Anheuser-Busch InBev-v2 5 - UK & Ireland SAP Users Anheuser-Busch InBev is the leading global brewer ... •2 VIM (Leuven) – December 2008 ... where mainly ‘only’ configuration

©Anheuser-Busch InBev

Anheuser-Busch InBev Global Best practices on Invoice Management: Streamlining AP processes at the world’s biggest brewer March 2011



What we’re going to talk about…

• AB InBev Introduction

• Why SAP Invoice Management @ AB InBev – Tool Selection Process

• Business Implications (Shared Service Center – Country Roll Out)

• Project implementation and experience

• Project results and next steps

• Implementation partner introduction

• Q & A


Anheuser-Busch InBev today and our journey so far….


• Heritage

• Anheuser-Busch InBev is the leading global brewer

• One of the world’s top five consumer products companies

• Four of the top ten selling beers in the world are Anheuser-Busch InBev brands

• The business spans more than 30 countries

• #1 or #2 positions in over 20 markets

AB-InBev at a glance…


Anheuser-Busch InBev at a glance

• Approximately 116 000 employees world wide

• Ticker Euronext: ABI

• Revenue 2009: 36,8 billion Euro


AB InBev brings together seven centuries of brewing history through value-creating consolidation

©Anheuser-Busch InBev ©Anheuser-Busch InBev

A truly Global Company


Joining the world’s leading consumer products companies


United by our Dream-People-Culture platform


Accounts Payable Processes Implementation of Scanning and Approval Workflow


Invoices – Facts & Figures

Figures

# Invoices per year Luxembourg: 10.000 Belgium: 140.000 The Netherlands: 120.000

% PO based (MM) 85% + (what can be automated should be automated)

# Electronic invoices E-Invoice Portal in place

Accounts Payable Team Depending on country (3 to 30 people in the Shared Service Center)

Facts

Invoice Arrival (& scanning) Centralized (can be local or a shared service center)

Scanning & OCR software Kofax

Approvers Both SAP Users and Non-SAP Users

Invoice Archiving Livelink Enterprise Archive (LEA)

SAP versions in use ECC6.0 (with Enhancement Pack 2) – G-ERP


Scope/main functional requirements

1. Tool should be integrated with SAP. Avoiding the need to copy large amounts of data

2. Scanning with OCR should be template free. No need to maintain templates

3. Workflow should be available for non-SAP users to avoid need for additional licenses

4. Reporting & SLA measurement should be available for BUs and BSC management

5. Flexible system to: adapt workflows, scan from different locations, scale-up to other BUs and zones


Criteria for selection/evaluation results Criteria weight

SAP IM Seeburger (inside SAP)

Base (outside SAP)

Highlights

Functionality (30%)

25,80% 20,70% 24,30% SAP IM covers all required functionality with state of the art solutions XYZ very strong reporting functionality

User Friendliness (20%)

14,33% 11,67% 14,00% XYZ requires users to manually interact with various systems ABC has poor interface for non-SAP users

Integration (20%)

19,20% 16,60% 4,80% SAP IM 100% integrated and fully supported by SAP. ABC 100% integrated but not supported by SAP XYZ not integrated. All interaction is manual

Platform (7,5%) 6,25% 5,63% 6,63% Overall flexibility for IT platform

Maintenance (7,5%)

6,70% 4,20% 4,95% Maintenance of SAP IM is merged with Central SAP environment and evolution and roadmap is clearly visible.

Project (10%) 8,25% 5,75% 5,75% References of the implementation partner

References (5%)

3,13% 4,19% 3,44% SAP IM is a relatively new solution (on European Market)

TOTAL 83,66% 68,73% 62,86%


The Final Selection – Playground

• Existing environment • SAP ECC6.0 Platform (+ enhancement pack 3 Moving to EHP4 as of March

2011)

• Livelink Enterprise Archive Server

• For storage of incoming invoices (Accounts Payable)

• … AND same platform already used for outgoing invoices (Accounts Receivable)

• Selected software

• Kofax Product line for OCR: Capture and Kofax Transformation Module

• SAP IM by Open Text (version 5.1.6 SP1 Moving to v. 5.2 as of May 2011)

• Impacted User community

• Shared Service Center (in Budapest)

• Scanning & OCR – 2 stations

• Accounts payable for process “ownership”

• Different approvers in the business lines (with minimal impact)

• Implementation Philosophy

• “What can be automated, should be automated”

• Re-use across Geographies – Template Based Approach


Project Timeline Overview

Fine Tuning Testing

Post GO LIVE - BAU

Fine Tuning Testing

Blueprint Scan

Project Organization

Support Organization

Implement Scan

Blueprint Workflow

Implement Workflow


Workshops

• Location: SSC in Budapest & Leuven

• Present: Accounts Payable Team leads

• Duration: 4 days

• 2 scanning (Budapest) – November 2008

• 2 VIM (Leuven) – December 2008

• Deliverable: Blueprint

• Sign Off by Business – January 2009

• Template based development:

• Delta Blueprint Approach

• Template developed applicable to other organizations – E-ERP Program


Implementation

• Fixed price modus (200 mandays)

• Project duration

• Blueprint phase: 3 months (October 2008 – December 2008)

• Phased Implementation:

• Post-Scan: Live since January 2009

• Pre-Scan and Workflow (VIM): Live since June 2009

• Delaware Project team (not all full time):

• 1 Project Manager

• 1 Functional Consultant SAP FI/MM

• Technical Consultant

• 1 Scan Consultant

• 2 VIM Consultant

• 1 Integration Consultant (ABAP – Java)

• 1 QA from Open Text


Attention points

• Stick to the Blueprint – Standard Implementation

• Do not dig your own legacy grave (each adaptation needs to be maintained)

• Complexity – integration into the AB InBev landscape

• SAP platform evolutions

• Outsourcing Partners Coordination

• Impact of other projects (e.g. e-Invoicing Supplier Portal)

• Short communication lines

• Weekly status meeting

• Daily GO LIVE meetings


Approach – Swimlane Workshops

• Key Goals

• Understand the current processes, address & resolve gaps (DELTA) and clearly agree on the To-Be swimlanes

• Scope

• Scanning & OCR in scope

• Document processing Workflow • Non PO Invoices (FI)

• PO Invoices

• Reporting – SAP IM Analytics – SLA management

• Business Rules

• What roles are involved in the process?

• How are role determinations made?

• What options (actions) to implement for each role?

• Use the swimlanes to trigger the key users to rethink their current business rules


Approach – Best practices 1/3

• Installation • SAP IM install by LogicaCMG, post install by Delaware

• Think about SAP Portal

• Blueprint • Take your time. The blueprint must be good and complete, it

defines the success of the project

• Involve correct people from the business

• Input for Functional Analysis Document, clear sign off! (scope freeze)

• Afterwards, the Technical Analysis Document will be written

• Implementation • Keep contact with the key users, they answer questions with

input from other people in the business and keep the interest alive = better result

• Clear out gaps on the go and adapt blueprint if necessary (change mgt), but don’t get side tracked



• Testing

• Give good training to key users, their impression is key & adds to result

• Training

• Teach the Teacher works best for the complete user group, use clear training materials and short sessions

• Make clear the existing processes will stay, only the tools change (now al in one solution)

• Temporary central phone nr, one access point for end user -> connect to key user

• Prepare sessions early in the project, warm the end users and make key users talk about it

• Go Live, Roll out & After Go Live

• Prepare well, make sure every involved department is aware, organize pre Go Live meetings and get a clear "go" from everyone involved

• Avoid critical periods of the business and preferably roll out step by step, let users get used to it but keep it moving

• BAU: maintain the SAP IM roles (by HR/master data team)



• Go for Standardization, this is the perfect moment • Across geographies & of functionality

• Build on first roll out and gain by re-using this as a ‘template’

• Focus on the commonalities, not the differences

• Re-use Resources • E.g. point out some key users that will stay involved in the whole

project, they are your connection with the business and avoids to initiate new people in the project/approach

• Focus on Outputs & Results • Made easier by using Out of the Box (OOTB) functionality (SAP

IM), where mainly ‘only’ configuration is required

• Focus on blueprint, is basis of a good solution, and on the critical chain

• Try to stick to the baseline when possible, use it as a trigger to challenge the current processes in the business

• Go for a pilot roll out (e.g. a specific country) - provides early feedback of implementation and by that a better end result


Approach – Some more lessons learned

• Make sure tests are done towards other projects about invoices that go live in the same timeframe • SAP IM completely integrates with SAP, also in background

-> any other project that interacts with SAP about incoming invoices, will be influenced by SAP IM modules and jobs

• Verify the SAP version in all environment you will go through towards production (DEV, ACPT, PRD) • Best to make sure they all use the same SAP version and service

packs before starting implementation

• Preferably have the UAT in the same setup configuration as production

• Include key users of all target groups that will be influenced by SAP IM, also approvers • By that, you can be sure they will all be “warmed up” by the time

training is given and the project goes live

• Adds to the quality of your blueprint phase and closes the gap between business units


Project Results and next steps

• Better control over the AP process • Improved visibility on the process and status

• Consultation possibilities of invoices by approvers without need to consult the finance department

• Direct view on liabilities

• Follow-up on the approval process

• Decrease in throughput time of AP invoices

• KPI reporting

• Reduction of Cost • By reduction throughput time, possibility to make use of offered

discounts on payment terms

• Less need of personnel in shared service center to process invoices

• Cost of invoice distribution reduction by virtualization

• Supplier relationship improvement • Reporting on the status of an invoice approval towards supplier

• Possibility to educate suppliers based on the exception reports


Project Results and next steps

• Due to the large acceptation degree and good results in the initial market roll-outs are being executed and prepared to other markets in the coming period, based on the same template:

• The Netherlands (Completed)

• France (Completed)

• Russia (Completed)

• Ukraine (Completed)

• Germany (Planned)

• UKI (to be planned)

• ….


Documents

Anheuser-Busch InBev-v2 5 - UK & Ireland SAP Users Anheuser-Busch InBev is the leading global brewer ... •2 VIM (Leuven) – December 2008 ... where mainly ‘only’ configuration