Managed Services SAP Case Study

FUJITSU CONSULTING

A Leading Chemical Company

The client is a leading global provider of integrated water treatment and process improvement services, chemicals and equipment programs for a variety of industrial and institutional customers. Its products and services are used in water treatment applications to prevent corrosion, contamination and the build-up of harmful deposits, or in production processes to enhance process. The client currently serves more than 70,000 customer locations representing a broad range of end markets. It has established a global presence with more than 10,000 employees operating in more than 130 countries, supported by a comprehensive network of manufacturing facilities, sales offices and research centers. In 2005, the client achieved sales of more than US$3.3 billion. FUJITSU CONSULTING
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About the Engagement

FUJITSU CONSULTING

Challenge
The client was looking for an integrator to help it in two areas Business process re-engineering and implementation in critical functions, such as: Order to Cash Supply Chain Business Intelligence Application outsourcing of existing systems in following areas: SAP R/3 and BW Lotus Notes Java applications EDI environment

FUJITSU CONSULTING

AMS - eBusiness & SAP Support

Support Scope: SAP R/3 4.6c SD, PP, PM, QM, PS, SM, MM, WM, FICO, HR, EH&S, ABAP, Basis, BW Lotus Notes 5.0 and 6.5, Web Methods 4.6, Java 1.3/Charms, EDI Key Statistics: 3,400 SAP users Global support: US and Europe 52 member support team including 14 in center of excellence (36 offshore resources) Highly customized environment More than 15 third-party tools and interfaces 24x7 support CCC supports all incoming priority 1 & 2 tickets with human intervention. CCC has a dedicated Blackberry for receiving messages generated automatically from HP tool In addition, Fujitsu Consulting has a 25-person team on-site during the implementation
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FUJITSU CONSULTING

Center Of Excellence
Scope:
ABAP center of excellence (COE) was created to address all of the development needs arising from various work streams such as new projects, Global rollouts Current and future support needs Framework and standards of development Development process Reporting and Escalation channel

Key Statistics
5 concurrent project teams 2 global roll out teams 14 member offshore team Supported by 3 onsite leads pseudo-code developers Challenge Redefine code standards Instigate development discipline Development process development Daily status report on Object Development

FUJITSU CONSULTING

Key Result Areas

Smooth transition from incumbent vendor Quick-hit by reducing back-log of tickets Established operational model for all aspects of engagements Stringent service level norms with built-in penalties and rewards Transparency about resource utilization

FUJITSU CONSULTING

FUJITSU CONSULTING