Exceptional EPM Systems Are An Exception

What makes for exceptionally good enterprise performance management (EPM) is that its multiple managerial methods are not only individually effective but also are seamlessly integrated and imbedded with analytics of all flavors.

Quite naturally, many organizations over-rate the quality of their enterprise and corporate performance management (EPM / CPM) practices and systems...

In reality they lack in being comprehensive and how integrated they are. For example, when you ask executives how well they measure and report either costs or non-financial performance measures, most proudly boast that they are very good. Again, this is inconsistent and conflicts with surveys where anonymous replies from mid-level managers candidly score them as “needs much improvement.”

Every organization cannot be above average!

What makes exceptionally good EPM systems exceptional?

Let’s not attempt to be a sociologist or psychologist and explain the incongruities between executives boasting superiority while anonymously answered surveys reveal inferiority.  Rather let’s simply describe the full vision of an effective EPM system that organizations should aspire to.

First, we need to clarify some terminology and related confusion. EPM is not solely a system or a process. It is instead the integration of multiple managerial methods – and most of them have been around for decades arguably even before there were computers. EPM is also not just a CFO initiative with a bunch of scorecard and dashboard dials. It is much broader. Its purpose is not about monitoring the dials but rather moving the dials.

What makes for exceptionally good EPM is that its multiple managerial methods are not only individually effective but also are seamlessly integrated and imbedded with analytics of all flavors. Examples of analytics are segmentation, clustering, regression, and correlation analysis.      

EPM is like musical instruments in an orchestra

I like to think of the various EPM methods as an analogy of musical instruments in an orchestra. An orchestra’s conductor does not raise their baton to the strings, woodwinds, percussion, and brass and say, “Now everyone play loud.” They seek balance and guide the symphony composer’s fluctuations in harmony, rhythm and tone. 

Here are my six main groupings of the EPM methods – its musical instrument sections:

1. Strategic planning and execution

This is where a strategy map and its associated balanced scorecard fits in. Together they serve to translate the executive team’s strategy into navigation aids necessary for the organization to fulfill its vision and mission g. The executives’ role is to set the strategic direction to answer the question “Where do we want to go?” Through use of correctly defined key performance indicators (KPIs) with targets, then the employees’ priorities, actions, projects, and processes are aligned with the executives’ formulated strategy.

2. Cost visibility and driver behavior

For commercial companies this is where profitability analysis fits in for products, standard services, channels, and customers. For public sector government organizations this is where understanding how processes consume resource expense in the delivery of services and report the costs, including the per unit cost, of their services. Activity-based costing (ABC) principles model cause-and-effect relationships based on business and cost drivers. This involves progressive, not traditional, managerial accounting such as ABC rather than broadly averaged cost factors without causal relationships.

3. Customer Management Performance

This is where powerful marketing and sales methods are applied to retain, grow, win-back, and acquire profitable, not unprofitable, customers. The tools are often referenced as customer relationship management (CRM) software applications. But the CRM data is merely a foundation. Analytical tools, supported by software, that leverage CRM data can further identify actions that will create more profit lift from customers. These actions simultaneously shift customers from not only being satisfied to being loyal supporters. 

4. Forecasting, planning, and predictive analytics

Data mining typically examines historical data “through the rear-view mirror.” This EPM group directs attention forward to look at the road through the windshield. The benefit of more accurate forecasts is to reduce uncertainty. Forecasts for the future volume and mix quantities of customer purchased products and service are core independent variables.  Based on those forecasts that so many dependent variables have relationships with, therefore process costs from the resource expenses can be calculated and managed. Examples of dependent variables are the future headcount workforce and spending levels. CFOs increasingly look to driver-based budgeting and rolling financial forecasts grounded in ABC principles using this group. 

5. Enterprise risk management (ERM)

This cannot be omitted from the main group of EPM. ERM serves as a brake to the potentially unbridled gas pedal that EPM methods are designed to step hard on. Risk mitigation projects and insurance requires spending which reduces profits and also steers expenses from resources the executive team would prefer to provide earn larger compensation bonuses.  So it takes discipline to ensure adequate attention is placed on appropriate risk management practices.

6. Process improvement

This is where lean management and Six Sigma quality initiatives fit in. Their purpose is to remove waste and streamline processes to accelerate and reduce cycle-times. They create productivity and efficiency improvements.

EPM as integrated suite of improvement methods

CFOs often view financial planning and analysis (FP&A) as synonymous with EPM. It is better to view FP&A as a subset. And although better cost management and process improvements are noble goals, an organization cannot reduce its costs forever to achieve long term prosperity.

The important message here is that EPM is not just about the CFO’s organization; but it is also the integration of all the often silo-ed functions like marketing, operations, sales, and strategy. Look again at the six main EPM groups I listed above. Imagine if the information produced and analyzed in each of them were to be seamlessly integrated. Imagine if they are each embedded with analytics – especially predictive analytics. Then powerful decision support is provided for insight, foresight, and actions. That is the full vision of EPM to which we should aim to aspire in order to achieve the best possible performance.    

Today exceptional EPM systems are an exception despite what many executives proclaim. If we all work hard and smart enough, in the future they will be standard practices. Then what would be next? Automated decision management systems relying on business rules and algorithms. But that is an article I will write about some other day.

Gary Cokins, CPIM

http://www.garycokins.com  

Gary Cokins (Cornell University BS IE/OR, 1971; Northwestern University Kellogg MBA 1974) is an internationally recognized expert, speaker, and author in enterprise and corporate performance management (EPM/CPM) systems. He is the founder of Analytics-Based Performance Management LLC www.garycokins.com .  He began his career in industry with a Fortune 100 company in CFO and operations roles. Then 15 years in consulting with Deloitte, KPMG, and EDS (now part of HP). From 1997 until 2013 Gary was a Principal Consultant with SAS, a business analytics software vendor. His most recent books are Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics and Predictive Business Analytics.

3 Essentials for the BASIS Administrator

If you’re new to BASIS administration then you’ll know that this specialist role is a key one in the running of SAP systems...

You personally, may have come from the software developer side of IT or you may have been a database administrator or a systems administrator of UNIX or Windows operating systems. Whatever your background, there are many functions that you will need to be familiar with in your new role but here are three particularly important ones that you should master and remember the purpose of.

SE16N – The Data Browser

This is your fastest way to inspect a database table through the SAP application layer. You can use SE16N to browse legacy formats as well such as transparent, pool and cluster tables. Of course you probably don’t have access to SE16 (older version) or SE16N in your productive SAP system but under exceptional circumstance you can be granted approval to use this transaction. Data is displayed in a grid format and you have the option to use variants also with SE16N. Since the introduction of HANA as a database alternative to Oracle and SQLServer you can now also use the SE16H alternative. SE16S and SE16SL are also new TCodes for use with HANA databases and allow you to find any values in any tables. You can learn more about these new capabilities by checking out SAP KBA article 2002588 - CO-OM Tools: Documentation for SE16S, SE16SL, and SE16S_CUST

SE37 – The Function Builder

This is principally targeted at the developer or functional consultant who wishes to examine the functionality of a BAPI or function module. An added benefit of using SE37 is that you can use test data and save it for use with a given BAPI or function module. Even if you are not an ABAP developer, often, as a BASIS administrator you will be tasked with trying to work out why things are not quite going according to plan – using SE37 to set things like breakpoints and debug functions in the system will become an indispensable aspect of your role. This is also a transaction that you typically won’t have access to in production 

ST03N – The Workload Monitor

This is a transaction used to examine system workload and performance statistics and is principally use to verify system performance at the SAP instance level. You can also access the data associated with ST03N from the SAP collector logs using function module SWNC_GET_WORKLOAD_STATISTIC (execute this with SE37) – although the collector logs are not a 100% guarantee of all SAP events being logged, it does give you, as a BASIS administrator,  insight into users. You can determine their activity and the transactions that they are using along with the frequency of use. ST03N should also be seen together with UPL – a new piece of functionality available in any ABAP based system and which is based on the core functionality of the SAP Coverage Analyzer.  UPL stands for Usage and Procedure Logging and has full reporting capabilities with enriched information sets in the Business Warehouse of Solution Manager 7.1 SP5 and higher. UPL complements ST03N ABAP workload statistics.

PP-REM and Cost Control

Repetitive production is a special type of production that can be used in integrated production scenarios or for a specific situation. This article explains some uses and configurations regarding PP-REM.

For a long time, industries have been using PP-REM to obtain a continuous flow of production. PP-REM is highly recommended for production because it provides product stability and low complexity. This type of production is well used in automobile industries, but it can also be employed in other industry types, such as for wires and nails manufacturing.

The main goal is to reduce the cost control and simplify the completion confirmation via back-flushing process.

SAP provides a PP-REM area by means of OPP3 transaction – please check information on PP-REM configuration here. 

There are only four requirements for PP-REM implementation:

• REM Profile (OSPT / OSP2)

• Material Master Configuration ( MM01 / MM02)

• Production Version (C223 / MM02)

• Product Cost Collector ( KKF6N / KKF6M - Collective)

The main question regarding CO is the Cost Collector (KKF6N), which will allow the material to be continuously settled without a specific production order. However, before initiating the cost collector, we need to follow preceding steps:  

1. Create a BOM and a Routing (rate routing)

2. Define the standard cost estimate for current date and period (CK11N)

3. Release this standard cost estimate (CK24)

Here, there is a crucial point of discussion: WIP. Normally, it is possible to avoid WIP when using PP-REM, but this is linked to the routing configuration. If this is configured with Report Point and with a different point of confirmation (report pointing) until the final confirmation, WIP will be possible [KKAT / KKAQ – WIP Display & KKAS / KKAO – WIP Calculation]. The reason lays between one point and another, since the process will generate more work – of course, these points must be aligned with the production and there is no impact in the Cost Collector configuration (but the production manager must ensure the correct production confirmation).

Another important factor is regarding COGI. We have noticed the same problems with no row material available when confirming the Production Order, rather than with PP-DIS. It is possible to avoid COGI via SAP configuration. COGI is a big problem and we know that it must be “zero” by end of the day.

There are many reports to use in PP-REM, for instance to track the confirmation point by point using the report MF26. There are other reports as well, such as product costs [MCRK], product cost collection [KKBC_PKO], preliminary costing for cost collector [MF30] and so on.

The production confirmation occurs through the specific PP transaction (MFBF), where there are some additional functionalities, such as reversal, scrap, change of row materials used, etc.

PP-REM uses the movement type 131 to confirm production order, which differs from PP-DIS SAP that uses the movement type 101. Like this, the material movement presents different account information.

After confirming, is possible to analyze variances [KKS5 Collective / KKS6 Individual – the variances calculated with the version 0 will be evaluated to COPA.

At end of the month, it is critical to execute the order settlement [CO88 / KK87]. In this stage, the order balance can be balanced transferring the differences to FI and to the Profit Center Accounting. Additionally, it is possible to verify the contribution margin in COPA.

Below we can see some important tables behind PP-REM:

• Cost collector [AUFK]

• Reporting point quantities [CPZP]

• Reporting point documents [CEZP]

• Document log [BLPP]

PP-REM offers an easy way to integrate CO and Production and should be considered whenever possible mainly to scenarios with low complexity but keeping the information and responsibilities that you can see in other scenarios.