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Case study

Product ARIS Global Bike model company Level Beginner Focus Business processes Integration Authors Hans-Jürgen Scheruhn Stefan Weidner Simone Müller Contributing Elnur Bayramli Maximilian Graf von Hardenberg Christian Biermann Joanne Brauner Christiane Endter Version 3.8

MOTIVATION This case study introduces you to the Global Bike business model based on the EOG notation (Enterprise Online Guide). In addition to organisational charts for the American and German subgroups, the Global Bike core business process studies are presented as event-driven process chains (eEPC) or Business Process Modelling and Notation (BPMN) models. The business model is rounded off by other models such as mask diagrams (mapping of SAP input masks), target diagrams, value chain diagrams, cause-effect diagrams, UML class diagrams, Entity Relationship Models (ERM) and Business Model Canvas.

REQUIREMENTS None NOTE This case study uses the corporate model Global Bike Inc., which was developed exclusively for SAP-UA Curricula. TARGET • Get to know the corporate model • Understanding the programme

and model structure • Build understanding of model

interrelationships with EOG DURATION Briefing: approx. 60 min Self-study phase: approx. 210 min Challenges: approx. 160 min

Case study Enterprise Online Guide - Introduction Enterprise Online Guide (EOG)

This case study gives an insight into the model company Global Bike Inc. and its process flows with SAP. For illustration purposes, the global corporation was mapped in an Enterprise Online Guide.

Case study

Introduction

Lerning target: Get an overview of the Global Bike Group’s corporate model. Scenario: You are a new employee of Global Bike Inc. which manufactures and sells bicycles and accessories. After your successful interview, where you shone with excellent knowledge about the company and corresponding skills, you now have your first day at the company. First, you should get to know the company before you can start your tasks. For this purpose, you will be provided with the company's information models and the EOG (Enterprise Online Guide). Now you have the opportunity to get to know and understand the structures, processes and procedures of the company.

A (fictitious) staff member helps you to explore. First, he gives you a short theoretical introduction: The Global Bike Group has created a comprehensive enterprise model to map its structural and process organisation. This enterprise model consists of individual information models, which are assigned to the following enterprise matrix. Info: For better orientation, the models are assigned to six different MAPs (views) in the context of open standards such as SAP Best Practice or the Object Management Group, as well as four abstraction levels. In order to better understand the matrix, the staff member briefly explains its meaning:

Time 60 Min.

Corporate model

SAP Best Practice OMG

EOG

The matrix, hereafter referred to as the Enterprise Online Guide, displays the four vertical abstraction levels of corporate management, divisional management, workplace and compliance (rows). The abstraction levels are also called levels. They range from level 1 to 4. In the following, the corresponding English designations are also used. The horizontal columns of the Enterprise Online Guide, also called MAP, represent the different views of the considered organisation. The light grey

Abstraction level:

Corporate governance

Divisional management

Workplace

Compliance

Case study boxes show the 'Sustainability' area of an organisation, the dark grey boxes

the 'Intelligence' area. Note: The original Enterprise Online Guide has an additional main view, the 'Ecosystem' area, which is not addressed in this case study. The above illustration is therefore only a partial section of the Enterprise Online Guide.

In the 'motivation' view, the goals are set. Depending on the level, company goals or departmental goals can be found, such as "higher turnover figures" for the sales department or "lower costs" for purchasing. At the workplace level, personal goals such as self-fulfilment can be included in addition to increased customer acquisition.

Motivation

The 'Organisation' view shows the required process-oriented organisational structure in the company. For the first level this means, e.g. finding an appropriate company structure that can implement the business globally. At the department level, the focus is on the knowledge of the department, whereas at the job level, it means the appropriate skills for exactly that job. For example, in sales you need an appropriate account manager role to retain customers in the organisation long term.

Organisation

The provision of ‘Functions‘ is about using them in a targeted manner for an external or internal customer. At the workplace level, a function is used, e.g. to process a contract or to write an invoice.

Function

The order in which a ‘Function‘ is carried out and when individual work steps take place is mapped on the ‘Process‘ view. Processes go across the departments of the company and are assigned to the corresponding roles or employees at the workplace level.

Process

Applications - also called apps or software - are often used to carry out process steps. This is the 'Application view'. The software could be, e.g. SAP ERP, S/4 HANA, Microsoft Dynamics or open source odoo, in which the process 'Create customer' is executed in a so-called IT mask.

Application

Data such as material data or customer data are viewed from the 'Data' perspective. Although, these are typically stored in an IT database, they are often not integrated or not yet fully digitised and therefore have a lasting impact on the business, e.g. in the form of so-called media discontinuities.

Data

Enterprise Online Guide should cover these questions:

(M) Who are the (internal) customers of my organisation and what goals arise from a common Motivation? (O) How do I need to set up my Organisation in a process-oriented way to achieve these goals?

Case study (F) What Functions can my organisation perform for my customers in a

process-oriented way? (P) Which Processes do I use to adapt these functions to the needs (Customer Experience) of my customer? (A) With which IT Application can I best implement these processes in my company? (SAP HANA, SAP S/4 HANA, MS Dynamics 360, odoo, etc.) (D) Which company Data represents my processes and which structure do they have (horizontally und vertically)? (1) Which different user groups do I want to reach with an Information model (specialist department or IT)? (2) How can I integrate knowledge transfer between different user groups (which maps or levels)? (3) What level of detail is appropriate for knowledge transfer? (corporate management, divisional management, workplace, compliance) (4) Before using an information model: what do I want to see (views / levels) and how can I navigate to it?

The model name always starts with View/Level GPS coordinates (e.g.)

– M1_Corporate Goals (Balanced Scorecard), – O123_Company Structure (organisation chart) – F123_Corporate Service Structure (function tree), – P2_Sales and Distribution (Business Process Modeling Notation /

BPMN), – P3_Order Processing / Business (Business Process Modeling

Notation / BPMN), – A3_Order Processing / Application (event-driven process chain /

EPC), – A4_Transaction VD01 (data input and output structure as SAP mask

model) – D4_Table Structure (HANA output structur as attribute assignment

diagram)

In the upper corner or at the upper edge, the so-called EOG map and the current view / level position in it are always displayed in the following.

Case study

The models and names with which you are not yet familiar are explained very clearly below using examples. You will notice that the name of the first level changes between organisation and company but the understanding and meaning are the same.

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Overview and familiarisation with the organisational structure

Task: Overview of the Global Bike organigram. Short description: Understanding structure and content.

Let’s start your tour. Log in to the system via the following link (Aris Connect). You will receive your user name and password from your lecturer.

http://EOG.hs-harz.de First, select German or English. To do so, click on your user name in the top right-hand corner → Languages.

After you have logged into the system, navigate to the models via the tab „show models & documents“.

A navigation tree is displayed on the left-hand side. Click on GBI Models → Business Map→ Central Models → 1. Corporate Governance and select the German organisation chart. After pressing the button "Diagram", the entire German organigram of the company appears. The EOG map above the models describes at each point in time where (view/level) you are currently located within the company (white area).

Time 30Min.

Global Bike Inc.User

(Method) English

Tab

O123 GBI organisation chart US

Note: To simplify matters, the models are displayed in the navigation tree with the area abbreviations so that it is immediately clear which level and which map you are in, e.g. P1 for process map, level 1 (corporate management).

Abbreviation

Navigation tree

Co-CEO

President

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You can now see an overview of the organisational structure of the Global Bike Group with a focus on the German area. The two Co-CEOs John Davis and Peter Schwarz are the managing directors of the Global Bike Inc. group. The group is divided into the two divisions Global Bike US and Global Bike Germany. Each of these divisions has a president.

Organization Map

Organigramm

Furthermore, the individual departments follow at the corporate management level. Global Bike Inc. in Germany is divided into four organisational units: Administration and Finance, Marketing and Sales, Processing Department and Human Resources. The employee asks you to look at the organisation chart. Can you tell him what Cathrine Coleman does in the company? Where she works and what her position is? 1. option: you painstakingly search through the entire organisation chart until you find Cathrine Coleman.

Unternehmensführung

Case study 2. option: Click on “Overview“ next tot he “Diagram“.

After clicking on the button, scroll down until you get to the staff (people) and select Cathrine Coleman. The system immediately gives you an overview of the person you are looking for. 3. option: You enter parts of the name in the option "Search in model". To do this, you have to click on the magnifying glass on the right-hand side.

What can you say about this person? Information directly from the diagram:

Cathrine Coleman

Organization Map

Organigramm

Information from the overview:

Organisation Stelle

Person Rolle

Solution: She works in production in Heidelberg (organisational unit) and has the job of production foreman which makes her superior to the production plant workers. Her current role is production planner.

Detail

Organisationseinheit à

Stelle à

Person à

Rolle à

Case study By clicking on the corresponding symbols (e.g. production foreman), the

appropriate symbol is selected. Then you have to press the properties icon in the upper right corner. Now the “type“ will be displayed in the attributes. For example:

Next to that, more information (object information) about the job is given here. Right under the “more“ button you will find "related objects".

Objektinformationen

Info: Now you have got to know all the information elements of an organigram using the example above. In the following, these elements are defined.

An organisation describes a closed area in a company in which responsible people as well as other employees can be active.

Organisation

Jobs (SAP: positions) are clear classifications of responsibilities in the company. Each of these jobs has specific requirements.

Job

A person is an employee of a company. They fill the position/job in the respective organisational structure.

Person

With the help of roles (SAP: position) similar tasks in the company are grouped into a workplace and assigned to one person or more. (For reasons of overview, roles are not assigned to all employees.)

Role, Workplace

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Navigate horizontally via the "Global Bike Group GBI" into the Business Model Canvas "M1 GBI Corporate BSC". To do so, search for Global Bike Group GBI in the organisation chart and select "Global Bike Group GBI".

Organisation Map

Organigram

After you have selected the Global Bike Group, the corresponding information is displayed. Now select the sub-item “Related models“ and search for the model "M1 GBI Corporate BSC".

With this instruction you can navigate horizontally in the Business Model Canvas.

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Get to know Global Bike Group better

Task: You now want to familiarise yourself with the values of the company. Short description: You will learn about the Global Bike Digital Business Model.

A picture is worth a thousand words. In the Global Bike business model, everyone, including new employees, should see how the company earns its money, which will be used to pay the salary of new employees in the future. It's also about considering costs so that in the end some income of the Global Bike remains and added value can be achieved for the company. But this is only possible if Global Bike also provides its customers with a so-called "value contribution" as a service. According to Osterwalder, a total of 6 other aspects can be taken into account in the business model in addition to the three mentioned aspects (revenue, costs, value contribution). Leading in 9 fields total. These will be examined in more detail below. We explore the model clockwise and start at the top left with the "key partners". As a heading, each of the 9 boxes has its name and at least one possible horizontal link to other views, e.g. P1, F1 or M1 of the EOG (we will explain N1 for (N) Network later). Under each of these, the top box informs how the Global Bike company intends to continuously evolve in the age of digitalisation. It is a digital business model. It is easy to see that Global Bike has already made some progress in digitalisation. Digitalisation is not easily "tangible" and we can therefore assess each of the nine fields of the digital business model. Another feature is that we see how far Global Bike is progressing in digitalisation.

Time: 60 Min.

For example, in the upper left corner of the key partner field (N1), it says, that in the age of digitalisation, you need to consider a so-called extended enterprise ecosystem. In addition to selected suppliers such as the company Mid-West Supplies, which in material management (MM) decisively determine the quality of our products for the customer, other partners of the Global Bike Inc. company Eco-System such as professional athletes,

Business Model Canvas

Case study associations and even competitors, to name just a few examples from the

model, will increasingly be added in the future. As an employee, you think about who else to consider. (Politics, customers, research institutes). By the way, we will meet Mid-West Supplies again in one of the other case studies (here SAP MM). You, as a new employee, look at the digital business model and answer the following 8 questions. You only have to go one more field clockwise.

1a. What are the main activities (P1) of Global Bike? Solution: The above-mentioned areas of Materials Management (MM), Production (PP) and, in particular, Sales and Distribution (SD), which are examined in more detail below as the interface to external customers .

Process Map

1b. How should the data be processed as a business process (P1)? Solution: Automated (digital). This has already been partially implemented at Global Bike through the use of integrated IT systems such as SAP S/4 HANA.

2a. Which 2 product categories create added value for the Global Bike (F1) customer? What are the subcategories from the so-called customer perspective? Solution: The two product areas are "Bike" and "Accessories". The subcategories are "Offroad" and "Road Bikes".

Service Map

2b. Which data-driven services (F1) are additionally conceivable as digitalisation progresses (this information is not yet found in the digital business model)? Solution: E.g. Data exchange about the current condition of the biker, weather development, hotel recommendations.

3. How is the customer currently integrated into Global Bike's supply life cycle (M1) and how could the existing internal/external customer-supplier relationships (e.g. accessories) be extended to the department level (M2)? (Attention: You can answer this question later by navigating vertically one level lower (M2) via the small icon at the top left of the respective field. In this case, however, you must then "appear" at level 1). Solution: Purchasing -> Sales -> Customer (M2 Department-BSC Materials Management-Sales) In the digital future, the customer could be involved in the entire supply lifecycle from development to use.

Motivation Map

4. Which customer segments (A1) are addressed by Global Bike ? Solution: The total market, i.e. traders and end consumers. Among the end consumers, sportswomen and sportsmen are to be reached.

Application Map

5a. Which channels (A1) should be used for distribution? Solution: Through Global Bike’s "Internet" and "Wholesale" distribution channels.

Application Map

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5b. How could the commercialisation of smart products (e.g. processing of bike usage data) be used as an additional sales channel of Global Bike at department level (M2) (not yet visible in the model)? Solution: E.g. individualised data exchange (bike position, . .. )

6. Which key resources from the so-called potential perspective (O1) are required for this with Global Bike at department and workplace level (3)? Solution: Potentials such as employees and various digital platforms such as software, IOT and social media.

Organisation Map

7. What are the costs of the Global Bike in the so-called success perspective (M1)? Solution: In addition to the costs for continuous product development and personnel costs, the Global Bike will incur costs in the future through the establishment and operation of a digital platform for an expanded ecosystem as part of the ongoing digitalisation.

Motivation Map

8. Which commercialisation of data-driven services could generate revenue in addition to the classic sale of physical products as capital goods, such as bikes and accessories or value-added services (e.g. repair) through digitalisation in the prospect of success (M1). Solution: IaaS (e.g. luggage transport), SaaS (e.g. individualised bike computers), Haas (e.g. bike sharing), Daas (e.g. current condition of the biker).

Motivation Map

Now that you have familiarised yourself with the Business Model Canvas and the company, it is time to learn about your role as an employee. To do so, navigate via "Global Bike Group GBI" to "O123 GBI Organisational Chart DE".

Business Model Canvas

To do this, click on the "Global Bike Group GBI" field and select the "O123 GBI Organigram DE" under "Properties" and "Associated models". .

Case study

Getting to know one's own role as an employee

Task: As you work in the company it is important to know your own position and role. Short description: Get to know your own position and role.

Your name is not yet on the organisation chart, but the employee whose post you are to take over, Chris Oderwald, is. He has worked for the company for many years and will soon retire. Look for Chris Oderwald in the organisation chart. What can you say about his/your role and position in the company? (Use the details as well).

Zeit: 20 Min.

Chris Oderwald

Note: Remember the names of the models or people. If you get "lost" in the models and cannot find your way back to the current model, the search function will help you. Select "Search" in the menu at the top.

Enter the model or name in the search window. The system will list suitable options. Click (on the model name) to return to the desired model.

Solution:

Organization Map

Organigramm

Your (Chris Oderwald's) job is called "Internet Sales Person 1", your main role is as an accounts receivable clerk. The "Internet representative HH", Richard Hermann, is your technical superior.

Role:

Receiving Clerk

Case study

If you select the "Receiving Clerk", you will find your daily tasks in the detailed view below under "Connected Objects". At the same time, you can see that someone else (David Lopez) represents the role of "Receiving Clerk".

Information in Object

Tasks

If you like, look for the person (David Lopez) in the organisation chart. Where can you find him? Solution: In the American organisation chart (the best way to find him is to click on "Receiving Clerk", click on David Lopez under Properties. Now you can see that David Lopez belongs to the Sales Department US East. He can therefore be found in the USA organisation chart. Click on the "Back" button to return to the DE organisation chart. There you can click on "Receiving Clerk" in the corresponding models to get to the "O123 GBI Organisation Chart USA". Using the search function, David Lopez can easily be found here.

Case study

EOG Task 1

Motivation: Now it's your turn. After you have familiarised yourself with the company, the employee hands over the responsibility for introducing a new trainee to the company to you and asks you to introduce the company and its processes to him/her using the information models. Short description: Navigate independently through the information in the models and understand the connections. Scenario: Show the new trainee where he is located as a person in the organisation chart and explain the structure and content. Note: His name is Dennis Spies (organisation chart DE), he also works in sales.

Task: 1. How does he find the organigram in the system?

2. How does he find his name? 3. What is his role and position?

4. To whom does he report? 5. Is there another person who fills this role? If so, what is their name and where can they be found? 6. What are the specific tasks of Dennis Spies in his role?

Time: 20 Min.

Case study

Getting to know one's own workspace as a process

Task: Get to know the relevant processes. Short description: Understanding the structure of the EPC and its components.

If you click on the "Receiving Clerk" role again, you can view the EPCs (event-driven process chains) under " Related Models" in the "Properties", which represent the workflow as process chains.

Navigate horizontally and select "A3 Quotation Processing".

Time 20 Min.

Application Map

Arbeitsplatzebene

eEPC

In this presented process step, the aim is to create a quotation for a customer.

The employee helps you to read the EPC:

Event

Case study

Each EPC has a start- and an end-event, represented by a magenta-coloured hexagon. Functions, on the other hand, are visualised as rounded rectangles (green, white subareas). In this case, the event "Inquiry created" is the trigger for the function (on level 3) "Create offer" (always object + verb) and is concluded with the event "Offer created" (object + participle). Events and functions always alternate and are linked in directed graphs by arrows (so-called edges) as relationships. In contrast to a simple EPC, an extended EPC (eEPC) additionally represents organisational units (yellow rectangles), data objects (blue rectangles) and the input/output media (e.g. screen masks represented by green rectangles). By assigning them to these modelling objects, responsibilities and the input and output of data are symbolised. The customer offer (grey with leaf symbol) is an information carrier. Finally, process signposts (rounded rectangle with hexagon behind) are used to refer to preceding or subsequent process steps (not included in the picture).Info: Im weiteren Verlauf wird das Wort EPK synonym für eEPK verwendet.

Function

Function (on level 3): Object + Verb

Event (on level 3): Object + Participle

EPC vs. eEPC Organisational unit

Entity type Input/Output-Media

Informationsträger

Prozessleitfaden

In short, you as an "Receiving Clerk" are responsible for creating a quotation and enter the required data for it into an ERP system. At the Global Bike Inc. company, the system (SAP ERP) is "VA21" or "S/4 HANA". In order to fully understand the entries via the corresponding masks, you need knowledge about the so-called SAP system organisational units (grey), as well as about the customer's data, some of which may already be in the system and some of which must be entered manually. The SAP system organisational units will be discussed in more detail in the next chapter. The arrow pointing to the bottom left of the function shows that you are sending the quotation to the customer as a document (e.g. by e-mail or post). The reason why you are writing the quotation is because of the previous process step "Customer Inquiry Processing" (always noun), in which the customer sent an enquiry to your colleague (with the role "Customer Order Processing"). If you click on the symbol at the top left of the process guide (which is actually the symbol for vertical navigation), you are taken horizontally to this previous process; if you click on the subsequent process again at the bottom of this process, you are taken back here horizontally. Can you see why?

SAP-System-

Organisationseinheiten

Prozessschritt (auf Ebene 2): Substantivierung

Horizontale Navigation:

Vorhergehend / nachfolgend

Case study

EOG Task 2

Short description: Understanding the structure and content of EPCs. Scenario: After the trainee has familiarised himself with the organisation chart, show him how his work steps look like. Note: Show him the customer contact processing EPC A3.

Task: 1. How do you navigate to the EPC?

2. Explain to him the EPC elements function, event, etc. 3. Describe his task.

4. What task must be completed afterwards?

Time 20 Min.

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SAP system organisational units – the third dimension

Content: To get to know the system organisation units in Sales. Target: You should get an overview of the system organisation units, be able to distinguish between types and instances in this context and understand the connection between screen inputs and the SAP IT system used.

Go back to the EPK "A3 Quotation Processing" by navigating through the processes with the button . Click on the grey organisational unit "Sales Organisation" in the EPK. When you open "Properties", you can access the model "A3 System Organisation Sales and Distribution" under "Related Models".

Time 20 Min.

Application Map

Organigram

Client

In the lower section of the above model, the employee can see, for example, all 4 sales organisations at Global Bike Inc. in Germany and the US, as well as their horizontal (all in the same level 3) assignment to the company codes or plants. Give an example.

Solution: 1. the US East sales organisation UE00 belongs to the company code Global Bike INC. company code US00 or to the plant MI00, 2. the plant MI00 accesses the divisions BI Bicycle, AS Accessories & 00 across all divisions. 3. business division Bicycles BI00 belongs to all divisions (BI, AS & 00).

Sales organisation Booking code

Plant Division

Business division

Now click on the system organisation "Global Bike INC. company code US00" and navigate to model A3 Sales Process (Application Map / Application) via "Properties" and "Related Models". In the so-called application layer (we will explain the term BPMN later) you can see the Global Bike Group on the left and the three departments on the right, the finance department, the sales department and the DC Miami shopping centre. The organisational units of the system are slightly yellow, which now lie on top of each other like layers and look like a pyramid that narrows towards the top (besides the horizontal and vertical orientation of the models discussed so far, they represent a kind of third dimension. In the

SAP layer model

Case study

middle, the new employee recognises the function "Create quotation" from the previously seen EPC.

While in the EPK the various system organisational units were only represented in general terms (as types), in the layer model the employee can recognise the concrete screen inputs (as instances) and therefore assignments to the SAP system. Which are these?

Type vs. Instances

Solution: US East sales organisation UE00, distribution channel WH (Wholesaler), division BI Bicycle as well as the corresponding plant MI00. All sales are posted in company code Global Bike INC. company code US00

Sales area:

Distribution organisation Distribution channel

Department

Application Map

BPMN

SAP layer model

Tip: Different combinations of sales organisation, distribution channel and division each form a sales area. Exactly two different sales areas are shown above. Can you recognise them? In the classroom phase we will clarify why, for example, Burger King also needs two sales areas for sales and why "Create customer" appears three times. Now click on "Create quotation" and navigate horizontally back to the EPK "A3 Quotation Processing".

Case study

Mask diagrams – the connection to SAP

Task: The employee uses SAP input masks at his workstation; these are displayed in the enterprise model as mask diagrams. Short description: As a new employee, you should be able to understand the diagrams and link them to the contents of the SAP system.

To enter the appropriate entries in the system, the staff member is advised to use the mask diagram. This is located on the document level. To navigate vertically, click on the small icon to the left of "S/4 Hana (Fiori): Create Quotation".

The data is entered in the SAP system using an input mask, in this case S/4 Hana:Create quotation.

What do you see? Can you understand the content? (Tip: If you have worked with SAP before remember the input screens and the different tabs they contain, e.g. "Create Quotation: Initial Screen".)

Time 20 Min.

S/4 Hana:

Create Offer

Application Map

Mask diagram

The employee explains the content: In an SAP mask, a distinction can be made between descriptive attributes with free data entry (sheet with feather) and foreign keys (key with small lock). The foreign key provides data entry with reference to existing information objects. This is usually realised via pull-down menus within the SAP application.

Foreign key

Free Data entry

For the creation of a quotation, the SAP system organisational units discussed in the last section, such as division and distribution channel, come into play. These are important to map the SAP system to the actual structure of a company. The order number accesses the enquiry number of the external customer system. Here, so-called media breaks often occur when this external number from an incoming separate document has to be entered manually into the IT masks. The parts are declared via the material numbers and displayed in the system. By the way, at Global Bike Inc. you are supposed to sell your own or third-party manufactured bicycles as well as

Case study

accessories. The customer reference date (Ref. date) and the delivery date (Req. Deliv. date) are entered manually.

After the offer has been saved , the system creates an offer number (creation of a primary key with key as symbol). For space reasons, this is not preserved in the illustration above. Tip: In the subsequent screens (e.g. Create sales order) this primary key appears as a foreign key. Can you already recognise this? In the following, the employee shows you the actual SAP /S/4 HANA input mask "Create Quotation: Initial Screen". (The illustration is an excerpt from the SAP system and cannot be found under the information models.)

Primary key

SAP-Mask

Create Quotation: Initial Screen

Can you match the elements of the SAP input mask shown above to the mask diagram (p. 16, S/4 Hana: Create quotation)? After you have traced the entries (sales office and sales group are optional) into the system via mask entry, the employee asks you to return to the EPC.

The easiest way to navigate vertically upwards from A34 to A3 is to click on the object 'S/4 Hana (Fiori): Create quotation'. In the properties under associated models, you can now navigate back to the EPC by clicking on 'A3 Quotation Processing'.

vertical Navigation

Case study

EOG Task 3

Short description: nderstand the mask diagrams and make a connection to SAP. Scenario: You have shown Dennis Spies what his work step looks like using the event-driven process chain. Now show him what he has to enter in the system and explain the connection between the mask diagram and the SAP input mask..

Note: For reasons of clarity, not everything in the mask diagrams has been taken from the SAP input masks.

Info: To get to the appropriate mask diagram, you must first go back to EPC 'A3 Customer contact processing'.

Task:

1. Find the appropriate mask diagram. 2. Explain the difference between foreign key, free data entry and primary key.

3. What is the name of the primary key that will be created in this step? 4. Describe the context and content of the screen diagram and SAP input screen.

5. Go back to the EPC. How do you navigate? 6. Explain and show your procedure when you want to find a model with the 'search' function.

Time 20 Min.

Ressource: SAP-input mask

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Understanding your own process flows with BPMN

Task: Processes can be represented by EPCs, but also by BPMN, the employee should follow his work processes .

Short description: Understand the content and create links between the tasks.

Since you not only have to create quotations during your work, but also other tasks to do, the employee would like to show you your other tasks and the link to other departments and employees using an Enterprise BPMN Collaboration diagram (Business Process Model Notation). First, navigate back to the EPC "A3 Quotation Processing" by using the button to navigate through the processes. Click on the function (called activity in BPMN) "Create quotation". In the properties under "related models", to the right of the model, you will see three BPMN models. To identify the BPMN models, you need to search for the keyword "Map". Now select "P3 Sales Process" (Business Map). This will lead you to the model via horizontal navigation (see GPS).

Time: 20 Min.

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(Part of the BPMN P3 sales process)

Process Map

BPMN

The staff member explains: BPMN models are represented in so-called pools and swimlanes. The lanes correspond to individual horizontal boxes of the departments from the organisation chart, e.g. the lane of the FI-Customer agent. The pool is the entire construct. In this representation it means the following: In the Global Bike Group there are several departments, in the picture the sales department (Sales). In this sales department there are in turn different roles that perform different tasks in order to carry out the sales process.. Note: In the lecture you will learn why "Create customer" is entered twice in the BPMN! Can you already see why?

Pool

Swimlane

Distribution process Global Bike Group:

3 Departments 7 Jobs

The employee asks you to take a closer look at the model. What tasks (functions) do you still have to do as an FI-Customer agent? Can you find your previously viewed 'process' Create quotation? What happens after that until the next step?

FI-Customer agent

Solution: Tasks: If you follow the lane of the FI-Customer agent, five tasks can be identified. 1. create customer, 2. create quotation, 3. create sales order, 4. check stock overview, 5. display sales order document flow (Note: For control purposes, the tasks can also be called up as described above in ("As an employee, get to know your own role"). To do this, only the "Lane" of the FI-Customer agent must be selected. In the detailed view, the tasks can be found under "Connected to".)

FI-Customer agent: Create customer Create Quotation

Create sales order Check stock overview

Display document flow

Process Map

BPMN

Case study

The (intermediate) event "Quotation created" initiates the sending (black letter symbol) of the customer quotation to the external customer (e.g. by post or by e-mail). After the customer has accepted the offer, he confirms it with an external customer order (mail/letter) as a white letter symbol. As long as this interface has not yet been digitised at Global Bike Inc., the "FI- Customer agent" must manually transfer the "sales order" from the external sales order into the SAP system and create it there. After you have looked at your own work steps and now know what is coming up, the employee wants to know from you from which role and in which department the customer invoice (debtor) is created. And he asks you to show him the invoice in this model.

Interim result

External sales order vs. Sales order (SAP)

Customer invoice

Role:

Department/Division:

Process Map

BPMN

Solution: An employee from the finance department creates the accounts receivable invoice, in his role he is an Accounts Receivable.

Case study

EOG task 4

Short description: Understand BPMN diagrams and make the connection to functions and roles. Scenario: As in EPC, a BPMN model can be used to represent processes in different ways. Show the trainee the content of the BPMN. Note: Your role is that of accounts receivable clerk. .

Task: 1. Explain the content of the BPMN to Dennis. What are lanes? What is the pool? What is in the pool? (Take your role and tasks as an example). 2. What are the tasks (functions) of the contact agent?

Time 20 Min.

Case study

The document flow provides orientation in the company

Content: All successively emerging documents within each module. Ziel: You should understand which documents play a role especially in the sales area and in which order they appear.

Click on the information carrier accounts receivable invoice. Under related models you can access the "P3 GBI Document Flow" (information carrier diagram). When you switch to the new model, you are automatically taken to the object you clicked on in the previous model. Here you can see, from left to right, all the documents that are created one after another. These are always assigned to a lane. SD stands for Sales & Distribution, MM for Materials Management and FI for Finance. PP stands for Production Planning and CO Controlling. SD, FI and MM are arranged in the upper area, as they represent the typical documents of a sales or purchasing process. Which document follows a customer enquiry and what is the name of the "counterpart" in purchasing?

Time 20 Min.

SD MM

FI PP CO

Solution: In the SD sales process, the customer enquiry is followed by the customer quotation, etc. From the customer's point of view, this document corresponds to a supplier enquiry or a supplier quotation (from our customer) in the MM purchasing process, and hopefully ultimately to a purchase order.

Process Map

Belegflussdiagramm

Case study

Booking model – link to sales and finance

Content: The information carrier diagram represents the assets and liabilities (accounting) with its supporting documents. Target: To understand the previous process steps, as well as elements and link them to the financial model.

Click on the information medium accounts receivable invoice/customer invoice. In the properties under "Related models" you can access the information media diagram "M3 FI – SD Integration Point".

By clicking on the model, you navigate horizontally in the EOG again (you stay on level 3) and end up in the model mentioned above. As you already know, "Customer Invoice" has the black frame..

Time 15 Min

Information carrier

diagram

Motivation Map

Information carrier diagram

Activa Bank

Account

Receivable/Customer

Inventory Debit / Credit

The staff member presents the model to you:

Case study

In this Integration SD-FI financial model, the assets and liabilities side of the balance sheet is displayed. As soon as the goods leave the company (goods issue document), this has an effect on the balance sheet, as the stock by value is reduced by the value of the goods. At the same moment, a receivable is created towards the customer (customer invoice) who ordered the goods. A goods issue document records the reduction of material in the warehouse and credits the corresponding stock account in Financial Accounting. The customer invoice creates a receivable from the customer. The incoming payment document (Customer Payment) clears the customer receivable, resulting in an addition to the bank account.

Financial model

Integration SD and FI

Balance sheet

Goods issue document

Customer invoice Customer Payment

Integration MM and FI

Case study

EOG Task 5

Learning target: To better understand the financial model Scenario: Now that you have been introduced to the financial model, you are asked to look at it again in order to understand it better.

Tasks: 1. Take another look at the financial model "M3 FI – SD Integration Point“. 2. Navigate horizontally from the model M3 SD – FI Integration Point to the M3 FI – MM Integration Point model and explain the individual documents and their allocation to assets and liabilities.

Time 20 Min.

Case study

Core business processes and value creation

Content: The core business processes and value creation are displayed. Target: Identify what the core business processes are and understand the value creation.

Now the employee wants to know how many core business or support processes there are in the company and what they are. Do you know?

Time 15 Min.

Core business process

Navigation tree

Process Map

BPMN

The model P1 GBI Care Process can help here. Again you have the possibility to "search" for the model or you go via the navigation tree Central Modelsà 1.Corporate Managementà P1 GBI Core Process In the Global Bike Group GBI there are four core business processes and three to four support processes.

4 Core Business processes

3 (4) Support processes

Navigation tree

You can also find these in the alphabetical navigation tree on the left. Finally, the staff member wants you to look at the value chain diagram. In this diagram e.g. the sales processes are categorised.

Value chain diagram

Case study

To do this, click on the icon next to Sales and then select "A2 Sales and Distribution Process Application (SD)".

Do you remember the step? Which four areas can be chosen here? 4 area in distribution

Solution (view the entire model online): Master data, sales, shipping, invoicing

Application Map

Value chain diagram

A small remark by the ( fictional) employee: Why are there other terms under the individual value chain elements? He replies that the lower designations (verb + object) are taken from an old written documentation. A so-called substantivation is usual on level 2 (e.g. not create quotation but Quotation Processing). The employee points out to you that you have now successfully gone through almost all areas of the workplace level in the information model (horizontal navigation) and other models at the company, department and document levels (through vertical navigation) and are now fit for your work processes. Should you ever have problems with individual work steps, you can always refer back to the models to retrace the steps or even mask entries. If you are interested, you can explore the models further on your own, which of course also goes down really well with your boss.

Value chain on level 2: Substantivation instead of

Verb + Object

Case study

EOG Task 6

Learning target: Find work steps (functions) based on the value chain. Scenario: Show the trainee the value chain of work steps. Note: The value chain diagram is shown on the application map, level 2..

Tasks: 1. Navigate to the value chain diagram. 2. Show the trainee (Dennis Spies) your and his work steps. In which 'category' are his work steps, in which category are your work steps?

Time: 10 Min

Case study

Get to know the company’s goals

Content: The company's objectives and sub-objectives are presented. Target: Identify the objectives of the company and navigate first horizontally into the value view and then vertically from the departmental to the corporate goals

What are the targets of the individual value-added steps of the sales department from the last model? Solution: Click on "Customer Order Processing" in the value chain. Then navigate horizontally (you remain on level 2) and click on related models.

Now select the model "M2 PP Area Objectives 3. Process Perspective".

Time 30 Min.

Motivation Map

Target diagram

Question: What are the three process dimensions and which of them are measured in this model and how? Answer: The three dimensions are time, quality and costs. Key figures are measured, typically as quotients between 0 (very bad) and 1 (very good). On the one hand, the lead time, which should be reduced, or the quality, which should be improved. Now select the goal "Improve sales process" and navigate horizontally again via " Related Models" to "M2 area-BSC MM PP SD" (BSC means Balanced Scorecard).

3 Process Dimension: Time

Quality Costs

Balanced Scorecard

The staff member mentioned that there are separate targets for your department. If you look at this departmental or the Balanced Scorecard (BSC) cause-effect chain, you will see, e.g. that you are an internal customer of Materials Management (cost centre) and ultimately realise your departmental goals of the success perspective by achieving the customer goals (external customer).

Department- BSC

Cost centre Profit Centre

Case study

Motivation Map

Balanced Scorecard

What does the above model say about the goal of increasing sales? Describe it. Solution: In order to achieve the goal of increasing sales, distribution should successfully achieve individual sub-goals. The employee explains: In the model, the goals are assigned to different perspectives. A strategy is used to achieve the goals (divisional IT strategy). The different thick arrows show how strongly each goal affects the other. Further information on the goals can be found, for example, in the detailed view. For example, click on the goal "Improve sales process".

4 Perspectives of the BSC:

Success Purchaser

Process Potentials

Strength of the effect

arrows

Case study

The employee asks you to contribute to the achievement of the goals.

How can you contribute to the goals? (Reflection task, no solution available) The staff member explains that the company can only achieve its goals if all departments contribute to its success. The staff member tells you that the model is called "M12 GBI Enterprise objectives 1. Success perspective".

Navigate into the model. How do you proceed? Solution: Via "Increase turnover" to "Related Models", then to "M12 GBI Enterprise objectives 1. Success Perspective".

M123 GBI Enterprise objectives 1. Success

perspective

Increase turnover

Motivation Map

Case study

Increase turnover has a black frame because you arrived here from the previous chart. You had previously selected Increase turnover for navigation. In the target model, you can use all three levels to indicate which departments are managed as cost or profit centres. The last horizontal navigation takes you to a sustainability BSC. Click on "Achieve economic corporate objectives" in Level 1 (above), then on "M1 GBI Enterprise BSC" under the Properties button via " Related Models".

Substainability BSC: Ecological Economic

Social

BSC cause-effect diagram

Economic corporate objectives

Again, the object "Achieve economic business objectives" gets a black frame. It is always highlighted first when you navigate to another model.

Note: This is only a partial section of the diagram

Case study

Motivation Map

Balanced Scorecard

In the figure above you can learn a lot about the interaction of all the goals of the company Global Bike Inc., (e.g. also about the anchoring of the 17 sustainability goals of the UN). Discuss the different cause-effect diagrams (e.g. how can I achieve social or ecological goals, e.g. of the process perspective, in the context of the corporate BSC shown above, or how can I establish social or ecological awareness in the departments or at the individual workplaces? What are the individual measurement parameters (so-called lagging indicators) of the two upper or the two lower (leading indicators) perspectives and the corresponding documents, etc.) perspectives among each other and prepare a final presentation of the company Global Bike Inc. In addition, think about a mission directed at the customer and a vision directed at the stakeholders. How can other strategies such as cost leadership, quality leadership, etc. affect the potential perspective?

Case study

EOG Task 7

Lerning target: Link what has been learned before and find it again in a new model. Scenario: The functions (tasks) of the employees can be represented in different models. Another possibility is the e-business scenario diagram. The e-business diagram goes beyond departmental levels. Here, a value chain is depicted as a whole. Look at the diagram together. Tasks: 1. Navigate to "P2 eBiz MM PP SD". How do you proceed? What options do you have to navigate into the model? 2. Look at the model together. Do you find some of your work steps (functions) again? Name them. 3. Do you find similarities to the BPMN model? What is different? Name differences and similarities.

Time 20 Min.

Case study

EOG Aufgabe 8

Lerning target: Learn about a data model and link the contents to the financial model. Scenario: You have now explained to the trainee all relevant models in which his work steps are mapped. Since it is important to understand the link from sales to finance, the employee explained the financial model (p. 31) to you at the beginning. Now we will take a closer look at the appropriate data model.. Info: The data models are entity relationship models (ERM), which, as the name suggests, have entities (e.g. a customer invoice) that are connected to another entity (e.g. incoming payment) via links (relationships). The exact relationship is expressed via the cardinalities (e.g. 1,n)..

Example: The relationship can be read as follows: A customer master record creates none, one or more (0,n) sales orders. Read the other way round (from right to left), a sales order belongs to exactly one (1,1) customer master record. In terms of reality, this means that if a company has a customer master record of me as a customer, this does not immediately mean that there is also an order. My data can also be stored without an order. However, if I have then submitted one or more orders, these will only be assigned to my customer master record and not to any other. Note: Sometimes navigating from model to model via the navigation tree is useful..

Task: 1. Navigate to "D3 Data Model Integration SD FI". Tip: In order to navigate meaningfully to the "D3 data model", you must first navigate to an EPC. 2. Look at the data model together. Can you read the content? Try to describe the connection between the customer invoice and the incoming payment.

3. Can you make a connection with the financial model (see p. 32)? Describe.

Time 30 Min.

Case study

EOG Task 9

Lerning target: Find out about synonyms of commonly used word. Scenario: After learning about the new model type ERM and spending a lot of time explaining the other models, the trainee thanks you for your great help. He would like to finish by showing you something that was explained to him before and could be helpful in his/your everyday work.. Tasks: 1. Navigate to the business vocabulary in O3 via the properties of the entity customer master record.

2. Search for the customer master record there. Which technical terms can be used?

Time 20 Min.

Case study

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