1 XXX Rollout Project Overview
1.1 Project Organization
The Rollout Project is under the responsibility of the Steering Committee, which is headed by the MD of XXX, Lee Buck Siang. Daily project activities were undertaken by the project team members from the combination of core Project Cheetah Team Leaders from each module identified key users from XXX and zz Consultants under the supervision of the internal project managers, Choo Kim Soon and the external project manager Adeline Lee. In addition, to Consulting Manager, Alfred Chong provides quality review and overall project direction with Mr. Yaw Seng Heng as the Project Advisor on the best business processes to adopt from YYY.
Figure 2.1.1: Rollout Project Organization
1.2 Project Scope
As this is a rollout system from YYY, with the exception of Warehouse Management, all modules will be rolled out to XXX. Desa Baiduri, being a subsidiary of XXX will only be implemented with the Financial and Management Accounting Module. The table below denotes the modules that will be implemented for the two companies.
| Existing YYY SAP Module | XXX | Desa Baiduri |
| Financial Accounting (FI) | Yes | Yes |
| Management Accounting (CO) | Yes | Yes |
| Sales and Distribution (SD) | Yes | - |
| Purchasing (MM-PUR) | Yes | - |
| Invoice Verification (MM-IV) | Yes | - |
| Inventory Management (MM-IM) | Yes | - |
| Warehouse Management (MM-WM) | - | - |
| Production Planning (PP) | Yes | - |
Figure 2.2.1: Scope of XXX Rollout
1.3 Project Timeline
The implementation approach for the rollout project is based on the Accelerated SAP (ASAP) implementation methodology. ASAP is broken into five stages as shown in the diagram below:
Figure 2.3.1: ASAP Implementation Methodology
Stage 1 - Project Preparation
The purpose of this stage is to perform initial project planning and preparation activities for the follow-up phases. Major activities include preparing the project infrastructure, identifying the project team members and developing a detailed project plan.
Stage 2 – Business Blueprint
The purpose of this stage is to document the Business Blueprint, which maps the business requirements into SAP and defines the approaches to be used in activities like conversion, training and testing under the Realization phase. It is the result of requirement gathering workshops and prototyping efforts. The Business Blueprint is an important component of ASAP as it specifies the conceptual design on which the rest of the implementation is based.
Stage 3 – Realization
The purpose of this stage is to configure all of the business requirements based on the Business Blueprint conceptual design. The objectives are to configure the system, develop and test interfaces, conversion programs, enhancements and reports as well as conduct overall integration test. System authorizations are also created, user acceptance tests are conducted, and preparation for end user training is established.
Stage 4 - Final Preparation
The purpose of this stage is to prepare for going live. Activities in this phase include end-user training, system management, and actual conversion of “live” data, “cut-over” activities and formation of an internal help desk to support the organization after going “live”.
Stage 5 – Go-Live and Support
The purpose of this stage is move from a pre-production environment to a live production operation environment. A support team for power users must be formed for the initial critical days of going live as well as to support end users for a long-term period.
The Rollout Project commenced on 8th October 2003 and is a three-month project implementation. The integration of the logistics modules and the financial modules demand an aggressive timeline as depicted in the diagram below.
Figure 2.3.2: Timeline for XXX Rollout
2 Organization Structure
2.1 Financials
2.1.1 Financials Organization Structure
2.1.1.1 Credit Control ea
A credit control area is an organizational unit for specifying and controlling customer credit limits. The credit limit assigned to a customer is valid across all company codes in the credit control area. XXX belongs to the same credit control area as YYY. Therefore XXX will adopt the criteria for credit check from YYY. The credit limit will be checked during the creation of sales order and delivery order. The system will block any sales order or delivery order that fails the credit check. Approval by the Credit Representative is required before the sales document can be further processed.
Figure 3.1.1: Mapping of Credit Control Area
2.1.1.2 Cost Center
The standard hierarchy and coding structure of the cost centers for XXX and Desa Baiduri are as follows:
Figure 3.1.2: Mapping of
2.1.1.3 Profit Center
The standard hierarchy and coding structure of the profit centers for XXX and Desa Baiduri are as follows:
Figure 3.1.3: Mapping of
2.2 Logistics
2.2.1 Sales Organization Structure
2.2.1.1 Sales Area
The sales area and assignment of the sales organization to the company code for XXX is as shown below.
Figure 3.2.1: Mapping of Sales Area
2.2.1.2 Shipping Point
The shipping point is required for delivery processing. The figure below shows the assignment of the shipping point to the plant.
Figure 3.2.2: Mapping of Shipping Point
2.2.2 Purchasing Organization Structure
The Purchasing Organization Structure for XXX is as follows:
Figure 3.2.3: Mapping of Purchasing Organization Structure
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