we thought?

What has been well


done?

What could have been What will we do


different next time?.

© Consultia IT 2010. Todos los derechos reservados


better?

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Index

1. Who we are: Euromadi & Consultia


2. ¿Why S/4? Project objectives and goals
3. Project scope
4. How we defined the project plan
5. What we had to take into account
6. Epilogue
7. Questions and suggestions

© Consultia IT 2010. Todos los derechos reservados


- 51 -
7. Questions & Suggestions

- 52 -

© Consultia IT 2010. Todos los derechos reservados


Disclaimer
This report / document is strictly confidential and of internal use of the
Company and can not be delivered, nor allow access to third parties or refer
to it in communications without our prior written consent.

The draft of this document has not yet been submitted to the usual
procedures of internal review of our firm and, therefore, we reserve the right
to make the modifications, insertions or deletions that we consider
convenient that could result from said review process.

This document has been prepared according to the specifications of the file
of June 1, 2009 number 300/2009/00561

In case of contradiction or conflict between the electronic version and the


physical document, the physical document will prevail.

© Consultia IT 2010. Todos los derechos reservados


Copyright © 2018 Consultia IT, S.L. Todos los derechos reservados

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