AMBC provides SAP consulting services to world’s pioneer. AMBC SAP professionals ensure that we provide quick and robust implementation, non risk upgrades, good production support and superior worth development. SAP is a product with the help of any business efficiency can be improved and it can achieve higher Return on Investment (ROI). With AMBC Rejuvenation Assessment for SAP, can help you to reduce the cost of business and improve IT productivity, elasticity and dexterity.
AMBC Rejuvenation Assessment
AMBC Rejuvenation Assessment for SAP offers a broad approach that empower you to upgrade SAP applications quicker and help you to enjoy new features that enable you to achieve great business solutions. This approach enables you to:
• Enhanced services: Optimize your SAP business and its application, its data and design architectures, to achieve the planned business mission and results.
• Reduction in costs: Reduce the cost of SAP technologies that will enable your business users to enjoy better features and reduce the risks of new technologies usage.
• Improvement in value chain: Improves the value for money, invested for SAP application.
The SAP Rejuvenation assessment includes:
• AMBC helps you to assess your current SAP operations and its results, financial and qualitative data.
• AMBC perform Gap-fit analysis to bridge the gap of existing system features and SAP application features.
• Based on complexity of the system, calculate the service delivery costs and validate the current way of working.
• Identify and record Gap-fit analysis findings and recommend SAP best practices and AMBC point of view.
• Develop a SAP Rejuvenation roadmap that trim down complexity level, reduce maintenance costs and improve business value.
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...up with the industry. As a result, management and stakeholders are unable to think beyond their knowledge and identify the complexity of and threats to existing IT investments. They want to see considerable returns as soon as possible.
Because of all these reasons most of the businesses faces same barriers, and presents a similar solution to bring business and IT together to recognize, empower in, and evaluate the outcomes of strategic digital marketing, business intelligence and analytics.
How AMBC Delivers Business Value
Although business, IT, and its implementation all are different but we bring them together. Whereas other consultants focus on technology projects, we focus on revolution prospects, client processes, and value to our customers and the stakeholders.
We believe in Latest Consultation Model instead of Traditional Model. Latest Consultation Model is:
There are limits to customer-centric responsiveness. Correct assessment however it may be tricky to implement. This is where business-IT alignment becomes critical. While IT may not always meet customer objective, it’s important to build the relationships and not alienate
Two organizations that show the importance of aligning a company’s business strategy with their IT strategy are Cirque du Soleil and Major League Baseball. Both of these organizations rely on digital technology to make it easier to provide to their customers better entertainment through collaboration.
The factors listed though impressive and quite thorough, lacks in three crucial factors we believe would make a deep influence in choosing a provider. They are future scalability and expandability, flexibility to adapt to probable changes during development and maturity of technology being used. Elaborating on why the above stated factors are important to be considered during the selection process, we believe that sufficient forethought and foresight needs to be put on to predict future demand and load on the software and evaluate if the provider can handle these predicted future requirements by upgrading and scaling their system. With a focus on agility, the SiL’K team needs to ensure if the providers are flexible enough to accommodate a change if one arises outside the scope of the initial requirement specification. This is more of a qualitative assessment. Lastly, the third factor stresses on evaluating the technology used in the provider’s implementation. Care must be taken to ensure though the technology can meet the current needs, it is of the modern age and has sufficient maturity to evolve over a period of time to enjoy advantages of new, upcoming enhancements.
There were several reason for the rapid growth of SAP America during mid and late 90’s. Throughout the evolution, the parent company of SAP America, SAP AG, wishes to provide a better product based on the evolution of technology as well as based on the changing customer needs, and thus invested consistently on R&D activities. 20-25% of SAP AG’s gross revenue were re-invested in research and development. In fact, almost one quarter of the company’s employees were working on research & development activities. Adding to the point, they carried no debts over a period of time as well as they didn’t book revenues until product delivery to customers.
Accenture has a global interconnected workforce to meet the needs of a multi-polar business environment characterized by multiple centers of economic power and activity, high economic integration across geographies and information and communication technologies which are unparalleled. High collaboration and productivity is fostered today in more than 60 percent of its 178,000-strong workforce by its dependence on infrastructure which is accessible anytime and anywhere. IT has an award –winning CIO organization which is charged with delivering the innovative and effective Information technology (IT) solutions which enable its internal customers to achieve high performance. Thus central to this responsibility is a coherent and universally accepted governance model which is hand in hand with the business strategies that drive business growth.
Working on requirement gathering, requirement analysis, high level and granular level mapping, gap analysis, setups, functional and technical extensions and modifications, unit testing, stress testing, integration testing, and CRP’s related to the split scenario and post production data cleansing.
SAP did a great job in telling us the performance of the market and the performance of our company, so we knew if our strategy worked successfully. However, SAP did not tell us which way we should go. We knew we needed to adjust the prices and marketing spending on product, but we did not know whether we should increase or decrease prices and spending on marketing. In a word, SAP is a great tool for gathering
According to Gartner, SAP SCM accounts for about 19 % of the global market share (“SAP Software Review”, 2014). SAP has very good lineup of Supply Chain Management software features and robust functionality (“SAP Supply Chain Management", 2014, 2014). SAP SCM is already integrated and used by many global companies around the world. An interesting feature of SAP SCM is its upgradability .Recent survey says that 67% of the users have upgraded after the extended maintenance agreement was up and 95% of SAP users are planning to upgrade from their previous versions (Wailgum, 2012). SAP SCM comes up with a set of powerful tools which exceed the business process automation, thereby helping the global organizations in making strategic management decisions by reporting future needs (“SAP Software Review”, 2014). With SAP multiple forecast modeling techniques are available and it also selects the best fit model. This accurate forecasting is achieved by incorporating factors such as trends in product lifecycle, bill of materials, causal forecasting in addition to demand history. Th...
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Henderson and Venkatraman proposed a model for business – IT alignment; it was intended to support the integration of information technology (IT) into business strategy by advocating alignment between and within four domains (see figure 1). The inter-domain alignment is pursued along two dimensions: strategic fit (between the external and internal domain) and functional integration (between the business domain and the IT domain). The objective of this model was to provide a way to align information technology with business objectives in order to realise value from IT investments. The authors argued that the potential strategic impact of information technology requires both an understanding of the critical components of IT strategy and its role in supporting and shaping business strategy decisions and a process of continuous adaptation and change. Hence, they presented a model that defines the range of strategic choices facing managers.
Playing the SAP simulation game is a great way to learn how to efficiently run a business. Through it a person can understand the real world concepts of interdisciplinary integration. The simulation game enables students to understand strategies and concepts that take place at real companies daily. It also enables students to solve practical problems in a realistic training environment. Effective communication, organization and collaboration of team members is all it takes to gain an understanding of the game and come up with the winning strategy!
SAP implementation is a huge undertaking for any company, big or small. The one thing that every company wants to see during and after this implementation is benefits to their business. The biggest result they are looking for is a tangible or measurable benefit as these are easily identifiable and make the task of proving the reason for the hefty investment in SAP much easier. The question becomes how does a company go about seizing the benefits of SAP? There are several keys to seizing this benefit and those include discovering the hard dollar benefits, avoiding common pitfalls in a SAP implantation, and finding the intangible benefits.
AtekPC had developed a vast array of IT applications primarily focused on for the use of business functions like accounting, manufacturing, sales and distribution. There was very little integration between these systems. Most projects were medium sized and were managed informally by the development team (Lead Analysts). Any new development or maintenance projects were undertaken using an informal approach and this led to quick response time and also fewer conflicts. Also the Lead Analysts had long tenures and developed a deep understanding of the business requirements. Changing business needs required complex projects that involved multiple functional and technological areas. The demands of t...
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