...Analysis of SAP Labs India Pvt. Ltd SECTION-D, GROUP-IV Archit Prasad (12 DM-037) Debaleena Biswas (12HR-007) Himanshu Garg (12 FN-054) Madhavi Verma (12 DM-081) Tapapriyo Maitra (12 DM-151) Yogaesh Sharda (12 FN-159) Yogesh Khanna (12 IB- 061) Introduction India has always been chosen as the preferred Research and Development centre by many multinational organisations; SAP Labs was no exception. SAP Labs India Pvt. Ltd is SAP AG's largest R& D center in the world. The functional areas of SAP Labs India are Research & Breakthrough Innovation, Product Development, Customer solutions and Operations, etc. Due to its excellent employee learning system, effective management control and state-of-the art infrastructure, SAP Labs India is rated among Top 5 Best workplaces in IT software industry. The next few Pages aims at analysing the Oragnisational structure, culture, life/cycle stage , size , business environment and finally the right “fit” of SAP Labs India Pvt. Ltd. About SAP Labs India Pvt Ltd SAP Labs is the research and development organization of the parent company. SAP has its development organization spread across the globe. SAP Labs India Pvt. Ltd was opened in the year 1998. Other labs are located in Germany, France, Bulgaria and Hungary in Europe; Palo Alto, USA; Bangalore and Gurgaon, India; São Leopoldo, Brazil; Ra'anana and Karmiel, Israel; Montreal and Vancouver, Canada and Shanghai, China. SAP Labs India is the largest development unit in...
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...SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP® NetWeaver™ For Dummies® Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 Copyright © 2004 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, e-mail: permcoordinator@ wiley.com. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States...
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...providing valuable inputs. We would also like to thank the employees and management of SAP Labs India Pvt. Ltd., Bangalore for extending their help to understand the organization and providing us valuable insights about the innovation and change process in SAP. 1|Page Organizational Behaviour-II Table of Contents 1. 2. 3. 4. 5. 6. 7. 8. 10. 11. 12. 13. An Overview of the Company ............................................................................................ 3 The Dilemma ...................................................................................................................... 3 Need for Innovation ............................................................................................................ 4 Organizational Innovation .................................................................................................. 4 Technological Changes....................................................................................................... 5 Products & Services............................................................................................................ 6 Management Structure ........................................................................................................ 9 Transformational Leadership ............................................................................................ 10 Lean Transformation at SAP...
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...profile FastTrackSolutions, Inc (FTSI) introduced its SAP Education arm in August of 2006, focusing on SAP Business One Certfication Courses. Its birth was brought about by the increasing demand for trained SAP Consultants ready for project implementations. 2007 paved the way for expansion of its SAP Programs to Universities and Colleges across the Philippines. To date , FIT is of service to more than 60 University partners for their SAP subject requirements. In 2010 , it has been granted accreditation by SAP Philippines as the only IT academy providing SAP All-In-One Education in the country. FIT offers Specialization in A1 Financials (FICO) , A1 Logistics (SD, MM, PP) , A1 Technical (BASIS) and ABAP Programming. A few years into its inception, the company found itself faced with an unexpected demand for training from different sectors of society. Fasttrack developed and conducted various IT training programs for members of the corporate community. Seeing the steady rise in demand for IT training, FastTrack made the strategic decision to change course. In 2011, Fasttrack IT (FIT) Academy emerged as a full service training facility that offers a wide range of Information Technology courses and certification, to professionals , universities and corporate sector. FIT Academy launched courses which are highly in demand not only in the country but also in the global marketplace. Courses on Mobile Development (iOS/ Android) , Business ANalytics/ Business Intelligence...
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... Description of the problem 4. Project purpose and goals 5. Project approach and methodologies 6. Project deliverables 7. Timeline for deliverables 8. Identify Technical Advisor by name, contact information, position and responsibility 9. Identify Supervisor by name, contact information, position and responsibility Approvals Mr. Smith Application Development Supervisor Name Department Signature Date Mr. Jones Application Development Technical Advisor Name Department Signature Date Carnegie Mellon Approvals Mel Rosso-Llopart Faculty Advisor (Mentor) Signature Date Mel Rosso-Llopart MSIT-SE Director Signature Date MSIT Project Proposal – Example 2 1. Executive Summary of Effort SAP (which stands for Systems Applications and Products in Data Processing) is the ERP (Enterprise Resource Planning) package that is used by all of the Wireline facilities in North America. The SAP Business Connector is the integration tool component of the SAP system that allows the ERP application to pass transactions between different systems, translating the transaction from the sending system for the receiving system The SAP Business Connector B2B (Business to Business) application was poorly designed. The current application is maintained in Production, because server names and URLs are written into the code. The server names and URLs are different...
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...Individual Assignment 4 - HRD Human Resource Development of professionals in an emerging economy You are an expatriate sent by SAP to one of the major construction companies in Tanzania. You have Debrah/Oforis article and USD 1 Mio to set up an “ideal” HRD-program for this company that should facilitate as a prime example in the whole industry. Draft your concept! Be as concrete as possible and mind your line of argumentation. It is usually the professional bodies that provide appropriate training and education to their members, which, however, mostly results in compartmentalisation, a very common and well-known problem in Tanzania and other developing countries. Therefore it may be more reasonable to rather establish systematic and coordinated training programs and a unified approach for each industry. Such a development of employees would ensure their ability to perform successfully in an international setting, enhance their productivity as well as competitiveness. Formerly, the Tanzanian government was expected to provide training and facilities. However in recent years the role of the private sector for financing and providing such training has more and more been acknowledged, since the sustainability of funding and with that the guarantee of a structured and continued training is essential and one of the biggest problems faced in HRD. Therefore it may be necessary to complement external funding with the development of domestic funding in order to secure and ensure...
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...JOIN THE 21,600 ORGANIZATIONS WORLDWIDE THAT RUN SAP ® SOFTWARE SOLUTIONS. N O ONE KNOWS BUSINESS BETTER SAP is a world leader in business software solutions, with industry-specific products for virtually every aspect of your operations. Including best-of-suite solutions that are targeted for specific business processes and enterprise resource planning (ERP) solutions that help streamline your entire organization. With SAP, you gain the visibility to identify inefficiencies, and the resources to help reduce them. The foresight to pinpoint opportunities, and the agility to seize them. And the collaborative tools to extend your reach far beyond the enterprise, to the entire value chain. And because SAP solutions are built on open technologies, you’re assured that they will integrate seamlessly with virtually any internal or external systems, protecting your technology investment. A PARTNER YOU CAN COUNT ON With more than three decades of profitable growth and an exceptionally stable management team, SAP is a longterm partner you can choose with confidence. SAP solutions are installed at more than 69,700 customer locations in 120 countries. And they’re developed, implemented, and supported by 28,700 professionals operating out of a global network of offices. So you can count on world-class support, when and where you need it. In addition, SAP continues to invest in ongoing research and development. For...
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...A CRITICAL APPRAISAL ADJUSTMENT PROGRAMME IN NIGERIA Structural Adjustment is the Wrong Policy F. E. Ogbimi* he incorrect perception of a problem can lead to the development of poor theories to solve it. This explains why, a decade after implementing Structural Adjustment Programs (SAP) advanced by the World Bank and the International Monetary Fund (IMF), many African countries have still not made measurable progress. Africa is much worse off today than it was a decade ago because African economists and the world bodies have a poor perception of the African economic problem and so designed SAP—a program which cannot stimulate growth. Why do Structural Adjustment Programs lack growth elements and what should be done to stimulate rapid development? Introduction Most African nations are implementing SAP, an economic `panacea' inspired by the World Bank and the IMF. The objectives of a Structural Adjustment Program are largely the same for most African nations, because the world bodies presume that African economies are at the same level of development and are experiencing similar problems. The stated objectives of the Nigerian SAP are to: • restructure and diversify the productive base of the economy • achieve fiscal stability and positive balance of payments • set the basis for a sustained non-inflationary or minimal inflationary growth, and • reduce the dominance of unproductive investments in the public sector.1 The corresponding program instruments include...
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...World Education, Cambridge, England, 1997 – 1998 PROFILE • Senior Accounting Analyst (Bilingual Professional –Spanish/English). • SAP end user expert. • Possess outstanding record of achievement in back office, operational profitability, business process development, reports, expense control, SAP implementation, policy and procedure development, forecasts, balance sheets, income statements , annual budgets, continuous quality improvement and personnel management, with advanced skills in all aspects of finance and operations involving: |Cross functional teams |Treasury management |Team leadership | |Import/Export |Operating/strategic planning |Market Analysis | |Organizational development |Analysis and Reconciliations |International markets | |Financial management |Analytical Reports |Accounting | |Bilingual (English – Spanish) |Advance knowledge of Excel, Word, Power Point, |Risk management | |Bank reconciliations and journal entries |Outlook, SAP, Bloomberg, and Quick Books, Oracle. |Foreign Exchange Market Knowledge | |AP &...
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...JACG Consulting Group JACG Consulting Group SAP ERP Implementation SAP ERP Implementation By Jonathan Deroza, Audry Vazquez, Crystal Wheeler and George Sergi By Jonathan Deroza, Audry Vazquez, Crystal Wheeler and George Sergi Abstract We are working on the implementation of an ERP system from SAP for our coop with a total of 51 member owners. We are under a compelling opinion that the SAP R/3 software package gives us the best opportunity to achieve our objectives by reducing reporting and invoicing errors, reducing labor and transition costs and increasing productivity throughout JACG and its membership companies. 1. Overview JACG is a consulting firm modeled a coop that provides innovation business solutions in the food industry for their member-owners and customers. Today JACG has 51 active members with sales totaling fourteen billion dollars. JACG leverages the total volume, knowledge and loyalty of their membership to establish a competitive advantage by reducing costs and offering business building competencies. The value proposition that JACG brings to the membership is defined in many area including procurement, sourcing, quality assurance and best in class consulting services for its member-owners. The AS400 system JACG has in place today is very antiquated. The system is more than 20 years old and has been customized to the juncture where the updates to the software suite provided by the manufacturer are no longer useful; it is not flexible...
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...D GE · r & Fr a nci s G ro SAP implementation at Metalica: an organizational drama in two acts M ICH EL AVIT AL and BETTY VANDENBOSCH Department of Information Systems, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106-7235 USA This play attempts to reconstruct the social reality of key players at Metalica during the ® rst couple of years of SAP implementation. Rather than adopting one perspective about the SAP project, we provide the views of different participants using their own words, arguments and ideas as much as possible. The play is constructed from summaries of systematic interviews which were changed only to suit scholarly objectives and a dramatic presentation. At the request of the company involved, the names and locations in this case have been disguised. Act 1 describes the company’ s vision concerning the implementation of an enterprise resource planning (ERP) system, a crisis which emerged during the initial phase of implementation and the actions taken to remedy the shortfalls. Act 2 describes the project management, the dynamics between the implementation team members and the organizational implications of an ERP system implementation. The actual performance of the play and a subsequent discussion among the participants enable students to re-create and experience the thrills, frustrations, dilemmas and concerns originally expressed by the people who inspired this account of SAP implementation. Using theatre in an...
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...usually filled with incoming supplies, were empty. The 2,500 employees who normally worked in the plant each day were gone. The plant, which normally produced 20,000 PCs a week, was shut down. The date was April 6, 1999. On this date, the plant was to ‘go live’ with an implementation of the SAP R/3 system known as Production Release 2 (PR2). As John Corcoran, Director, SAP Production Project, waited for the first transaction to be processed by PR2 on April 6, he reflected on how PSG had come to this milestone event. Several years before, PSG had recognized the need for an integrated system that would allow better management of the supply chain across all of its plants and quicker response to changes in the business environment. Most recently, the success of Dell made clear to PSG the value of creating a CTO (Configure-to-Order) business model in addition to its standard MTM (Machine Type Model) business model. Having a set of autonomous plants, each with a multitude of independent legacy systems that supported different business processes was a significant obstacle to implementing this or any other new business model. On January 1, 1998, the first version of an integrated production system based on SAP R/3, known as Production Release 1 (PR1), went live in the PSG plant in Guadalajara, Mexico. Given the experience with implementing PR1 in the Guadalajara plant, the dedicated work of his 170-person international team, strong executive support, and an adherence to a disciplined project...
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...Maria Giulia Nisii Katarzyna Rybak STRATEGIC MANAGEMENT PROJECT ON SAP AG TABLE OF CONTENTS 1. Executive Summary…………………..…………….……………. Pg 3 2. Description of the Company....……………………..…………….. Pg 5 3. Business Software Industry Analysis…………………………….. Pg 7 4. SAP Internal Analysis……..………………………….………….. Pg 11 5. SAP Competitive Strategy..……………………………………… Pg 15 6. SAP Vertical Integration…………………………………………. Pg 18 7. SAP International Strategy………….……………………………. Pg 20 8. SAP Non-Diversification and Sybase Acquisition……………...... Pg 23 9. SAP Strategic Alliances.………….………………………………. Pg 26 10. Conclusions and Recommendation…………………………........ Pg 28 11. References Section..………………..……………….………..….. Pg 30 1. Executive Summary We are two students of Carlos III University of Madrid and our report purposes were the ones of detecting the main lines of SAP strategy and finding out which were the key success factors for the company. SAP AG is a German multinational software corporation that makes enterprise programs to manage business operations and customer relations. It is one of the largest software companies in the world and is the market leader in enterprise resource planning applications (ERP programs). First of all, to start our research, we identified how the business software industry was looking like to understand the company’s surrounding environment. The industry of e-business is using Information Technology (IT) and the Internet to conduct business in order to operate...
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...SAP Contents 1. WHY DID SAP DECIDE TO IMPLEMENT AN ECOSYSTEM AND HOW DID THEY REALIZE IT? WHAT WAS CRUCIAL FOR ITS SUCCESS? 2 2. BESIDES NEW SOFTWARE PRODUCTS, WHICH OTHER KEY OUTCOMES AND BENEFITS ARISE FOR SAP BY USING THE ECOSYSTEM? 3 WHAT WOULD BE YOUR RECOMMENDATION FOR SAP WITH REGARD TO NAKISA? 4 BUILT IT YOURSELF 4 BY 5 PARTNER 5 CONCLUSION 5 REFERANSELISTE 7 Side 1 1. Why did SAP decide to implement an ecosystem and how did they realize it? What was crucial for its success? The ecosystem realization was more or less due to internet startup firms that challenged the SAP business model, companies like IBM and Microsoft pushed open protocols and web services to IT customers, witch again could manage a fully integrated system based on open source with “best of breed” suppliers. In that they also recognized that the overall IT knowledge also increased due to younger and better trained IT departments/persons inside companies. It was important that SAP are in the lead of the change, due to the first mover and also that they have a high knowledge regarding IT programing. In the book “The innovator´s solution” by Christensen and Raynor (2003) there is mentioned disruptive innovation, in this context we could say that the new entrants of open based programing is a huge threat and could possibly in the future change the industry. As we can se in figure 1 the new marked disruption is a possible threat for existing...
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