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Hello dear readers, Today we’re going to learn how to create a Graphical Calculation View to calculate the distance between two locations or coordinates represented by a longitude and a latitude. We assume that some of these locations or coordinates are already known and the other is an input from the user.

This is achieved by using the HANA spatial capabilities. HANA support three spatial reference systems (SRS) by default. For this blog we will use the WGS84 – SRID 4326 SRS because HANA supports it and the coordinates used are based off Google Maps.

If you just right-click anywhere on google maps and select what’s here from the context menu a small pop-up will appear showing you the latitude and longitude. We will use these coordinates to create a few records in a database table.

To develop this project I am using HANA Express Edition (the free version) running on my local machine. At the time of writing this blog the version was HANA 2.0 SPS02. I will be using the SAP WebIDE Build 4.2.21.

 

Step 01 : Create a MTA Project and View HDI Container

  1. Create a MTA by selecting Project From Template as you normally do. I called my project DistCalc.
  2. Create a Database Module. Make sure you select the database version 2.0 SPS 02 and select Build module after creating to create the HDI-Container right after clicking Finish. The module was names db.
  3. After the module is created and built, add the container to the Database Explorer. We will be spending most of our time there.

 

Step 02 : Create a CDS Artifact to Model a Table to Store Coordinates

To keep it short use the following code shown below in a CDS Artifact to create a simple table to store markers with coordinates that we know of. After the file is built, the table will look as the image below within the database explorer.

namespace DistCalc.db;

context model {
    entity Marker {
        key markerId   : Integer generated always as identity(start with 1000 increment by 1 no maxvalue);
            markerName : String(10);
            latitude   : String(35);
            longitude  : String(35);
    };
};

 

Step 03 : Insert Coordinate records into Table

Use the following INSERT statements to add 5 markers. The marker coordinates were taken from Google Maps. The image below will show the actual coordinates I picked.

INSERT INTO "DistCalc.db::model.Marker" VALUES(	'marker-01', '-37.784556', '145.268080' );
INSERT INTO "DistCalc.db::model.Marker" VALUES(	'marker-02', '-28.906649', '136.329625' );
INSERT INTO "DistCalc.db::model.Marker" VALUES(	'marker-03', '-27.820271', '147.298336' );
INSERT INTO "DistCalc.db::model.Marker" VALUES(	'marker-04', '-30.506094', '123.787594' );
INSERT INTO "DistCalc.db::model.Marker" VALUES(	'marker-05', '-21.766935', '133.316398' );

The records in the table should look like below. the markerId might be different to yours after the insert because it is generated automatically as per our CDS entity model we used above.

 

Step 04 : Create the Calculation View

This is where it gets interesting.

  1. Create a graphical calculation view and add our previously created DistCalc table as a Data Source to the Projection and use all of its columns for the output.
  2. Create a Calculated Column of Data Type  ST_GEOMETRY and use the following code in the expression editor. Use the Compute Engine for the expression.
    ST_GeomFromText('Point(' + "longitude" + ' ' + "latitude" + ')',4326)​

    This expression will use the latitude and longitude values that are mapped from the DistCalc table to create a ST_POINT within a ST_GEOMETRY spatial data type. Also the spatial reference system identifier 4326 is used. The mapped columns and the calculated column should look like the images below.

When you open the data of the calculation view within the database explorer you should see the ST_GEOMETRY type column having an alphanumeric string. This is the calculated ST_GEOMETRY coordinate value for each latitude longitude combination.

 

Step 05 : Add Input Parameters to the Calculation View

Things get more interesting here.

  1. Add 2 Parameters to the graphical calculation view of type Input Parameter to enter a coordinate as a latitude and a longitude as shown in the images below.

    in_latitude


    in_longitude


  2. Add 2 more Calculated Columns to map the 2 parameter inputs created above. This makes it easy to use the inputs for another Calculated Column to derive a ST_GEOMETRY type for the input coordinate. The mapping is done within the expression editor using Column Engine as shown below. Note that the spatial reference id 4326 is used here as well.

    Input Latitude

    '$$in_latitude$$'

    Input Longitude

    '$$in_longitude$$'

     

    Input Coordinate

    ST_GeomFromText('Point(' + "InputLongitude" + ' ' + "InputLatitude" + ')',4326)​

     

  3. Run SQL statement with inputs to see the resulting InputCoordinate as a ST_GEOMETRY data type. All the values should have the same value for all the records as shown below. If the image is not clear, zoom-in.

Step 06 : Create Calculated Column for the Distance

We have reached the final and the most interesting part.

By using the InputCoordinate ST_GEOMETRY type and the previously created MarkerCoordinate ST_GEOMETRY type as inputs to the HANA Spatial Function ST_Distance we can calculate the distance in meters. The ST_Distance function returns values of type DOUBLE.

To do this we need to create our final Calculated Column and use the following expression using the Column Engine.

ST_Distance("InputCoordinate","MarkerCoordinate")

Finally when you run the Calculation View using a SQL statement providing the coordinate inputs you will see the calculated distance to the marker coordinate records created above. Based on the input coordinates below the distance to marker-01 should be 1.86 kilometres.

SELECT TOP 1000
	"markerId",
	"markerName",
	"latitude",
	"longitude",
	"MarkerCoordinate",
	"InputLatitude",
	"InputLongitude",
	"InputCoordinate",
	"DistanceToMarker"
FROM "DISTCALC_HDI_DB_1"."DistCalc.db::MarkerDistance"
	(placeholder."$$in_latitude$$"=>'-37.78087303495233', 
	placeholder."$$in_longitude$$"=>'145.28872537183577');

 

 

This concludes our Compute Distance project. I will be creating another blog in the future to show how I consume this Calculation View and expose it via an OData service.

Hope you learned something new.

Cheers!

 

    

Olá pessoal,

Passado o carnaval, é hora de voltar aos temas de eSocial!

No blog desta semana, vamos tratar de como funcionam os cenários de transferência entre empresas nos eventos S-2200 Cadastramento Inicial do Vínculo e Admissão/Ingresso de Trabalhador e S-2299 Desligamento.

O mapeamento das transferências é feito com a leitura das informações na visão Mapeamento de códigos para o eSocial (V_T7BREFDMEVENTS). Conforme o código legal assignado ao tipo de evento do eSocial, o sistema reconhece a situação de transferência. A correspondência entre eventos e códigos legais é a seguinte:

  • Evento S-2200: códigos legais 2, 3 e 4
    Neste caso, o sistema deve preencher o registro vinculo do evento se o empregado está ausente na data da transferência.
  • Evento S-2299: códigos legais 11, 12 e 13
    Neste caso, o sistema deve preencher os registros ideVinculo, infoDeslig e sucessaoVinc (este com o CNPJ da empresa nova), e gerar automaticamente o evento S-2200 depois de gerar o S-2299.

Em qualquer um dos casos, você precisa vincular as medidas padrão da SAP aos códigos legais usando a variante de visão VV_T7BRT0_EFD (no guia de implementação: Cálculo das folhas de pagamento -> Cálc.folha pagamento Brasil -> eSocial -> Dados do empregado -> Verificar informações de medidas).

As soluções para estes cenários já foram liberadas, e você pode encontra-las nas SAP Notes 2566631 (para o evento S-2299) e 2596816 (para o evento S-2200).

Gostou desse post? Dê um Like e compartilhe o conteúdo com seus colegas.

Fique à vontade para deixar um feedback, comentário ou pergunta no espaço abaixo. E não esqueça de seguir a tag HCM Payroll Brazil na SAP Community para ficar ligado nas últimas notícias sobre o eSocial.

Um abraço,

Alice

—-

Hi everyone,

Carnival is over, so it’s time to resume eSocial topics!

In this week’s post, let’s see how the scenarios of transfer between companies work for events S-2200 Initial registration of employment and employee hiring and S-2299 Termination.

The system reads the mapping of transfers from view V_T7BREFDMEVENTS, and recognizes the transfer scenario according to the legal code assigned to the eSocial event type. The correspondence between events and legal codes is the following:

  • Event S-2200: legal codes 2, 3, and 4
    In this case, the system must fill out the vinculo record of the event if the employee is absent on the transfer date.
  • Event S-2299: legal codes 11, 12, and 13
    In this case, the system must fill out records ideVinculo, infoDeslig, and sucessaoVinc (this one should have the CNPJ of the new company), and automatically generate event S-2200 after generating event S-2299.

In any of the cases, you must link SAP’s standard personnel actions to the legal codes by using view variant VV_T7BRT0_EFD (in the implementation guide: Payroll -> Payroll Brazil -> eSocial -> Employee data -> Check personnel action information).

The solution for these scenarios was already released, and you can find it on SAP Notes 2566631  (for event S-2299) and 2596816 (for event S-2200).

Did you enjoy this post? Choose “Like” and share the content with your colleagues.

Feel free to leave your feedback, comment or question in the space provided below. And don’t forget to follow the tag HCM Payroll Brazil in SAP Community to stay tuned on eSocial latest news.

All the best,

Alice

In this blog, I’ll talk about several technical perspectives of aDSO.

First of all, if you don’t have a BMT(BW Modeling Tool)  and still want to quickly find out the technical detail of your aDSO, you can refer to table RSOADSO. Here you can find all basic information including settings and types of a certain aDSO.

There are 7 types of aDSOs in total. The classic ones can be mapped to the 7 types so we don’t count them separately. They are:

Enterprise data warehouse architecture

  • Data acquisition layer(Including corporate memory)
  • Corporate memory – compression capabilities
  • Corporate memory – reporting capabilities
  • Data warehouse layer – delta calculation
  • Data warehouse layer – data mart

Planning

  • Planning on Cube-like
  • Planning on Direct Update

The type is defined by 6 different attributes. You can find the 6 attributes in table RSOADSO as 6 corresponding fields.

Attributes

Field Name Description
ACTIVATE_DATA Active Data
WRITE_CHANGELOG Write Chang Log
CUBEDELTAONLY All Chars are key
NO_AQ_DELETION Keep Inbound Data, Reporting on Union of Inbound and Active Table
PLANNING_MODE Planning Mode
DIRECT_UPDATE Direct Update

 

aDSO Types

In BMT, you can find out the aDSO types easily like below

How can you determine it in SAPGUI? You can use one of the below method:

1 via the XML

For example, below is a delta calculation type aDSO. Because the activateData and writeChangelog are marked as true.

2 via the table entry in RSOADSO. See below:

You can refer to below table for the mapping of table fields and the type of aDSO.

Tables

When you create an aDSO, there will be 5 DDIC tables generated by the system. This is regardless of the aDSO type. Their naming conversion is /BIC/A<tech_name>*

Not all tables are being used by the aDSO, this is determined by the type.

Below table is a mapping between aDSO type and the tables being used.

Hope you find this blog useful. I’ll keep updating it.

 

Just returned the long way from New Orleans where NIIT brought together an amazing high profile crowd of learning and education leaders across industries like Software, Oil & Gas, Banking, Professional Services, Consumer Products, Education analysts and others to the CONFLUENCE 2018 conference – thanks to the NIIT team for hosting such a great and very insightful event!

I want to share with you the following 4 thoughts that particularly stuck with me, and which turned out to be re-occurring themes that everyone has top of their mind, no matter the industry and applying to both internal as well as external learning aspects:

  1. Skills for Digital transformation are top of mind. The gap even widens! Implications will be massive for companies and individuals – even our whole society structures will be effected. Strategies to address are vital!
  2. Learning and work converges – the times are over where learning can be seen as a ‘separate’ event or as one phase in life. One speaker’s research came to the prediction that millenniums will go through an average of 27 to 28 careers during their work-life! Learning is continuous and life-long, and to a large extent it needs to become part of the work experience – and happen more as integral parts of work tasks or in a networked fashion – rather than somewhere separate!
  3. This will naturally require more Digital Offerings – and everyone is fast-accelerating their focus on digital, real-time learning – but key is to get the digital learning experience right!
  4. The value of Learning needs to proof itself more than ever by business impact – it’s not about how Learning and Education judges the value of their products – from setting the learning strategy to executing it, it’s more about enabling the organization to learn according to the objectives of the wider business. And about how to measure it.

Together with Education Leaders from CA Technologies, Red Hat and Rockwell Automation I had the opportunity to participate in a Panel Discussion moderated by Maria Manning-Chapman, head of the TSIA Education group, on The Evolution of Customer Education in light of Digital Transformation and Software moving to the Cloud. For the ones who missed it, let me refer you to a new video just published on sap.com where I share some thoughts on these topics:

https://www.sap.com/assetdetail/2018/01/2e4cdf64-ec7c-0010-82c7-eda71af511fa.html?source=social-atw-mailto

With Maria Manning-Chapman of TSIA, ready to go on stage for Panel Discussion on The Evolution of Customer Education at CONFLUENCE 2018

Next-Gen Workforce Management for Higher Education

What is next-generation (next-gen) workforce management for #highered?

Next-Gen Workforce management comprehensively includes all activities needed to support a productive and successful university system. As with most industries, but especially within universities, people (and their minds) are at the core of success. The faculty and staff of universities are responsible for driving the critical academic and research success, and hence the success of the institution. The aim of modern workforce management is delivering strategic insight into the strengths of the system and human capital. Next-Gen workforce management addresses an important university business requirement by aligning the strategic university business goals with human resources action and activities. With these advanced insights, universities can pinpoint areas for change, and positively manage the university workforce and hence strategic direction of the university

Universities must be able to track and recover workforce information and provide the right progressive and intelligent (#predictive, #machinelearning) analysis to support strategic university initiatives. Beside that universities need to react constantly to the changing market, as well as industry and regulatory trends. Universities that don’t keep up with these changes that relate to the workforce environment face potential risks in devaluated reputation, reduced research citations and even declining student enrollments. Hence, a university HR department is critical to the critical ongoing functions of the entity.

If you were to imagine yourself as an HR professional for higher education, you would grapple with a myriad of interrelated questions. For example, how can my HR teams be most beneficial to the success of the larger institution? Can we strategically impact economic management while also be rivals for academic talent? How to structure faculty and staff to guarantee student success? Is our academic staff capable, and do we have the right talent management tools in place?

With current resources constraints facing universities, generating an environment where academics and students can both excel is not an easy task. Hence the challenge for HR leaders within higher education is how to efficiently structure and manage the workforce, i.e. balancing academic employees with enrolled students to encourage a successful partnership for respective learning and growing.

As within any people-centric industry it is no surprise that a higher education institution can only be as good as its workforce. Therefore, a future focused, talent focused, people centric focused HR team is crucial and mandatory for future (existence?) and institution success. Today’s universities face the same challenges as corporations: talent acquisition, employee engagement and retainment. However recent economic realities and trends in the world of higher education have made HR departments more important than ever.

So how can a HR team help progress the university system and drive next-gen workforce management? They can by improving and applying organizational efficiency throughout the work force, from teaching staff to part-time student workers supported by state of the art HR software. To truly transform the universities workforce, HR departments must focus on the overall strategic efforts of the institution. provide insights into work process and efficiencies, while minimizing transactional HR activities. This Next-Gen HR Department will successfully leverage modern HR software and advanced analytical insights for targeted academic staff recruitment, while seamlessly assess and develop existing talent. Ultimately, Next-Gen HR will ensure a robust human capital talent pool with effective measurements to retain that talent, driving a continual the rise in university ranking.

How to put this into practice? SAP SuccessFactors is here to help HR professionals at universities. SAP SuccessFactors provides the most complete and modern HCM suite in the market. It can help you streamline university HR processes, drive the recruitment and retention challenges, train and re-skill your campus workforce, all based on a platform which is mobile-first, keeps you current with law and regulations, and allows you to be leading in innovation. This helps to digitalize HR and transform university staff in a true Next-Gen Workforce.

More info on next-gen workforce management software solutions: https://www.successfactors.com/en_us.html

Rob Jonkers – Solution Director SAP Higher Education.
Twitter: @jonkersrob @sapforhighered
#highered #edchat #edtech

 

 

The new 2018 IoT and digital supply chain startup recruits have hit the ground running. They are driving customer opportunity, innovating technology and business–and expanding the SAP solution landscape in powerful ways.

Design Automation and 3D Printing: Innovating Faster with Trinckle and 3YourMind

Across almost every existing and emerging industry, design automation and 3D printing are helping companies move products from the drawing board to the production line at lightning speed with less risk, lower cost, and higher quality. Now, two SAP IoT Startup Accelerator recruits are taking those possibilities even further.

3D printing solution provider Trinckle lets designers transform product ideas into readable files for 3D printers and CAD systems. Users with no coding knowledge can use the Trinckle web-based configurator to create products for every imaginable industry, including consumer products, prosthetics, glasses, running shoes, and tools – even cosmetics cases or one-off personal jewelry designs.

The ability to build rapid, customized prototypes and finished products–even at lower volumes–presents an attractive opportunity for SAP customers across a number of industries.

3D printing startup 3YourMind is taking its own revolutionary approach toward design automation. The startup’s two-part business model combines an innovative 3D printing marketplace with a parts identification engine and related additive manufacturing (AM) part identification tool. The tool automatically scans inventories for spare parts that can be produced economically and profitably with 3D printing.

The technology behind the AM part identification tool makes it an ideal extension to SAP Distributed Manufacturing–and for SAP customers who are ready to disrupt their own industries or launch new ones.

Augmented Reality: Rethinking the Workplace with DAQRI

From maintenance and assembly instructions to quality assurance, augmented reality is boosting operational proficiency, decreasing production downtime, instantly identifying problems, and running processes smoothly.

Consider DAQRI. The company’s smart glasses and visual operating system are combining digital and 3D content to accelerate innovation, communication, and productivity. From the field to the factory floor, customers can use DAQRI to improve workplace efficiency, safety, and financial performance.

The DAQRI approach to virtual reality is a valuable extension to the already growing SAP solution ecosystem. SAP customers continue to respond enthusiastically to virtual reality’s ability to rethink entire tasks and processes.

Gesture Control: Building the Ultimate User Interface with Kinemic

First came the keyboard. The mouse and GUI followed. Then came the touch screen revolution. Now, it is voice and gesture that promise to be the next-generation “natural user interface” between us and the systems we use.

Leading the way is Kinemic with a wearable wrist device that enables a given set of gesture controls. It is ideal for inspection field workers who need immediate, real-time information on the assets they are inspecting.

With a flick of the wrist, for example, workers can search, find, and retrieve inspection manuals, plans, locations, and other documentation. At the same time, they can also transfer their findings later into an existing SAP or other digital backend system.

Warehouse Process Automation: Moving toward Industry 4.0 with blik

Big data and artificial intelligence continue to transform business in powerful ways. This year’s accelerator startups are taking that innovation even further, transforming the way goods are received, stored, and shipped inside the warehouse and across the entire supply chain.

Logistics solution provider blik is using its new sensor-based technology to transform the way equipment and supplies are accurately tracked in warehouses and on factory shop floors. It is an important, evolutionary step toward full process automation in the digital supply chain. It also bridges a critical, functional gap that GPS coverage and NFC technologies cannot fill – one that must currently be done by hand with bar code scanners.

Two major German car and truck manufacturers have already adopted the solution for productive pilot programs. At the same time, SAP supply chain logistics customers see enormous potential in the solution.

A Transformational Year

All told, 2018 is already shaping up to be a great year for innovation. By putting future technology in customers’ hands, SAP is delivering greater business benefits without upfront risk. “That’s an attractive digital transformation roadmap for any industry.

 

“SAP IoT Startup Accelerator – Make your IoT & DSC vision come true!”

Follow us on
Twitter: IoT_Accelerator
YouTube: SAP IoT Startup Accelerator
Website: www.sap.com/iot-startup

Gen Z, the young generation that’s now entering the workforce, is a bit of a challenge to understand. You may have changed up some of your recruiting strategies already to attract employees from the Millennial generation, but now it looks like you’re going to have to come up with some new ones to attract employees who are in their early twenties. This “always on, on demand” generation is going to have some interesting expectations when it comes to what they’re looking for from an employer–and updating your logo and improving your online content are only the beginning.

 

Luckily, Success Factors has many elements to help you attract Gen Z talent. From their HR services, training processes, and hiring strategies, they’ll make it possible for your company to get the best of this generation working for you.

 

1 Success Factors’ Recruiting Module

 

One of the best services Success Factors offers is its Recruiting module, which allows you to search for talent worldwide. And even if you do find potential employees who live far away, you can use this module to schedule interviews, which simplifies the process not only for your potential employees, but also the ones you already have who will be conducting those interviews.

 

Considering how much time Gen Zers spend online–as of 2017, they spent over four hours a day online via their mobile phones, not to mention on their laptops, too–this is the kind of recruiting method that will most appeal to them. And because this recruiting module has “streamlined, beautifully visual management organization that allows you to see applicant statistics and schedule interviews seamlessly,” your company will also be taken seriously by this generation that’s grown up with devices such as tablets and phones their whole lives.

 

Having such a great hiring process means that everyone’s going to get along better at the office–and with Gen Zers having inclusion being one of their most important values in a workplace, this is going to make a huge difference to them.

 

Additionally, once employees are hired, SuccessFactors streamlines training processes, which will make your employees feel welcome in the office and choose to stay for longer. Especially for new hires, this can make all the difference between a great amount of frustration and feeling like they’re immediately fitting in at the office.

 

Otherwise, it can cause a great amount of frustration, and lead to general dissatisfaction in the workplace. And however much effort a company puts into training, it can take up a lot of time and money. With SuccessFactors, however, it’s possible to streamline training processes, which makes all employees happier within the company.

 

2 Employee development is encouraged

 

Another feature that Success Factors offer is the talent development system, which implements “a program that gauges benchmarks for success both personally and for the company, your employees might feel reinvigorated to give things their all. It also creates a reasonable level of sustainability, so your process doesn’t feel stagnant. And as the goal for any company is to perform their best, you should want your employees at the same level too.”

 

The way this works is that Success Factors makes it simple for you to provide employees with specific, personal goals–and it works better than an HR system does because employees can check off each goal as they surpass them.

 

Considering that, according to The Balance, Generation Z “believe that they are armed with more power (and intelligence) [than] their older siblings and parents… Which means they expect you to treat them like they are 30 and not 20.” So if you are encouraging their development, and giving them a way to pursue it, they’re going to feel respected, and respect you and be loyal to your company in return. Having an automated process, in addition, will be in keeping with their digital lifestyles.

 

And don’t forget–Gen Zers make up 25 percent of the American population, so coming up with goals and strategies for how you want your employees to reach their full potential is hugely important.

 

3 Feedback processes are transparent

 

Additionally, Success Factors makes it possible for you to have a transparent feedback process–which is incredibly important. After all, no matter how much effort you put in, it’s more or less impossible to have a totally transparent feedback process the old-fashioned way. Just think about it this way: if you ask your employees if they’re happy at work, no one’s going to answer honestly if they aren’t happy. It’s too much of a risk to do this, expressing negative thoughts about the workplace or filing complaints.

 

Luckily, SAP Success Factors allows people to participate in feedback programs and uses SurveyRocks, which simplifies the process of sending out surveys to employees. Having so much transparency is just as important for any company as it is to invest in paperless software.

 

Such technology is going to make a big difference to this generation that will reach 2.56 billion by 2020.

 

As you can see, Success Factors can make a huge difference in attracting Gen Z talent. What changes do you plan to make in your office to attract more Gen Z employees?

On behalf of Surbhi Sheth-Shah, Sr. Director, Strategic Customer Engagement, Innovation Center Network at SAP

We’ve seen a more radical change in the workplace in the last two decades than we have in the last 50 years. The workforce has evolved, organizations are faced with new challenges and increased competition but nothing has transformed more than our collective mindset.

Behind every great innovation is a great mindset. In Silicon Valley, innovation is a way of life. And developing this mindset can often be the hard part.

Stanford psychologist Carol Dweck coined the term “growth mindset” after studying motivation, personality, and development for over three decades. Growth Mindset is a pattern of thinking and a way of looking at the world that invites ongoing opportunities for continuous individual and organizational transformation. It’s an abundant perspective that recognizes the significance that others might overlook.

For instance, established companies such as SAP have a long history of “doing things a certain way.” These were processes and practices that were established early on that people have become used to. Trying to change them in the interest of creating an innovation culture is not easy but not impossible either. Recording time and ordering equipment can be time-consuming; they are unappealing tools that could use a facelift.

For companies to be truly inventive, corporations must invest in change. Close collaboration between HR and division heads to create an environment where people are comfortable experimenting, innovating, and asking questions can go a long way in revolutionizing the workplace.

“At SAP, we have realized that continuous innovation can only happen when we hire and retain our innovators and, at the same time help our leaders become even more supportive of an open and creative culture in which people can thrive and explore new things. Today, our HR programs go beyond the traditional approach in each and every aspect that touch our people. And a continuous dialogue between leaders and team members is a prerequisite for creating the optimal work environment, removing obstacles and identifying appropriate learning opportunities,” my colleague Heike Rees (Human Resources Business Partner, SAP) echoed.

But how does an established company with thousands of employees go about this? Successful baby boomers, with many years of experience under their belt, may feel threatened by the surge of millennials in the workforce who think differently and have a unique outlook on life.

Introducing educational and learning tools that foster innovation can help to work to create more harmonious perspectives. SAP has embraced this idea by offering peer-to-peer learning opportunities such as mentorship programs, mini-assignments (a scheme that allows colleagues to transfer to another team for a short period) and fellowships.

Organizations wanting to increase cross-generation workforce collaborations will need to help all involved parties make the necessary concessions. After all, the most successful partnerships are built on compromises. Another aspect to fostering innovation is, of course, the reward structure. As long as companies continue to use the traditional compensation and bonus structure, employees will continue to focus on the traditional way of doing things, selling practices that only focus on next quarter bottom line and not the bigger picture.

To be truly innovative, organizations need to reframe their mindset at every level. Leadership should lead by example and show actions that inspire employees and create confidence. Failure must be accepted in the spirit of learning without fear of repercussions. Leaders can actively support better innovation by encouraging “fail fast” prototype and concept validation instead of very comprehensive business plans with multi-year revenue projections.

 

 Overview

Products can be sold with an agreement to provide free repairs (parts and/or labor) within a specified time period of the sale. Therefore, it is important to recognize at the time of repair whether the product is covered under warranty for parts and labor. This document leverages the “Customer Contract Management” business scenario for creating and selling Maintenance Contract and uses that in “Field Service and Repair” business scenario to determine the parts and labor coverage.

This blog covers the required master data setup and detailed process steps for selling maintenance contracts and servicing against the maintenance contract.

 

Benefits

This business scenario provides the following benefits:

  • Ability to sell maintenance contract with product

Entitlements can be sold along with the product on the Sales Order. Further, just like products, these entitlements can be invoiced

  • Automatic creation of contract

Sold entitlements automatically creates a contract. Thus, eliminating need for manually creating a maintenance contract

  • Coverage determination in Service Order

System automatically determines whether labor and parts used in service repair are covered under the contract and should be billed to the customer

  • Profitability against the contract

Profitability analysis by contract reporting can be run

 

Process Flow Overview

The business scenario is comprised of two parts. First, selling maintenance contract and second, servicing against the maintenance contract.

  1. Maintenance Contract – Sales

The process starts with creating a Sales Order for the main product and entitlement. With the release of sales order, a contract is created in “In Preparation” status. Next, the order is picked, packed and shipped. This creates a “Registered Product” for the product. The registered product can be serialized or non-serialized. The shipped product is then invoiced.

The contract created in first step can be enhanced with covered objects (product or registered products) and also included and excluded entitled products. This contract is then released to create invoice for the maintenance contract. Note it is possible to combine invoice requests for product and contract into one invoice.

2. Service against Maintenance Contract

A service request is received for the product sold in the previous step. It is determined that the product needs repair and thus service request is converted into a service order. System determines the applicable contract for the service order.

The service order is assigned to a technician who picks up the order. Service technician performs the work and records the consumed parts and labor. Based on the assigned contract, system determines which parts and labor are covered by the maintenance contract. For parts and labor not covered by the contract, an invoice is created.

Master Data Setup

Following master data setup is required to support the process:

Entitlement Products

Entitlement Product – Contract Sales

This is the umbrella entitlement product which is put on the Sales Order and is the trigger for automatic contract creation. This has Item Type = ETCS – Entitlement – contract sales

Entitlement Product – Entitled Parts

This is the actual entitlement product and represents the parts or labor which are covered as part of the contract entitlement. This would also be used for contract pricing. This has Item Type = ETFC – Entitlement – Fixed Price

Entitlement Product – Non Entitled Parts

This is the dummy entitlement product and represents part or labor which are not covered as part of contract entitlement. The purpose of this is to capture the non-covered parts and labor cost for the contract profitability analysis. This has Item Type = ETFM – Entitlement – time and material

Spare Parts and Labor

Service Product

This represents the labor item in the scenario. The unit of measure is in hours and it’s item type = SECO – Service – time and material.

Spare Parts

This represents the spare parts used in servicing the product. For consuming the spare parts in the service order the Item Type has to be “DIGI – Spare part – direct goods issue”. If the same product is used for direct sales e.g. Normal Delivery, then the distinction would have to be made using Sales Organizations

 

Contract Template

Contract Template aids in the automatic creation of a contract when the entitlement product is put on the Sales Order. It comprises of three main parts Header, Item and Covered Objects.

Contract Template – Header

The most critical element of Contract Template Header is the “Sold via Entitlement”. Entitlement product on the Sales Order matches with the “Sold Via Entitlement” field on the Contract Template to determine which contract template to use for contract creation.

Contract Template – Items (Entitled Parts)

This is the Entitled Product defined in the Entitlement Products section. It represents the products which are covered as part of the contract and won’t be charged for.

In this example “Repair” (labor) service product is covered as part of the contract.

Contract Template – Items (Non Entitled Parts)

This is the non entitled product defined in the Entitlement Products section. It represents the products which are not covered by the contract and thus would be charged for.

In this example Product Category “Electronic Parts” is not covered by the contract

Contract Template – Covered Objects

This determines whether the contract is applicable for all products or specific product

 

Process Flow – Step by Step

Maintenance Contract – Sales

Sales Order creation

The process starts with the finished product and umbrella entitlement product on the Sales Order. Release of the Sales Order results in the automatic creation of the contract in “In Preparation” status. Which contract template to use is based on matching the entitlement product on the Sales Order to that of “Sold via Entitlement” field on the contract template.

Pick Pack & Ship

Finished product is delivered via the standard pick, pack and ship process using delivery request, pick task and outbound delivery process in Business ByDesign. Depending upon Serial Number Profile setting, registered product is created at the time of outbound delivery release.

Contract Enhancement & Release

Created contract on the release of Sales Order is based on the determined Contract Template. This contract can be enhanced to reflect true Contract dates. Further, covered products tab captures the product/ registered product covered by this contract.

Customer Invoice – Product & Maintenance Contract

Invoice Requests are created for the sold finished product and the maintenance contract. These invoice requests can be combined using “Invoice – Advanced” to create a single invoice.

Contract Profit Analysis

“Profit Overview by Key Figure” report can be run by Contract ID to show the profit analysis for the contract.

In this example, it shows the revenue collected by selling the maintenance contract

Service against Maintenance Contract

Service Request & Order

A Service Request is created when a customer calls to report problem with the product. Based on the “Affected Product” entered, reference contract is automatically determined.

If it is determined that issue can’t be resolved over the phone and needs to be diagnosed and repaired by the service technician, service request is converted into a service order. A service performer (service technician) is assigned to the order.

Service Order Pipeline & Confirmation

Assigned Service Technician picks up the service order and performs the work. He/she captures the labor and parts consumed via Service Order Confirmation. System automatically determines the parts and labor coverage based on the assigned contract.

Customer Invoice – Uncovered Parts & Labor

An invoice request is automatically created for the parts or labor not covered by the contract. This invoice request is further converted into an invoice.

In this example, labor was covered by the maintenance contract but spare parts were not. Thus ,invoice request is only created for the spare parts and not for the labor.

Contract Profit Analysis

“Profit Overview by Key Figure” report can be run by Contract ID to show the profit analysis for the contract.

In this example, report shows the revenue and cost of consuming labor and spare parts in the repair of the product, thus showing the complete profitability of the contract.

 

Summary

In Summary, this document shows how by defining correct entitlement products and using them in the contract, we can leverage customer contract business scenario to determine coverage and profitability analysis in field service and repair business scenario.

 

Co-authored by Isabel Brendenahl and Bert Schulze

Welcome back to our series about cross generations at the workplace. This time, we’re going to hear from Isabel how she experiences her everyday life at work with regards to her motivation, communication habits, the role social media plays, and much more.

As a former student of Political Science, I never thought of working at SAP, but here I am! In short, this is how I got here: During my bachelor’s degree at the University of Mannheim, I started working for BASF as an intern and working student and finally worked in the Global Channel Management after three years. At that time, I was preparing my master thesis at the Heidelberg University. Browsing LinkedIn, I found an open working student position at SAP and a new journey began. Being fortunate enough to be in the right place at the right time, I got a permanent position in the same team half a year later in April 2017. So far, this reads like I fulfill the stereotypes of my generation, a Millennial who cannot live on one task at a time and drives the career through social media platforms. In my blog, I will prove this wrong.

Myth: Millennials have grown up with the internet and social media platforms…

Born in 1990, I have not grown up with the internet and social media but with a fixed telephone and play dates with friends from kindergarten and school – in person, not virtually. I was probably 10 or 11 years old when I first explored the internet. I remember that our teacher showed us how to use Google. I also remember that the whole class did not really see the use case of it. We thought the knowledge in our printed books was sufficient to learn and were more excited about the upcoming break than about an online search engine. I had no mobile phone, I didn’t use social media platforms and I could not spend a lot of time online as we could not receive telephone calls while using the internet at home. Of course, this changed fast and so did my online behavior.

Today, I enjoy the advantages of internet, social media platforms and even smart connected devices at home – keeping your networks alive, finding and using opportunities, staying updated with the latest shared content and gaining insights that you would never get offline. However, I am very hesitant with sharing content myself. I do not like the idea that it will be out there forever, can possibly be taken out of context or simply does not represent my opinion anymore later in time. In contrast, in the offline world I like to share and present information as I have more control over it. I guess I am far from the stereotypical millennial here. I would even say that the most content that I consume is created by Generation X representatives, so do not underestimate the social media influence of this generation.

Myth: Millennials prefer virtual over face-to-face conversations…

No matter what, I always prefer to talk face-to-face. During my first months at SAP, my style of communication and collaboration was challenged because many colleagues were with their headphones all day, joining meetings virtually even if they took place in the same building. These were experienced and knowledgeable Gen X colleagues who I would have loved to personally talk to (and which I managed to do meanwhile). As Millennials, we need to grow a network as we do not simply have it from the very beginning. That’s why I met a lot of Millennials who were, just like me, happy to meet in person and exchange knowledge.

There is no faster and more efficient way to build trusted networks than to meet colleagues in person.

Having met in person makes follow-up calls or mails so much easier because you know how you would interact with that person naturally. To me, virtual communication is complementary, in a global working environment indispensable and as a Millennial I am used to collaborate in various ways. If you asked me, however, stating that Millennials are preferring virtual conversations contradicts my experiences and would also overestimate the evolutionary pace. We are still social human beings and our communication involves a lot more besides the words you are saying or writing. Nothing will change that so quickly – not even the convenience of Skype.

Myth: Millennials are critical, scrutinize fundamentals and established procedures. They have less hierarchical understanding and are more ingenuous towards authorities…

In the present circumstances, Millennials are still young. From my point of view, thinking outside of the box and finding new ways is the whole point of being young! How should our society make any progress if new generations would not challenge established procedures?

It is also true that as a Millennial I am not willing to follow somebody just because that person has been around longer. Of course, experience is very valuable but so are new approaches. Respect needs to be mutual and leadership needs to be earned. But this is nothing new. We know about the importance of diverse team members with a different way of thinking. It is the driving power for innovation. The corporate world started to reform the concept of authority, leadership and hierarchy even before Millennials showed up. Nevertheless, previous generations act like Millennials asked for this change. We did not, but we thankfully also benefit from it and drive it further.

Myth: Millennials are not used to put things in sequence: first start small, grow experience and reputation and succeed after 15 years of hard work – nothing for Millennials…

I am sure previous generations have been under pressure as well but from my experience, time is moving faster and expectations are constantly rising for Millennials. We are trained to achieve one milestone after another, barely having time to develop ourselves further in between. Not putting things into sequence is probably not what Millennials whished for themselves, it is the time we live in.

From the first days at university, we were told that we have to finish our studies in the regular period but that we would never be hired without practical experience. When applying for internships, we were told that the minimum time frame are six months fulltime and that you could not be hired without prior experience. Yet, when I first applied, I thought internships are all about gaining experience… Moreover, in my field of study internships are often unpaid, so after gaining practical experience and getting your courses done, you still had to do your student job to earn some money after all. Doing your internships exclusively during the semester breaks would surely be a great idea if the universities would not expect you to write your papers during that time. Not to forget, one internship is not enough. Also, gaining some international experience is expected, but better do not waste time by really trying to get to know the culture abroad, remember you have to get your credit points. When Millennials finally graduate then, they are often hired for a fixed-term only. So, from the first day, you have to keep at least one eye open for the next opportunity.

I am happy about the various experiences I was able to make so far and I would not want to change anything. Today at SAP, being permanently employed in a company with an open corporate culture, I am in a position that is not comparable to those many of my millennial friends are in.

What makes me run every day is not the constant change but having the possibility to add value to a project or a team. I want to take part and drive meaningful business outcome forward while developing myself further. Hiding behind my desk, waiting for 15 years until I can finally step up is indeed no option for me. Rather, stagnation is something that would make me search for new opportunities.

My take

I do not see myself and my generation being much different from the previous generations but of course times have changed and this influences our behavior. In general, I don´t spend time thinking about what divides the generations, as this will only build up new unnecessary boundaries. Taking action and tearing down the wall of stereotypes is much more effective. When I asked two of my Gen X colleagues to review this blog, they told me they share similar experiences. From my perspective, this makes a great conclusion.

We are looking forward to your comments.
If you want to follow us, you can find us on

Isabel Brendenahl LinkedIn

Bert Schulze Twitter @BeSchulze and LinkedIn