Business Scenarios

Implementing R/3® in Record Time

with AcceleratedSAP

1
 Implementing R/3 in Record Time with AcceleratedSAP
Time to
benefit
AcceleratedSAP (ASAP) is SAP’s rapid implementation
methodology specifically designed to support enter-
prises working on a very tight schedule. ASAP allows
you to exploit the value of SAP® products as quickly
as possible while laying the foundations for continu-
ous improvement. Even if you have not used ASAP for
the implementation, it can still help you implement
additional business processes in R/3 or optimize
existing ones. And the special Roadmap of ASAP for
Upgrades tells you exactly what to do and what to test,
ensuring that you update your R/3 System in the most
efficient way. ASAP supports the entire SAP life cycle,
not just the initial implementation.
AcceleratedSAP consists of a methodology, known
as the Roadmap, which is linked to the configuration
HEAD 10.5 DEMICAPS QUADRUPEI VIX
tools in the R/3 System. It supports project managers
and business process consultants with a wealth of
checklists, spreadsheets, questionnaires, and documen-
tation templates. It also includes guidebooks and
special technical accelerators such as a cutover plan
for the more technical aspects of SAP Software.
AcceleratedSAP has reached a level of maturity and
functional richness that it should be considered by
every R/3 customer. More than 17,000 SAP or partner
consultants have been trained in ASAP. Whether
you follow the entire Roadmap or just use certain
2
accelerators, you will save a considerable amount of
time and improve the quality and repeatability of your
implementation. There is no magic behind ASAP – but,
as Aberdeen Group stated in a study of ASAP custom-
ers, “No pain...no gain – but AcceleratedSAP works!”
(Aberdeen Group, June 1998).
Another independent study conducted by the Institute
of Information Management at the University of
St. Gallen, Switzerland (IWI-HSG) investigated in
detail several ASAP projects in the midsize market.
The feedback they received from ASAP customers
was also extremely positive.
Here is a brief look at the experiences companies
around the world had with AcceleratedSAP – from the
United States to Australia, and from the Netherlands
to Mexico. Since speed is not the only governor
of success, each report addresses different aspects
of AcceleratedSAP projects, many of which were
completed before schedule and far within their budget.
For more information on AcceleratedSAP, please visit
our home page at
www.sap.com/asap
Implementing R/3 in Record Time with AcceleratedSAP

Contents

Australia Acacia Resources Limited 4

Mayne Nickless 5
Belgium Sumitomo Chemical 6
Union Minière, UM Zinc Chemicals 7
Canada AT&T Canada Long Distance Services 8
China Legend QDI Ltd. 9
Germany Axmann Fördertechnik GmbH 10
Fuchs Petrolub 11
Günther+Schramm GmbH & Co. KG 12
Honduras Corporación Cressida 13
Malaysia UMW Toyota 14
Mexico Arrocera Covadonga 15
BASF 16
Netherlands Crosfield 17
Eldim 18
Holec General Supplies (HAT) 19
Ministry of Economic Affairs, Netherlands 20
Tracor 21
Switzerland Pyropac 22
UK Bespak 23
USA Central Michigan University 24
Chemrex 25
DEKALB 26
Designworks 27
Masters 28
OKI 29
Quaker 30
Subaru 31

3
 Australia

Acacia Resources Limited

Acacia Resources Limited is a rapidly growing Australian gold mining Engineering & Construction
and exploration company. It produced more than 500,000 ounces of
gold in 1998 and be one of the lowest cost gold producers in Australia.
The company, which provides employment for more than 560 people,
has four mining operations in Australia as well as extensive
exploration activities.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 6 months In 1998 Acacia has trebled its gold resource inventory
Implementor: PricewaterhouseCoopers (PwC) and achieved a four-fold increase in gold production
Scope: Financials (FI and CO) capacity since its launch in 1994. The company
Human Resources (HR) achieved this by developing and starting three new
Project Systems (PS) mines and by acquiring a fourth, newly commissioned
Materials Management (MM) mine. Acacia is well positioned to further develop
Plant Maintenance (PM) existing operations and respond to new opportunities.
Team size: 10 from PwC, 17 part time SAP/R3 provides streamlined integrated business
and 3 full time from Acacia process functionality, handles the year 2000 problem
Rollout sites: 8 sites and eliminates Acacia’s redundant processes and
End users: 250 end users duplicate data. The company chose the R/3 System
Budget: On budget because of its integration, its global acceptance and
the investment SAP commits to developing and
supporting the product.

PROJECT HIGHLIGHTS
Powered by AcceleratedSAP
Acacia chose RapidPath, the Price Waterhouse
‘Powered by ASAP’ approach because it offered
the shortest interruption to the business – a six-
month-long implementation. The company decided to
analyze the existing R/3 functionality and modify its
business practices to R/3 functionality. The benefits of
RapidPath include a structured approach that adheres
to ASAP principles and provides the controls required
for successful implementation.

“With R/3 Acacia is emerging as an industry

leader in the use of computing technology,
maximising effectiveness of the available skills
and ensuring they are available across the
company. Rapidpath will achieve a fast, cost
effective, and assured implementation.”

David Moores, Project Manager,

PricewaterhouseCoopers

4
 Australia

Mayne Nickless
Healthcare
Mayne Nickless Limited is an international service company based
in Australia with 28,000 employees in eight countries. The company
provides effective outsourcing solutions for private and public
organizations in healthcare and logistics.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Over the last decade, Mayne Nickless has grown Duration: 6 months
significantly – mostly because of its large number of Implementor: SAP Australia
new acquisitions. This also meant that Mayne Nickless Scope: Financials (FI and CO) incl.
Limited inherited a number of disparate operating Legal Consolidation and
platforms for collecting and analyzing of financial Asset Management (AM)
data. For this reason, Mayne Nickless decided to Materials Management (MM)
go ahead and implement one financial system, Team size: 22 full-time employees
SAP R/3, throughout the entire corporation. Out of Rollout sites: Mayne Nickless Group Head
70 Mayne Nickless locations in Australia, the goal Office, Mayne Logistics and
was to have 50 of the major sites live by the deadline. Health Care of Australia
One of the contributing factors to the on-schedule End users: > 300 users
implementation was AcceleratedSAP. Budget: Within budget

PROJECT HIGHLIGHTS
Strong commitment from top management
With the help of SAP’s AcceleratedSAP methodology
and a strong commitment from Mayne Nickless senior
management, the company implemented R/3 across
50 sites in just six months. The project team developed
one conceptual design (Blueprint) and one prototype.
They rigorously applied all aspects of the ASAP
Roadmap.

“This is one of the largest IT projects we have

undertaken in quite a number of years. Aside
from meeting all the common set of objectives,
SAP R/3 was implemented on time, on budget,
and to specification.”

Shane Tanner, Chief Financial Officer, Mayne Nickless

5
 Belgium

Sumitomo Chemical
Established in 1913, Sumitomo Chemical is one of Japan’s leading Chemicals
chemical manufacturers. More than 15,000 employees generate revenues
of over $7 billion. It offers a diverse range of products, including basic
chemicals, petro-chemicals, fine chemicals, agricultural chemicals, and
pharmaceuticals. Sumitomo maintains a worldwide network of subsidi-
aries, affiliates, and other offices, and its products are sold in more
than 100 countries.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 4 months Sumitomo Chemical Belgium had been established
Implementor: Deloitte Consulting/ICS through the acquisition of a preexisting company,
Scope: Financials (FI and CO) including its computer system. The inherited system
Materials Management (MM) was not integrated and had been “patched” by the IT
Sales and Distribution (SD) staff of the former company. Sumitomo decided to
Warehouse Management (WM) implement an integrated application software solution
Team size: 4.5 full-time members to unite its manufacturing and business operations
Rollout sites: Machelen (Belgium) around the world. Belgium was chosen to be the pilot
London (UK) project in Europe, SAP R/3 was chosen because it has
Dusseldorf (Germany) been commercially proven around the world.
End users: 12 full time users,
17 reporting users PROJECT HIGHLIGHTS
Budget: 450 working days Fast implementation with “Fast Track”
Sumitomo Chemical selected Deloitte Consulting/ICS
because the consulting company has a strong global
presence and a very cost effective implementation
solution. ICS successfully incorporated predefined SAP
accelerators into its Fast Track methodology and is
therefore “Powered by ASAP” certified worldwide.
Using this methodology Sumitomo Chemical Belgium
implemented R/3 in less than 4 months.

“The fact that we were certified by SAP for our

outstanding commitment to ASAP philosophies is
a testament to the benefits of our relationship.
We are confident this synergy will continue to
benefit clients in all of our engagement
worldwide.”

Juergen Sattler, Global Managing Director,

Service Lines, Deloitte Consulting/ICS

6
 Belgium

Engineering & Construction
Union Minière
UM Zinc Chemicals
Belgian-based Union Minière is a world leader in the non-ferrous metals
sector. The company specializes in converting ore into metal (zinc,
copper, gold, silver, cobalt) using high-tech manufacturing processes.
The company generates $4.24 billion in consolidated revenue and
employs 12,327 people. The business unit UM Zinc Chemicals with
headquarters in Angleur (Belgium) produces zinc oxides and zinc dust
in 4 European countries (F, GB, B, NL).

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

UM Zinc Chemicals subsidiaries each had its own Duration: 4 months
solution. The flow of information was not sufficiently Implementor: Siemens Nixdorf Belgium (SNI)
integrated from subsidiary to subsidiary, and manage- Scope: Financials (FI and CO)
ment did not receive enough information from the Materials Management (MM)
different offices and subsidiaries. That situation could Sales and Distribution (SD)
only hurt a company in this highly versatile and Team size: Internal: 6 key users and
competitive industry. Therefore, UM Zinc Chemicals 1 project leader
chose the R/3 System to integrate its business External: 1 full time and
processes, and chose Siemens Nixdorf Belgium and 4 part time
its “Live & Go” R/3 implementation solution to Rollout sites: Belgium, France, and the
implement R/3. Netherlands,
UK in a 2nd phase
PROJECT HIGHLIGHTS End users: 50 users
Focused project scope pays off Budget: On time, fixed price
SNI is responsible for the global implementation at
UM Zinc Chemicals, as well as consulting and training.
“Live & Go” is a preconfigured R/3 System for small
and midsize companies in Belgium and Luxembourg.
The team concentrated on what was necessary to
replace the existing solutions of UM Zinc Chemicals.
The approach was very pragmatic: the goal was to
implement all essential, critical business processes.
UM Zinc Chemicals used the preconfigured R/3 System
to adapt to the legal requirements of the other coun-
tries and to develop an international reference model.

“Our strategy was to limit the risks by sticking

to a simple and realistic framework, while at the
same time keeping the system open for future
enhancements. The methodology provided by
Siemens Nixdorf Belgium in “Live & Go”, which
is “Powered by ASAP”, helps us to progress in
a controlled manner. Our team now rolls the
R/3 solution out to several other subsidiaries.”

Julien Deraedt, Vice President,

Union MinièreZinc Chemicals

7
 Canada

AT&T Canada Long Distance Services Company

AT&T Canada Long Distance Services Com-pany has built on 150 years Telecommunications
in Canada to become a nationwide facilities-based carrier offering
Canadian business and residential customers a variety of high tech, high
quality products and services for voice and data communications.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 9 months for all modules, “Increased competition and deregulation is changing
(HR/Payroll took 11 months) the landscape of Canada’s telecommunications
Implementor: SAP Canada industry. Our previous systems lacked the functionality
Scope: Financials (FI, CO, TR-CM) we required to access (in real-time) critical information
Materials Management (MM) that could be relied upon as being consistent” says
Investment Management (IM) Don Welham, AT&T Canada’s Project Director for the
Enterprise Controlling (EC) SAP implementation. “We realized that our legacy
Project System (PS) systems, with their numerous ad-hoc spreadsheet
Plant Maintenance (PM) processing and reporting systems would need to be
Human Resources (PA and PD) replaced if we were to manage our information
Team size: 24 full-time members, plus up to productively with so many changes and with the
50 part-time members competitive pressures in our industry.“
Rollout sites: Multiple locations across
Canada, including remote access PROJECT HIGHLIGHTS
End users: 729 users An empowered project team
Budget: On budget The key to expediting the project was strict adherence
to the ASAP methodology. Inherent to that methodol-
ogy was the need to make decisions quickly. It would
have been too time consuming to obtain consensus
on many issues. That’s why AT&T Canada formed an
A Team – a group of people who knew the business,
were responsible for making the best decisions for the
company, and who would have to use the software to
perform their jobs once the software was implemented.

“If you are going to implement R/3 in a tight

timeframe, the people you assign to the project
must be given the authority to make decisions.
Whatever decisions they make, they and the
company will have to live with them once the
project is completed.“

Doug Muir, AT&T Canada’s Project Manager

8
 China

Legend QDI Ltd.

High Tech Legend QDI Ltd., founded in the end of 1988, is one of the subsidiaries
of Legend Group headquartered in Beijing, China. The subsidiary in
Huiyang is among the the top 5 motherboard manufacturers in the
world. The company sells approximately over three millions PC boards
annually and employs about 1800 people. Legend Group is the
No. 1 PC manufacturer in China and No. 5 in Asia.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Legend QDI’s previous information system lacked Duration: 16 weeks
integration and failed to effectively support the Implementor: SAP China with Deloitte
internal supply chain. Although Legend QDI performed Consulting/ICS (DT-ICS)
some business reengineering while converting its Scope: Financials (FI and CO)
processes from a legacy system to R/3, the company Materials Management (MM)
made a conscious decision not to undertake a major Production Planning (PP)
change effort during the implementation. The Team size: 4 consultants from SAP
implementation went very smoothly. 1 consultant from DT-ICS
Rollout sites: 3 locations
PROJECT HIGHTLIGHTS End users: 50 users
Group implementation reference Budget: Under budget
The detailed estimation of time and cost based on
ASAP convinced Legend QDI to use ASAP as the
implementation method and gave them a feeling of
security. With ASAP’s assistance, Legend QDI even
closed the project one month ahead of schedule and
under budget. The Legend Group is considering
implementing SAP for the whole group, which will
benefit from the know-how of the pilot project.

“The project estimation process during the sales

cycle convinced us that SAP has a clear idea of
what needs to be done to implement successfully
in a short time frame. And AcceleratedSAP
helped us to even go live ahead of schedule.”

Yhone Liu, CIO, Legend QDI Ltd.

9
 Germany

Axmann Fördertechnik GmbH

Axmann Fördertechnik GmbH and its subsidiaries produce materials- Engineering & Construction
handling products for conveyor belts and parts disposal. The 25-year old
company generated about $22 million in revenue in 1997 and is growing
steadily. It employs 109 people in Germany and the US.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 5 months (live with Financials Axmann is one of 10 companies that won SAP’s
after 4 weeks) Higher Corporate IQ competition, which illustrates the
Implementor: SAP AG effective use of the R/3 System in midsize companies.
Scope: Financials (FI and CO) The prize was a complete R/3 package with free
Materials Management (MM) installation by SAP. Axmann had worked with PC
Sales and Distribution (SD) systems, but wanted to prepare for future growth as
Human Resources (HR) well as the year 2000. The company’s manufacturing
Team size: 5 internal and 4 external process requirements include variant configuration and
part-time (40%) manufacture-to-order functionality. Axmann also
Rollout sites: 1 site currently - 1 more planned envisions exchanging data online with customers, and
End users: 25 users because Axmann is a supplier for many European
companies, the company is using the Euro as its
standard currency.

PROJECT HIGHLIGHTS
ASAP for a midsize company
AcceleratedSAP helped Axmann to clearly see what
had to be done during an R/3 implementation.
To speed up installation, the company used Ready-to-
Run R/3, SAP’s preinstalled and preconfigured base
system. And to accelerate the project even more,
Axmann used the Legacy System Migration Work-
bench, which allows companies to easily migrate data
(even from PC systems) to R/3 without programming.

“Our company is now well equipped to face

the future and the pressure of increasing
competition in a global market.
The quick implementation saved us
valuable time and money.”

Norbert Axmann, Managing Partner Axmann

Fördertechnik GmbH

10
 Germany

Fuchs Petrolub AG
Oil & Gas Mannheim, Germany-based Fuchs is one of the world’s leading
suppliers of lubricants with revenue topping $1 billion. Fuchs employs
around 4,000 people in about 80 operating companies throughout the
world. The most important markets for Fuchs are Western Europe,
North America, and Asia-Pacific.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

From 1972 onward, a series of acquisitions, take-overs, Duration: 6 months for template and
and new companies paved the way for Fuchs’ expan- project standards, 2–9 months for
sion throughout the world. Fuchs had to progressively rollout projects (depending on size)
move away from many different local and stand-alone Implementor: SAP plus partners in each country
solutions and become a more integrated Group. Scope: Financials (FI/CO/AM)
Fuchs chose the R/3 System as the tool to streamline Material Management (MM)
and harmonize the corporation’s IT operations. The Sales and Distribution (SD)
Group’s SAP Competence Center will be located at the Manufacturing (PP-PI)
Fuchs headquarters in Mannheim, Germany. Core team: 6 plus temporary members
Rollout sites: 40 in Europe and Australia
PROJECT HIGHLIGHTS until 2003
ASAP as basis for template development End users: Range from 5 to 200 per rollout site
Fuchs defined its project standards using
AcceleratedSAP, and they used ASAP templates for
consistent scoping, process specification, and docu-
mentation. The templates contained scoped, docu-
mented, and pre-customized processes and are the
basis of efficient implementation at each site. Fuchs’
Australian subsidiary has already profited from this
implementation technique, going live in just six
months. Austria, Belgium, France, a small subsidiary in
Hamburg, Germany, and others are to follow soon.

“Due to its easily understandable and flexible

structure, ASAP supports not only stand-alone
implementations but also the creation of
templates. In particular, the tools contained
in ASAP enable a project start with a brief
preparatory phase!”

Klaus-Peter Genz, IT-Director, Fuchs Petrolub

11
 Germany

ence
Compet
l
Günther+Schramm GmbH & Co. KG in Stee
“Competence in Steel” is the slogan that steel trading company Mill Products
Günther+Schramm uses to promote itself to customers. Founded by Emil
Schramm and Erich Günther back in 1930, Günther+Schramm has
expanded from a pure trader to a provider of services in all things steel
for the mechanical engineering and automobile industries. The traditional
family firm with about 200 employees supplies such products as cold
drawn steel, special steel, tool steel, high-grade steel, continuous cast,
steel sheets and steel tubes.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 9 months To meet the challenge presented by the year 2000,
Implementor: ATOS the standalone software solution the company had
Scope: SD, MM, FI, CO, HR been using had to be replaced by a company-wide
Team size: 6 consultants from Atos, SAP-integrated solution before the start of the new
1 consultant from SAP AG, millennium. With SAP software, Günther+Schramm
Rollout sites: Mannheim and Oberkochen found an integrated, flexible solution with broad
End users: 70 users functionality and a high adaptability to meet changing
Budget: Within budget requirements in the future. SAP Best Practices for
Metal proved to be the ideal solution for meeting the
special demands of handling the company’s processes,
and its successful implementation was completed
within a tight, nine-month schedule.

PROJECT HIGHLIGHTS
Despite the tight implementation schedule and the
particular requirements of the steel trade, IT service
provider Atos as lead contractor, working in close
collaboration with SAP, was able to complete the
project quickly and cost-effectively. This was due in no
small measure to SAP Best Practices for Metals, which
supports the implementation of SAP software in the
metal industry (both production and trading) through
the AcceleratedSAP implementation method.

“SAP gave us everything we wanted for steel trading.”

Karl-Heinz Pitz, Günther+Schramm director

12
 Honduras

Corporación Cressida
Consumer Products Corporación Cressida, a $200 million Honduran company with
6,000 employees, is a market leader in consumer products. The company
has more than 350 products in a variety of markets, including agricul-
tural, laundry, cleaning, food, beverages, snacks, beauty, cosmetics, and
health products.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Cressida’s previous information systems were not Duration: Less than 6 months
integrated, which meant the company was saddled (3 weeks earlier than planned)
with long response times and high operational costs. Implementor: SAP Mexico
Cressida chose the R/3 System from among five Scope: Financials (FI and CO), incl.
systems not only because of its robust functionality, Cash Management
but also because SAP guaranteed service, support, Sales and Distribution (SD)
and continuous improvements long term. Team size: 6 SAP consultants and
14 company executives
PROJECT HIGHLIGHTS Rollout sites: 57 companies in 7 countries
TeamSAP scores the winning goal End users: 200 users
Cressida and SAP agreed to publish a weekly status Budget: 8% under budget (overall)
report on the Internet about the progress of the
implementation, making it the “public implementa-
tion” of the R/3 System. The status report represented
the AcceleratedSAP phases as a soccer game in which
the Cressida-SAP team scored the goal of victory.
The customer and the external consultants worked as
a true team in the spirit of TeamSAP.

“Our company speed to react to new market

requirements and competitors depends on the
quality of information for executive decision
making. With the AcceleratedSAP methodology,
we were able to implement R/3 quickly and now
we are achieving the information level needed.”

Miguel Facussé Barjum, President, Corporación

Cressida

13
 Malaysia

UMW Toyota Motor Sdn Bhd

UMW Toyota Motor Sdn Bhd (UMWT) is the automotive arm of UMW Automotive
Corporation Sdn Bhd, Malaysia. UMWT, a joint venture company with
Toyota Motor Corporation, Japan and Toyota Tsusho Corporation, Japan,
has five fully owned subsidiaries, all of which are involved in vehicle
assembly, vehicle distribution, and aftersales services, and the manufac-
ture of car exhaust systems and car seats. In 1997, the company had
total revenues of $800 million and staff force of 3,500.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 3 months (Phase 1) The UMWT group had a mix of home-grown
Implementor: SAP Malaysia IT systems that lacked both year 2000 compliance and
Scope: Financials (FI and CO, Phase 1) data consolidation. Despite the tough economic times
Materials Management (MM) in the region, UMWT management saw the business
Asset Management (Phase 2) benefits of installing the R/3 System. UMWT will use
Team size: 7 full-time plus others R/3 to analyze the profitability of its vehicle sales and
as needed to streamline its purchasing and inventory systems.
Rollout sites: 2 distribution companies, The ease-of-use, full integration, and richness in
3 manufacturing plants R/3 will help UMWT push ahead in the competitive
End users: 100 users automotive market.
Budget: 30% below budget
PROJECT HIGHLIGHTS
Ready-to-Run R/3 – 30% under budget
The implementation team was given an aggressive
time frame and a tight budget. The team knew that
whatever they rolled out had to be better than what
the users currently had. The team used ASAP as its
implementation method, which accelerated the process.
And using Ready-to-Run R/3, the preinstalled and
preconfigured R/3 base system, saved about a dozen
consulting days. The R/3 implementation was
successfully completed well ahead of time and under
budget – and it met users’ expectations.

“The challenges for a successful SAP R/3 imple-

mentation were high, but with TeamSAP and
ASAP, we finished one month ahead of schedule.
This initial project has been an outstanding
success and with the experience
and knowledge gained, we will leverage this
for all our manufacturing operations. And of
course, with AcceleratedSAP.”

Ms. Tan Li Li, Head of IT, UMW Toyota Motor

14
 Mexico

Arrocera Covadonga
Consumer Products Arrocera Covadonga is a medium-sized Mexican company founded
50 years ago to produce and market seeds and grains, mainly rice and
beans. It has facilities and distribution centers across Mexico and
employs around 300 people. Although Arrocera Covadonga does most
of its business in Mexico, it has an important export business with
the United States.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

In 1997, Arrocera Covadonga detected that it must Duration: 11 weeks
replace its information systems so that it could Implementor: SAP Mexico
successfully support the growth of the company, Scope: Financials (FI and CO),
the market changes and maintain its competitive Materials Management (MM),
advantage. Out of several business application Sales and Distribution (SD)
vendors, Arrocera selected SAP’s R/3 System. Team size: 4 SAP consultants and
R/3 has given Arrocera an important competitive 6 executives from Arrocera
advantage by helping it to do business on the Internet. Rollout sites: 3 plus 7 distribution sites
Many of Arrocera’s vendors access its systems online End users: 50 users
now.

PROJECT HIGHLIGHTS
Only 11 weeks for medium-sized company
Thanks to the use of the AcceleratedSAP methodology
and a team shared by Arrocera Covadonga and
SAP Mexico, implementation was performed in only
11 weeks. As a medium-sized company, Arrocera
Covadonga did not have a budget to do a
reengineering project. In order to facilitate a better
operation in the company, they took advantage of
SAP’s business processes included in R/3.

“Implementation was completed in 11 weeks,

but most important is that SAP has put within
the reach of medium-sized companies the
R/3 System, a tool used by big companies
of the world. “

Eleuterio Aja, Administrative Director,

Arrocera Covadonga

15
 Mexico

BASF de México
BASF de México, which is part of the worldwide BASF Group, consists Chemicals
of two operating companies, BASF Mexicana, and BASF Pinturas.
A common R/3 System integrates the two companies which produce
agrochemicals, industrial chemicals, pigments, plastic materials,
industrial coatings, automotive lacquers, and process chemicals for
paper, leather, and textiles. Both companies generate about
$300 million annual revenue and employ 1,200 people.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 14 months In 1997, BASF de México decided to implement
Implementor: SAP America SAP R/3 solution to support the NAFTA (North
Scope: Financials (FI and CO) American Free Trade Agreement) integration process
Materials Management (MM) including demand and production planning,
Warehouse Management (WM) purchasing, accounting and material management,
Sales and Distribution (SD) among others. R/3 also enabled BASF de México to
Production Planning for fine tune its previous reengineering process and
Process Industries (PP-PI) ace the year 2000 issue.
Quality Management (QM)
Project System (PS) PROJECT HIGHLIGHTS
Travel Expenses (HR) Pilot project as basis for rollout
Team size: 24 full-time employees of BASF The implementation project originally focused on
de México and 7 full-time SAP the two BASF companies in Mexico. But because the
consultants ASAP implementation was so fast and so successful,
Rollout sites: BASF Mexicana and BASF Pinturas the BASF Executive Steering Committee decided to
(Phase 1); Argentina, Venezuela, create a project team with members from BASF
Colombia, Peru, Ecuador, Chile and companies that would develop a Common Americas
Knoll Pharmaceutical, USA (Phase 2) Template (CAT). CAT covers the needs of ten BASF
End users: 750 in Mexico companies in eight countries.

“The TeamSAP partnership of BASF México,

SAP America and SAP Mexico by implementing
SAP R/3 solution, supported BASF de México with
its complex and rapid growth. This project
allowed for NAFTA Integration, and became
the starting point of establishing a BASF Common
System for the Americas.”

Manuel Millán, Vice President,

BASF de México

16
 Netherlands

Crosfield
Chemicals Crosfield B.V. in Eijsden near Maastricht in the Netherlands was
founded in 1983 and is part of the international Crosfield Group
headquartered in Warrington, UK. The subsidiary in Eijsden is the
largest production site for silicate and zeolite products. The company
generates approximately $80 million revenue each year and employs
185 people. The group has additional production sites in the UK,
Italy, USA, Brazil, and Indonesia.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Crosfield’s previous information system lacked Duration: Less than 6 months
integration and failed to effectively support the Implementor: SAP Netherlands
internal supply chain. The chemicals business is Scope: Financials (FI and CO)
competitive and price-sensitive, so Crosfield needed an Materials Management (MM)
information system that provides integrated pricing Sales and Distribution (SD)
information. R/3 was the solution Crosfield opted for Manufacturing (PP)
to support its global business and improve the quality Team size: 6 full-time plus ad-hoc members
of management information. The subsidiary in Eijsden Rollout sites: 1st phase: Netherlands,
was chosen as the group’s R/3 pilot site. The R/3 2nd phase: UK and USA
rollout is still in progress. End users: 60 users
Budget: Within budget; $0.6 million
PROJECT HIGHLIGHTS
Pilot project as basis for rollout
Time and cost estimates convinced Crosfield to use
ASAP as an implementation method. Using ASAP,
Crosfield was able to finish the project on time and
within budget. And since the processes of other sites
are the same as those at Crosfield in Eijsden,
subsequent implementations will be able to benefit
from the conceptual design (Blueprint) and know-how
gleaned from the pilot project.

“ASAP is excellent for software implementation

and project management. We plan to reuse
90% of the Netherland’s Business Blueprint
project documentation for the global rollout.”

Jack Vrancken, Project Manager, Crosfield

17
 Netherlands

Eldim B.V.
Eldim B.V., which is an Interturbine Netherlands’ subsidiary, performs Engineering & Constructing
precision machining and metal working for the manufacturers of
stationary gas turbines and aircraft engines. The $30 million company
employs 275 people.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 6 months Eldim’s rapid growth mandated an upgrade of its
Implementor: Origin International computing systems, plus the company’s legacy systems
Scope: Financials (FI and CO) were not year 2000 compliant. Eldim’s marketplace
Materials Management (MM) moves so quickly that it dictated the fastest
Sales and Distribution (SD) implementation possible with the least disturbance to
Production Planning (PP) ongoing operations.
Team size: 4 full-time members
Rollout sites: The Netherlands, Germany, PROJECT HIGHLIGHTS
and US (later) Consistent approach
End users: 50 users Origin is a global consulting partner of SAP AG. By
Budget: Fixed price and fixed date integrating key accelerators of ASAP into its POWER
methodology, Origin was certified ‘Powered by
AcceleratedSAP’. Eldim chose Origin as its
implementation partner because of this consistent
approach for accelerated R/3 implementations. The
methodology permitted Eldim to quickly identify
points where the implementation could be streamlined
to cut the time required to go live.

“POWER and AcceleratedSAP gave us the

tools to do a real effective process-oriented
SAP R/3 implementation project.”

Martin Wigchert, SAP Business Consultant, Origin

18
 Netherlands

Holec General Supplies (HAT)

Engineering & Constructing
Holec General Supplies (HAT), headquartered in Hengelo, the Netherlands,
is an operating company of Holec Holland NV. Holec Holland supplies
medium and low voltage switchgear systems and components. HAT
manufactures the parts and tools for the Holec products and for external
clients. The company, which employs about 250 people, is realizing an
increasing share of its $25 million annual revenues from foreign markets.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

After three months of scrutiny, management concluded Duration: 9 months
that the company needed a new enterprise resource Implementor: SAP Netherlands
planning (ERP) system. Holec described and recorded Scope: Financials (FI and CO)
all its primary processes, and in January 1998, in Sales and Distribution (SD)
close cooperation with the holding company and with Materials Management (MM)
financial advisors, the company decided that the R/3 Warehouse Management (WM)
System met its requirements for its production process. Quality Management (QM)
Manufacturing (PP)
PROJECT HIGHLIGHTS Team size: 10 full-time members
Stability Rollout sites: 1
By using AcceleratedSAP Holec rolled out the project End users: 80 users
in a stable way. ASAP helped to address critical areas Budget: On time and on budget
and to ensure everything was taken into consideration.
In addition, the ASAP questionnaires helped Holec to
effectively devise its conceptual design, the Business
Blueprint. It served as the basis for configuration and
subsequent testing and documentation.

“Without ASAP, implementation of R/3 would

never have reached the quality we have today,
concerning the time-frame.”

Johan Hinrichs, Commercial Director, Holec General

Supplies B.V.

19
 Netherlands

Ministry of Economic Affairs, Netherlands

The Ministry of Economic Affairs in the Netherlands is the first Public Sector
AcceleratedSAP implementations in the public sector. It is located in
The Hague, has annual expenses of about $1.73 billion, revenues of
about $2.75 billion, and employs 4,500 people.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: Less than 6 months The Ministry of Economic Affairs had a personnel
Implementor: Align information system that was not millennium proof.
Scope: Human Resources (HR) incl. By implementing the R/3 System, the Ministry
Personnel Admistration and replaced its old system and built a solid foundation for
Personnel Development integrated information management in the future. The
Team size: 15 to 20 from the Ministry Ministry was already using SAP’s financial solution for
(mostly part time), 10 from the public sector (Funds Management (FI-FM) and the
Align (mostly full time) industry solution for the public sector IS-PS). The
End-users: 60 users Ministry’s next goal is to integrate the Financials and
Budget: $0.7 million (extension of Human Resources components to generate integrated
hardware and value contract, management information.
external resources, training)
PROJECT HIGHLIGHTS
Improvement of business processes
A Dutch ministry had never before implemented a
system like R/3 in such a short (six month) timeframe.
The project had excellent top management
commitment, so decisions were swift and the project
team could stick to scope of the project. The project
team not only implemented SAP, it also aligned the
implementation with business processes, which often
improved the processes. The most beneficial
accelerators included the issue management system,
the cut-over plan, and the change management
system.

“The quality assurance audits that were part of

the AcceleratedSAP deal really opened my eyes
on some of the project issues. The beauty of
these audits was that gave a good overview of
the most important issues.”

Peter Hennephof, Chairman of the Steering Committee,

Ministry of Economic Affairs, Netherlands

20
 Netherlands

Tracor Europe
High Tech Tracor Europe manufactures and distributes computer peripherals, like
industrial printers and barcode devices, as well as network computers
(NC). Tracor also services its products, which accounts for about half of
its revenues. Tracor employs about 90 people and has locations in
The Netherlands, Belgium, and France.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Tracor’s IT infrastructure lacked integration between Duration: 4.5 months (1 month ahead of
sales and service processes, and there was no schedule)
integration between locations in different countries. Implementor: Solution Partners BV
Although Tracor had started to integrate logistics and Scope: Financials (FI and CO)
centralized financial control, they wanted to improve Materials Management (MM)
their customer service system. Tracor chose the R/3 Sales and Distribution (SD)
System because of its integration and because of the Service Management (SM)
rapid implementation that ASAP offers. Tracor chose Team size: 2 external consultants (total of
Network Computers as their frontend platform to 110 mandays, including post
minimize total cost of ownership. implementation support)
Rollout sites: France
PROJECT HIGHTLIGHTS End users: 25 users
Live in 100 days Budget: On budget
Initially, August 1, 1998 was the planned go-live date
based on the functional scope, the number of users,
and anticipated complexity of the project. But the
project progressed so rapidly that it went live on
June 26, beating the initial target by a full month!
There was a clear, no-change policy regarding the
R/3 software. ASAP questionnaires helped both sides
to understand what Tracor needed and what SAP can
offer. And the ASAP project milestones helped the end
users to understand what to expect, when to expect it,
and what the roles and responsibilities were.

“ASAP is the standard way of working for us in

all our SAP implementations. It facilitates our
commitment of resources and the timeframe that
we offer our clients.”

Tom van den Berg, Project Leader, Solution Partners BV

21
 Switzerland

Pyropac AG
Pyropac AG is Switzerland’s leading manufacturer of residential heating Engineering & Constructing
boilers, employing 60 people. The company sells its products through
Max Weishaupt GmbH, an international distributor that also uses
R/3. The Pyropac/Weishaupt products are renowned for their use of
energy-saving and environmentally friendly combustion engineering
technology.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 6 months Pyropac’s previous IT system was not year 2000
Implementor: Plaut Systemhaus AG compliant, so the company decided to replace its
(Switzerland) whole suite of legacy applications with the latest
Scope: Financials (FI and CO) release of the R/3 System. Pyropac’s business process
Materials Management (MM) requirements include serial number handling and
Sales and Distribution (SD) traceability of products, and the R/3 System handles
Production Planning (PP) those needs. Pyropac will use the document
Team size: 5 part-time key users, management system in R/3 for ISO 9000
plus 2 full-time consultants documentation.
End users: 50 users
Budget: On budget PROJECT HIGHTLIGHTS
On time, on budget thanks to ASAP
The ASAP implementation methodology enabled
Pyropac to manage its project strategically and with
firm goals in mind. The predefined project plan and
milestones helped the company stay on track. The
project plan also schedules and lists activities in the
technical area. This helped the company in particular
to stick to the project schedule and remain within the
allocated budget. In addition, Pyropac had a TeamSAP
coach from SAP Switzerland to support this first ASAP
implementation in Switzerland.

“Our strict adherence to ASAP methodology,

along with the quality of the consulting team and
the commitment of our key users, all contributed
to the overall success of our project.”

Walter Tömördy, Chief Executive Officer at Pyropac

22
 United Kingdom

Bespak
Healthcare Bespak Europe Ltd., based in Kings Lynn, Norfolk and Milton Keynes,
UK, is a member of the British group Bespak plc. Bespak is the world’s
leading developer and supplier of drug delivery technologies to the
pharmaceutical industry. More than 1,000 employees generate revenues
of over $140 million.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

The IT infrastructure had remained largely unchanged Duration: 6 months
since its introduction over ten years ago and no longer Partners: Origin International and
provided adequate support for Bespak’s business. SAP UK (TeamSAP coach)
Bespak wanted a world-class IT infrastructure made up Scope: Financials (FI and CO)
of leading-edge, proven, cost-effective, secure, and including Assets
stable computer applications. Bespak chose the R/3 Sales and Distribution (SD)
System on Compaq/NT platform as the vehicle for Materials Management (MM)
its IT solution, Origin International as its prime Human Resources (HR)
contractor, and SAP UK as TeamSAP coach to achieve Product Planning (PP)
its ambitious objectives. Bar-Coding System from
Telxon Ltd.
PROJECT HIGHLIGHTS Team size: 20 users and consultants
TeamSAP works! (full-time ratio 1.5:1)
TeamSAP consists of People, Products, and Processes. Rollout sites: 3
The product is R/3, the process is AcceleratedSAP, End users: 240 users
and the people were the team from Bespak, Origin, Budget: On budget
and SAP. They had a common goal, and all parties
endorsed the project schedule, budget, and methodol-
ogy. ASAP made clear what had to be done and how.
The multitude of examples and templates in ASAP
reduced many of Bespak’s concerns about the project
and gave them the confidence and tools to complete
the project. From the users’ point of view, the ASAP
documentation was a bonus, and they used it as a
training aid.

“The role concept in AcceleratedSAP helped

everyone to focus on their particular tasks and
sequence of activities. In just six months we
successfully completed a wall-to-wall
implementation that would normally have
taken at least 10 months.”

Mike Jacques, Senior Project Manager,

Origin International

23
 USA
Central Michigan University
Central Michigan University is a public university in Mount Pleasant,
Michigan in the US. More than 16,600 students attend classes at
the main campus, and another 12,000 attend classes at satellite sites.
CMU is known for providing a quality, student-focused education.
ASAP IMPLEMENTATION PROJECT DATA
Duration: 9 months
Implementor: SAP America
Scope: Financials (FI, FM and CO), Materials
Management (MM), Human Resources
(PA, PD: Benefits, Time and Payroll)
Team size: 6 core team members for FI and 6 core
team members for HR, plus shared
clerical and training support
Rollout sites: On-campus data entry and reports;
Offcampus reporting at 14 sites
End users: Approx. 650 total (350 active users)
Budget: On time and within budget ($4 million
incl. software, hardware, consulting,
and related expenses)
24
Public Sector
BUSINESS SITUATION
CMU needed a new system that would ensure year
2000 compliance and that would move it from a
transaction processing environment to an information
management environment. The university also intends
to take advantage of best practices and processes that
improve efficiency, such as distributed transaction
processing and increased electronic processing. CMU
expects that the R/3 System will help it advance into
areas like employee self-service applications, better
management reporting, and possibly workflow.
PROJECT HIGHLIGHTS
Successful project team training
Based on the recommendations of AcceleratedSAP,
CMU followed a train-the-trainer strategy. First, it
sent project team members to SAP training classes.
Then project team members trained users in the
departments, such as accounting, payroll, and
personnel as well as other users across the campus.
“CMU is proud to be a leader in implementing
SAP in higher education. SAP will help us be
more efficient through decentralized transaction
processing. It will also provide greater and more
comprehensive information that will in turn help
us make wise decisions to benefit our students
and the taxpayers.”
Jerry Scoby, Assistant Vice President Business Affairs,
Central Michigan University
 USA

Chemrex Inc.
Chemicals Chemrex Inc. is a US subsidiary of the Germany company SKW Trostberg AG.
The Minneapolis, Minnesota-based subsidiary employs 360 people in the US,
including 125 R/3 users. The company processes chemical products for the
construction industry at five plants and posted sales of $120 million in 1997.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Since 1995 SKW Trostberg had been looking for a Duration: 9 months
uniform procedure for implementing R/3 Systems Implementor: SAP America, Canitano and
throughout its European and US subsidiaries. By late Associates, Inc.
1996, its internal attempts at standardization had not Scope: Financials (FI and CO)
been as successful as expected. After seeing the Materials Management (MM)
success of the first AcceleratedSAP pilot project in Sales and Distribution (SD)
the US, the company decided to use ASAP for the R/3 Warehouse Management (WM)
implementation at Chemrex. Production Planning (PP-PI)
Team size: 5 external consultants,
PROJECT HIGHLIGHTS plus 8 to 10 full-time
Efficient testing Chemrex employees
The ASAP Realization phase is the longest and most End users: 125 users
critical stage of R/3 implementation because all Budget: Within budget
configuration and testing is done and a lot of activities
happen in parallel. It requires intense effort to plan,
check, and control all the project activities of all team
members. During this phase, Chemrex focused on the
Business Process Master List, the “mother of all
spreadsheets” within AcceleratedSAP. This list helped
Chemrex to efficiently manage the configuration
process and carry out a range of increasingly detailed
tests.

“By using the predefined testing tools and

adding a „going-live test weekend“, we made
sure that no surprises were in store for us after
going live. For SKW, ASAP will now be the
implementation methodology for any subse-
quent R/3 projects.“

Raimer Hillig, Corporate Application Manager,

SKW Trostberg AG

25
 USA

DEKALB Genetics Corporation

Founded in 1912, DEKALB Genetics Corporation is an established Consumer Products
agribusiness leader in biotechnology research for seed and hybrid swine
products. Headquartered in DeKalb, Illinois, the company has 46 North
American research locations, 18 international research and development
sites, and 46 production locations worldwide. The company employs
more than 2,000 people and generates sales of nearly $500 million.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 1st phase: 7 months for order DEKALB had outgrown its information system. The
fulfillment (FI, CO, AM, SD) company’s dramatic growth rested on top of an
2nd phase: product supply inadequate infrastructure. And dramatic changes were
(MM, QM, PP) occurring in the agricultural industry, including fewer,
Implementor: Hewlett-Packard and SAP America larger, and more sophisticated farm operations, as well
Scope: Financials (FI, CO, AM) as research and marketing alliances and mergers. In
Sales and Distribution (SD) addition, dealers were demanding more product
Materials Management MM) information. DEKALB chose the R/3 System because
Quality Management (QM) of its integration, functional breadth, and scalability.
Production Planning (PP)
Team size: 12 full-time employees plus PROJECT HIGHLIGHTS
about 35 part-time employees Align business with seasonal demand
Rollout sites: 28 locations The project was implemented under budget and on
End users: 550 users time – in only seven months. Because of the rapid
Budget: Under budget implementation, DEKALB could align the seasonal
aspects of its business with the ASAP implementation
phases. The company did not modify R/3, but did build
several ABAP/4 bolt-ons to create systems that yielded
industry competitive advantage.

“The AcceleratedSAP approach is very positive

in its ability to enable customers like ourselves
to move forward quickly in our installation
and upgrade.”

Jim Nesmith,
Vice President and CIO at DEKALB Genetics

26
 USA

Designworks/USA Inc.
Automotive Designworks/USA is BMW’s US design studio. Based in Newbury Park, near Los
Angeles, the southern California company is located in a region recognized for
its influence on trend-setting automotive design. But Designworks/USA also
consults with companies outside of the automotive industry. Designworks/USA
produces innovative and creative design solutions for clients ranging from
Nokia to Heidelberg (printing equipment) to Microsoft.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Designworks’ old IT environment could no longer Duration: 5 months
support its dynamic business development. Leading Implementor: Softlab GmbH, Germany
design companies must meet customer requirements Scope: Financials (FI and CO),
and adapt to market changes, so Designworks decided Project System (PS)
to implement R/3. This would streamline existing Time and Attendance
processes, replace nonintegrated applications, provide Team size: 4 key users,
year 2000 compliance, and support multiple plus ad-hoc members
languages. Designworks chose Softlab GmbH, a SAP Rollout sites: 1st phase – USA
Partner in the development of the SAP Automotive 2nd phase – Munich Office
solution, as a consulting partner for the R/3 End users: 50 users
implementation because of its automotive and Budget: On budget
R/3 implementation experience.

PROJECT HIGHLIGHTS
Sound business process documentation
ASAP gave Designworks all the implementation tools
it needed, from process analysis through roll-out.
Designworks could begin all project activities in an
organized and controlled way. This was a critical
success factor for the project.
Designworks also used ASAP as a documentation
platform, creating end-user documentation with the
Business Process Procedures listed in the Business
Process Master List.

“ASAP tools are tailor-made for an effective, fast,

and well-organized SAP R/3 implementation.
By using the ASAP approach, the results of the
complete implementation process are docu-
mented and available for the whole organization
and further implementations within BMW.”

John Celenza, Executive Director – Finance

and Administration, Designworks/USA

27
 USA

Master Builders Inc.

Founded in 1909, Master Builders Inc. is a leading innovator in the development, Chemicals
manufacturing, and marketing of construction chemicals to improve, protect, and
repair concrete. The company employs 1,000 people in more than 30 offices and
20 distribution/manufacturing sites across the Americas. Cleveland, Ohio serves as
the regional headquarters in the US for MBT Holding, a worldwide network of
construction chemical companies owned by SKW Trostberg AG, Germany.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 8 months Master Builders is regarded as the undisputed leader
Implementor: Conley, Canitano & Associates in the construction industry. Master Builders imple-
Inc. (CCAI) mented R/3 not only to improve operating efficiency,
Scope: Big Bang approach: but also to establish a solid information technology
all components at all sites foundation to support the company’s aggressive
implemented simultaneously growth strategies.
Team size: 15 full-time internal people,
7 full-time, 4 part-time PROJECT HIGHLIGHTS
consultants (CCAI and SAP) A comprehensive solution pays off
Rollout sites: Cleveland, Ohio headquarters, The key success factors for this project were a
23 regional sales offices, and dedicated and passionate implementation team and
15 manufacturing/distribution an aggressive and comprehensive implementation
sites (US, Canada, Puerto Rico) methodology. The project was one of the first ASAP
End users: Approximately 250 users implementations of the Environmental Health and
Budget: On budget Safety component, and Master Builders worked closely
with TechniData GmbH, SAP’s development partner
on the EH&S component.

“The ASAP approach is the only way to

implement R/3. ASAP provides useful structure
and tools to assist in project management. And
SAP continually enhances ASAP - based on the
improvements to ASAP I have seen since we
implemented, I believe other customers will
reduce their implementation time even more.”

Larry Karbowiak, Executive Director,

Strategic Resource Development, Master Builders Inc.

28
 USA

Oki
High Tech Oki, founded in 1972 and headquartered in Mt. Laurel, New Jersey, in
the United States, is a division of Oki Electric Inc. Oki manufactures
PC peripherals, including printers, fax machines, and point-of-sale
equipment, and employs 650 people. The $500 million company is
ranked among the top 3 impact printer manufacturers in North America
with a 17.3% market share.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Oki’s systems could no longer handle the company’s Duration: 10 months (1 month ahead of
increasing shipping volume. Oki selected SAP schedule)
primarily because of R/3’s robustness and because core Implementor: SAP America
R/3 processes matched Oki’s business so well that no Scope: Financials (FI and CO)
modifications were necessary. AcceleratedSAP allowed Materials Management (MM)
Oki to realize business benefits quickly and ahead of Sales and Distribution (SD)
schedule. Production Planning (PP)
Sales and Logistics Information
PROJECT HIGHTLIGHTS Systems (SIS and LIS)
Executive sponsorship is critical Team size: 21 employees, 6 full-time SAP
Executive sponsorship was extremely important to the Rollout sites: 4 Oki sites plus third-party
success of the project. Oki’s CIO was the team leader service centers
and was completely accessible for any problem that End users: 377 users
arose. Oki took complete ownership of the project and Budget: On budget
made tough business decisions quickly, which was
paramount. The ASAP methodology helped to keep the
project within scope and acted as a catalyst for making
the tough business decisions because it requires
decisions within a strict time period. Business experts
became full time SAP project team members and
performed beyond expectations.

“The highlight of this project was the fantastic

team experience, as well as being within budget
and early completion. Since the team worked so
well together the added pressures became less
of a burden and more of a bonding experience.”

William Fabian,
Vice President of Information Systems, Oki

29 29
 USA

Quaker State
Quaker State Corporation, headquartered in Irving, Texas in the United Oil & Gas
States, supplies consumer products and services to the automotive
aftermarket. Quaker State has annual revenues of $1.2 billion and
employs approximately 5,200 people.

ASAP IMPLEMENTATION PROJECT DATA BUSINESS SITUATION

Duration: 8 months (three months ahead of SAP was chosen because it offered industry best
schedule) Quaker State will continue practice solutions for a consumer packaged goods
to roll out its functionality to its company. Quaker State Corporation went live on May
divisions until November 4, 1998 after using ASAP for the implementation. The
Implementor: IBM Global Services and SAP implementation consisted of full financials for its
Professional Services Vicksburg, Mississippi manufacturing plant and its
Scope: Financials (FI and CO) Dallas distribution center.
Sales and Distribution (SD)
Materials Management (MM) PROJECT HIGHTLIGHTS
Team size: 40 (22 full-time Quaker Controlled launch
State employees and 18 consultants) The entire system for Headquarters, shared services,
Rollout sites: Headquarters (Irving, Texas) one manufacturing facility and one distribution center
5 manufacturing facilities went live in only eight months. This was seen as a safe
25 distribution centers plan because all functions and processes were tested
End users: 800 users day one. The pilot implementations proved to be a
Budget: $1 million under budget good testing ground to gauge the success of successive
roll-outs. Quaker State is now rolling out functionality
to the rest of the business.

“Implementing with ASAP helped us respond

quicker to our business needs. ASAP drove the
implementation of R/3 rapidly giving us real-time
results, which has made us more efficient at
every level of the company.”

Suresh V. Mathews, Senior Vice President and Chief

Information Officer, Quaker State Corporation

30 30
 USA

Subaru-Isuzu Automotive Inc.

Automotive Subaru-Isuzu Automotive Inc. is a joint venture of Fuji Heavy Industries
Ltd. and Isuzu Motors Limited. Located in Lafayette, Indiana in the United
States. Subaru-Isuzu was established in 1987 and currently employs
approximately 3,000 associates. The $3 billion company produces the
Subaru Legacy Sedan, Subaru Legacy Station Wagon, Subaru Outback,
Isuzu Rodeo, and Isuzu Amigo.

BUSINESS SITUATION ASAP IMPLEMENTATION PROJECT DATA

Subaru-Isuzu’s legacy financial systems were neither Duration: 4 months
integrated nor all year 2000 compliant. Installing the Implementor: Andersen Consulting,
R/3 System was the first opportunity for Subaru-Isuzu Andersen Consulting Enterprise
to actively capture and manage costs in a real-time, Business Solution Center
integrated system. Andersen Consulting was chosen Scope: Financials (FI and CO)
due to its extensive experience implementing R/3 and Materials Management (MM)
its past successes with rapid implementation. Funds Management (FM)
Team size: 9 consultants, 8 client full-time
PROJECT HIGHLIGHTS and 4 part-time members
Subaru-Isuzu used Andersen Consulting’s data center Rollout sites: 1 site only - Lafayette, Indiana
to run its development environments for the first two End users: 120 occasional, 60 heavy users
months of the project to allow for server procurement,
installation, and training. Subaru-Isuzu achieved its
critical business objectives successfully in a 4 month
implementation. The project was completed on time
and on budget. Andersen Consulting, a global man-
agement and technology consulting firm, has earned
the SAP Award of Excellence – a measure of superior
client service – for four consecutive years.

“One of our goals associated with implementing

SAP R/3 was to minimize the implementation
time so we could quickly utilize the benefits
derived from SAP R/3, along with our desire to
concentrate on running our business. We were
able to achieve our planned schedule by working
with Andersen Consulting and applying rapid
implementation techniques.”

David Rausch, Assistant Senior Finance Manager and

R/3 Project Manager, Subaru-Isuzu Automotive Inc.

31
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