No Process Harmonization, No Performance Comparability?

No Process Harmonization, No Performance Comparability?

In the days of “lot size 1” and “customer 1” process harmonization becomes more and more a pipe dream. If we like it or not. And with process harmonization performance, comparability goes down the tube as well. Or? One rationale for driving process harmonization is to establish comparability between the various business entities. Why do you want comparability? Because you want to establish some sort of benchmark in order to understand where you perform better and where you perform worse. Comparability is the prerequisite for identifying best practices. Fortunately, financial performance is easily comparable. Because it measures everything in dollars and cents. And it is naturally clear that effectiveness (profitability) and efficiency (cash) are the key finance metrics. Unfortunately, there is no straight way to translate operational performance figures into financial performance figures. What is the financial impact of improving your customer satisfaction? What is the financial impact of improving your product quality? What is the financial impact of shipping on time? What is the financial impact of an increased number of electronic orders? etc. The first question is whether there is a relationship between a certain operational activity and the financial outcome at all. Does it matter whether you are doing manual or automatic planning for example? This can be found out with statistical correlation analysis. If there is a relationship at all the ensuing question is how does this relationship look like. If you improve your dispatching quality by 2%, how much does it improve your free cash position? Such relationships can be determined with statistical predictive modeling. As a side effect, such models yield also the...
Isn’t S/4HANA the same as Trufa?

Isn’t S/4HANA the same as Trufa?

The answer is simple: Yes and No! “Yes” because Trufa and S/4HANA apply the same philosophy of “all details” and “no aggregates”. “No” because Trufa solves a totally different problem than S/4HANA. S/4HANA is about supporting and automating the operations of an enterprise. Trufa is about supporting and automating the management decisions of an enterprise. This means that S/4HANA and Trufa are complementary by nature. You cannot do with S/4HANA what you can with Trufa and vice versa you cannot do with Trufa what you can do with S/4HANA. But both solutions are synergistic. Let’s illustrate these synergies with a few exemplary use cases of Trufa for S/4HANA: b Familiarizing yourself with the foundational S/4HANA characteristics $ Experiencing the different way of working with ad-hoc dynamic hierarchies of all sorts Q No need for a running S/4HANA system  Preparing your S/4HANA introduction $ Taking stock of your current ERP usage patterns Q No need for a running S/4HANA system  Comparing your ERP and S/4HANA complexity $ Gauging your degree of achieved simplification O S/4HANA test system required  Weighing your ERP- and S/4HANA-based business performance $ Qualitative and quantitative performance driver assessment P Parallel run of ERP and S/4HANA required  Accompanying the S/4HANA rollout $ From S/4HANA Finance to S/4HANA R S/4HANA in production mode required Technically Trufa is an “S/4HANA application”. Trufa uses the same technology stack as S/4HANA. Trufa uses the same raw tables as S/4HANA. Trufa uses the built-in financial functions of HANA as S/4HANA. Did we raise your interest? Then don’t hesitate to talk to...