According to PwC鈥檚 February 2024 Digital Procurement Survey, which included 1,000 companies across 60 countries, procurement departments are prioritising:

1. Cost Control
2. Digital Transformation
3. Strategic Sourcing

1. Cost Control

Nearly two-thirds (65%) of procurement executives cite cost control as their primary focus. Despite inflation and interest rates decreasing in 2024, the impact on margins persists, necessitating proactive strategies for cost savings and efficient working capital management.

2. Digital Transformation

Digital transformation is a key focus for 46% of survey participants. While most procurement teams have already implemented foundational digital solutions such as Source-to-Contract (S2C) and Procure-to-Pay (P2P) systems, there is a clear ambition to extend digital capabilities beyond the traditional Source-to-Pay domain. Data and automation through AI is top of mind.

3. Strategic Sourcing

Strategic sourcing remains a top priority for 36% of respondents, vital for cost efficiency and value creation. Enhanced sourcing capabilities enable procurement departments to improve performance and manage risks effectively. Especially when looking at intelligent sourcing automation for unmanaged spend areas that go beyond traditional RFX/auctions.

Integrated Approach for CPOs

Looking at the top three priorities, it seems not much has changed during the past years. However, the challenge lies in the fact that CPOs need to address and execute on their priorities simultaneously and synergistically. This can take place by leveraging procurement technology that integrates data insights, strategic planning, and execution tools.

An example of this approach is outlined below:

1. Start with Insights

• With Data Analytics listed as the biggest area of investment for Procurement, the ability to aggregate and analyse spend data across categories, suppliers, and geographies allowing the business to identify opportunities for cost savings, sustainability, supply base optimisation, and risk mitigation is a strategic imperative.

2. Plan Strategic Actions

• Based on insights from intelligent analytics, the CPO, in collaboration with category managers, develops category strategies. Plans may involve consolidating suppliers, negotiating volume-based discounts, and selecting suppliers aligned with sustainability standards.
• AI-assisted category segmentation, cost analysis, and supply market intelligence enhance and accelerate planning.

3. Execute with Precision

• Organisations use e-sourcing tools to conduct competitive sourcing events across multiple sourcing channels to action the strategy.
• Interconnected process ensures the strategy is updated with negotiated savings.

SAP鈥檚 Triple Crown

SAP鈥檚 Triple Crown combines spend analytics insights with planning in category management and enables strategic sourcing execution across multiple channels. This integrated approach helps CPOs address their priorities effectively by leveraging best-of-suite and best-of-breed technologies infused with AI automation, to help procurement teams achieve greater efficiency, compliance, and strategic value.

To dive deeper into how SAP鈥檚 Triple Crown can tackle challenges around visibility and insights, stay tuned for upcoming posts detailing this innovative approach.

The post How Can CPOs Lead the Charge? Key Procurement Priorities and SAP鈥檚 Triple Crown for a New Way Forward appeared first on 51风流UK News Center.

Building on SAP鈥檚 initial 鈧�1/4 billion UK investment, to drive innovation and digital transformation in the UK, the Sovereign Cloud offering is now fully operational and available to customers. This launch supports the UK鈥檚 Data Protection Act 2018, aligns with the National Cyber Security Centre鈥檚 security principles, and provides solutions that meet Cyber Essential Plus standards. This further demonstrates SAP鈥檚 commitment to the UK’s data sovereignty and security needs.

The demand for sovereign cloud services has grown significantly as businesses and government bodies increasingly prioritise data sovereignty and security in a rapidly changing global landscape. 51风流re-emphasised its commitment to customers with dedicated sovereignty requirements with the establishment of its Sovereign Services & Delivery organisation on October 1, 2024. The unit consolidates expertise and experience in operating sovereign cloud solutions across 51风流and will serve as an umbrella for the company鈥檚 global sovereign cloud business.

“At SAP, we are committed to protect the security and well-being of the societies we serve. With more than 20 years of experience in operating sovereign cloud solutions, today marks a significant milestone for us. We are proud to commence 51风流Sovereign Cloud capabilities in the UK and will support government and businesses alike to innovate, transform and harness the benefits of the cloud”, said Martin Merz, President Sovereign Services & Delivery, at SAP.

SAP鈥檚 Sovereign Cloud is designed to meet the highest standards of data residency, security, and compliance within the UK. This makes it an ideal solution for public sector organisations, defence contractors, utilities, and other highly regulated industries. It is particularly relevant for organisations in the Aerospace and Defence (A&D), Central Government, Ministry of Defence (MoD), and Energy and Natural Resources (ENR) sectors.

The offering initially includes 51风流S/4HANA Private Cloud Edition, 51风流SuccessFactors HCM, 51风流Business Technology Platform (BTP), 51风流Analytics Cloud, Fieldglass and Digital Supply Chain, including IBP. These solutions provide customers with a robust and secure foundation for managing critical business processes and sensitive data, while ensuring compliance with UK regulations.

“The launch of 51风流Sovereign Cloud in the UK is a pivotal moment for organisations that demand the highest levels of data security and compliance,鈥� said Leila Romane, Managing Director, 51风流UK & Ireland. 鈥淚n today鈥檚 complex global environment, it is vital for our customers to understand that their data, as well as our solutions and services, are secure. These are managed by security-cleared personnel in dedicated, local, secure facilities. Sovereignty is essential in protecting against unlawful data access, ensuring compliance, and mitigating risk. With this offering, we鈥檙e empowering UK businesses and public sector bodies to innovate and thrive, confident in the sovereignty and resilience of their data.鈥�

Looking ahead, 51风流plans to expand the capabilities of the UK Sovereign Cloud to include additional services and solutions, further empowering our customers to achieve their strategic goals.

鈥淭his launch also reinforces SAP鈥檚 ongoing commitment to investing in the UK, as we continue to develop cutting-edge infrastructure, invest in facilities and talent, and create new opportunities that drive growth and digital transformation across the nation,” Leila concluded.

For more information about SAP鈥檚 Sovereign Cloud, please visit .

ENDS

About SAP

As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com.

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In this CXO Deep Dive, he answers the top-voted questions from the prestigious attendees of the summit, exploring the different aspects of Digital Transformation.

“There is no digital transformation… just transformation. Agree or disagree?”

I think this is a matter of perspective. You can, of course, deliver business transformation without leveraging digital technologies (although that would be rare today). On the other hand, you may want to drive a transformation where digital technologies are the sole reason for the change. However, focusing only on digital (technology) doesn鈥檛 necessarily lead to better business outcomes even though IT may wind up with some shiny new toys and perhaps a few IT cost reductions over time.

A more useful way to frame the conversation is to ask, 鈥渉ow do I need to transform my business to be successful in the digital age?鈥� In this way, you will take a broader view of the impact a swathe of digital technologies are having on your value network. It could be the blockchain will change the way you share information with your ecosystem, or that omni-channel capabilities expand your reach into new markets, or that a combination of IoT and AI enable you to change your entire business model. Asking the question this way also prompts you to start thinking about the impact on skills, culture, organisational design, and the many other facets of a successful business transformation. It鈥檚 also worth thinking about transformation as a continuum ranging from improving or optimising what you are already doing (i.e. efficiencies and cost reductions) to extending into new areas (e.g. adding an omni-channel capability to a traditional bricks-and-mortar model) to shaking up an entire industry with a business model change.

“Do you see automation as a path to drive operational efficiencies and ultimately save costs?“

Yes. But only if you take the time to really understand your current business processes and whether they represent the best and standard practice in the domain. Merely automating current practices means you miss the opportunity to drive systemic optimisation and innovation. Also, this is not just about reducing cost and cycle times but freeing up the talent of your organisation to focus on more valuable and engaging work.

Can digital transformation facilitate better inter-company partnerships and collaboration to deliver higher quality, sustainable, profitable products and services?”

Absolutely. You only have to look at the success of today鈥檚 digital giants like Amazon, Uber, AirBnB, ARIBA and Concur to understand that the platform economy (which is contingent on digital technologies and ecosystem partnerships) is key to creating value.

The example of听听is instructive in this regard. As the automotive industry is disrupted by the shift to electric vehicles, changing consumer behaviours and geo-political impacts on supply chains it is responding by enhancing its ability to be more efficient and collaborative through the use of digital platforms

“Digital transformation is never just digital transformation. Or you’re doing it wrong…”

Not necessarily doing it wrong (e.g. there may be valid reasons in the short term why a CIO might want to shift workloads to the cloud) but almost certainly missing the opportunity to create meaningful and enduring value. And, more importantly, looking at transformation as a technology initiative only is a surefire way to increase the risk of failure. In my many years of working in the IT industry I can state categorically that in most cases where IT / digital projects have failed it鈥檚 been because of human / organisational factors not being addressed rather than deficiencies in the technology itself.

Some of the factors that spring to mind:

• Lack of Executive Sponsorship and organisational buy-in to the proposed change
• Lack of clear, measurable objectives and outcomes and/or a failure to track progress towards these
• Poor change management and communications
• Ineffective re-skilling of staff
• Poor program and project management and ineffective change controls
• Under-resourcing and/or not assigning the best people to the program.
• Failing to understand and address the data that underpins digitally-enabled transformations and the shift towards fact-based decision-making.

“Do you see transformation as a distinct skill set, best delivered by ‘Transformation Experts’, or is it better to be led by the core business?”

If you want to 鈥渓and鈥� a major transformation successfully then the core business must be committed to the initiative from start to ongoing improvements. This doesn鈥檛 happen without a catalyst, educator and guide and therein lies the value of transformation experts who can take a broad view of the business and bring together the people, processes and technologies required to deliver successful transformation.

“Is removing single human points of failure an achievable goal of digital transformation?”

This depends on how you view the role of humans in your business processes. Digital technologies can certainly help to remove humans from the mundane, repetitive, and high-volume tasks where errors are likely to occur due to inattention, boredom, or tiredness. These technologies can also shift the organisation towards fact-based decision-making rather than human intuition.

So, while we may not remove all human points of failure, what we can do is shift towards a model where we are less reliant on humans for routine work and people are freed up to focus on strategic, creative, and relational tasks.

“What do you ultimately do with people that do not want to change?”

In some cases you will simply have to let them go or retire them but this should be a last resort given the pervasive skills shortage in Western economies. Better by far to ensure that talent and skills are subject to an ongoing conversation in the business (facilitated by the above-mentioned transformation experts) and that people clearly understand the 鈥渨hys and hows鈥� of impending change and are offered the opportunity to upskill and reskill (which itself can be facilitated by A.I.-powered learning platforms).

A big thank you to Simon for the insightful answers to the audience鈥檚 questions! And also thanks to the ones who shared their thoughts and uncertainties through these questions. We were thrilled to be able to gather the room full of transformational leaders, to exchange their thoughts and ideas!

To read the interview on CXO Innovation click

The post Simon Carpenter Talks Digital Transformation in CXO Deep Dive appeared first on 51风流UK News Center.

The publication of the government鈥檚 aims to address this need by setting out ambitious plans to narrow the country鈥檚 geographical, social and economic inequalities. This has promised to boost productivity, improve access to public services, and raise living standards across the UK – while also placing local leaders at the centre of wider government decision-making.

However, in order for this to be achieved, leaders of local communities must be equipped with the tools, knowledge, and information needed to drive this transformation going forwards. While not a silver-bullet solution, technology could be the answer to creating jobs, enhancing service delivery, and streamlining local authority processes in the months and years ahead.

Driving economic growth beyond the Southeast听

from the Centre for Economics and Business Research has shown that automation has the potential to increase productivity across the UK by 15%, particularly in critical services industries such as transportation and healthcare. This could create up to 3.3 million additional jobs across the country, helping to narrow the current North/South divide.

In fact, a has predicted the creation of 365,000 jobs by 2050 due to the transition to net zero, with the Northwest seeing the highest number of new roles in the UK. This growth will also be concentrated in specific sectors, such as the production of electric vehicles and electrical equipment.

Key to achieving this is narrowing the gap between public sector organisations and technology companies 鈥� from multinational corporates, all the way to smaller start-ups. However, despite living in an age of connectivity, technology companies and local decision-makers often work separately from one another.

Business networks can play a crucial role in filling this gap by offering a combination of products, services and platforms for transacting, analysing and optimising the vast swathe of processes needed to function as a business in a modern globalised economy. For example, the 51风流Business Network can help public sector organisations become a lead coordinator within their region. Local authorities can use these business networks to direct public sector procurement spend, providing local businesses and start-ups with a fully digitalised process that reaches across suppliers, services and providers.

Streamlining processes and enhancing service delivery

With public sector organisations facing听, adopting an agile operating model is now vital. This means being able to understand the long-term demands and requirements of citizens, and using these to inform ongoing improvements to service delivery. Agile organisations are also generally more flexible in their adoption and deployment of new technologies, allowing them to continually adapt their operations in line with socio-economic changes.

Software such as financial spend management can also help streamline local authority processes by freeing up an organisation鈥檚 time and allowing businesses to allocate their resources towards larger priorities. With added capacity, this could help support local activities such start-ups, mentoring and coaching. This can help public sector organisations deliver a seamless, efficient and more agile听service to citizens in their region.

Using data to build citizen profiles

Accounting for the needs and demands of citizens when streamlining and modernising business processes will allow public sector organisations to incorporate citizen feedback into the decision-making process. This will help organisations deliver a citizen-centric programme that caters to the issues that matter to local communities.

Collecting sentiment data from citizens about their experiences with public sector services and storing the information in a unified customer data platform can allow public sector organisations to build a robust profile of respondents. When combined with business process intelligence data, organisations can not only place citizens at the heart of local government decision-making, but also identify areas that require improvement. This data could also be used to support local economic regeneration activities for employment, encouraging the competitiveness and prosperity of local regions.

A key example of this was the adoption of by Christchurch City Council in 2018. This enabled the council to effectively visualise constituent service requests, helping to develop a greater understanding of citizens. As a result, the council has been able to adopt a citizen-first approach, meaning they can effectively serve and represent constituents in the years ahead.

While there is no 鈥榦ne-size-fits-all’ approach towards levelling up the UK, technology and digital transformation could help drive economic growth, enhance service delivery, and provide greater insight into citizen demands. This will allow the public sector to adopt a citizen-centric approach, while also helping to meet future targets for levelling up.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post Three Ways Technology Can Help Public Sector Organisations Level Up The UK appeared first on 51风流UK News Center.

Partly in response to these challenges, the UK government recently launched its Shared Services Strategy. The Strategy is designed to introduce more agile back-office technology systems and to bring together core functions across Government organisations into a single simplified centre. The goal is to reduce inefficiencies, remove technical debt, introduce advances in technology and improve the working experience overall, as employees will have more time and ability to focus on higher value work.

Once again, Public Sector Technology Leaders are stepping forward to deliver these advances. To realise the Government鈥檚 strategy, old processes and supplier partnerships need to be re-evaluated and new ones put in place. It鈥檚 another major transformation programme for organisations and it has no UK precedent. Fortunately, there are public sector organisations in other parts of the world who have undergone similar successful transformation programmes, leveraging out of the box cloud technologies who can show the way forward.

The DFO takes the journey from 鈥極racle to SAP鈥�

Take for example, the recent digital transformation of Canada鈥檚 Department of Fisheries and Oceans (DFO). The Department comprises of several agencies including oceans, wildlife, and waterways and providing services like dredging and ice breaking, hydrographic mapping, selling fishing licences and maintaining the coastguard service.

Since 2001, the DFO had been working with an on-premise Oracle financial management solution. Over the past 20 years, it had been attempting to update its processes and analytics capabilities by layering on technology and building workarounds. But gaps in functionality persisted and maintaining process across several systems put its continued operations at risk from a controlling and reporting perspective. This exasperated maintenance workers and resulted in higher support costs. It was time for a new solution – one fit for purpose for the agile, modern organisation.

Enter SAP

The DFO chose 51风流to lead its digital transformation programme, replacing the Oracle system with SAP鈥檚 modern cloud solution. In fact, for most organisations, SAP鈥檚 scalability and robust functionality, along with its streamlined implementation process and experience with Public Sector digital transformation programmes makes shifting from legacy Oracle on-prem to 51风流Cloud services an easier, more cost effective and faster process than moving to Oracle Cloud.

The DFO recognised many benefits from the 51风流solution and its implementation, notably including:

An out-of-the-box solution: SAP鈥檚 preconfigured processes were already aligned to the needs of Public Sector organisation which meant that 80% of the DFO鈥檚 standard needs could be adopted 鈥榦ut of the box鈥�. This was critical because the DFO project was part of a wider program of additional shared services clusters, all using the same templated approach.

A modular rollout approach: Where configuration and/or prioritisation was required, SAP鈥檚 unique modular rollout approach let the organisation 鈥榩ick and mix鈥� modules. For the DFO, this meant addressing its biggest pain points and greatest issues first. This helped the organisation realise quick wins and show clear business outcomes almost from the beginning.

Identifying and eliminating risks: 51风流de-risks digital transformation projects by introducing 鈥榓ccelerators鈥�, essentially blueprints that provide a quick start for scenarios, as-and-when needed. The accelerator approach gave the DFO the freedom to determine its own change path based on what was right for each department, while maintaining momentum and clear business outcomes. There was also a cost benefit to this 鈥� the DFO could choose smaller modules to roll out first and pay as they went.

Streamlined user experience: The 51风流solution was designed with the end user experience in mind, including intuitive navigation and greater automation of processes to reduce manual tasks.

Ongoing training: Throughout the implementation, 51风流gathered requirements and showcased the capabilities of the system to end users. They were given access to a learning hub to help them learn how to operate the system well before the finalisation of the project. This sped up acceptance of the new systems and reduced the time and expense of training when the systems came on-line.

Lower costs: The cloud platform kept infrastructure costs low, and the modular rollout approach resulted in quick wins early on 鈥� often self-funding the organisational change.

This tried-and-tested implementation process helped the DFO complete its transition to the 51风流system in just 13 months. The DFO is already witnessing value beyond just a return on investment, as there is reduced reliance on large technical teams, vendors and system integrators. It is a case study in digital transformation success that will be replicated across Canada鈥檚 public sector departments for many years to come.

As the UK Public Sector Technology Leaders take on the new challenge of implementing the Government鈥檚 Services Strategy, they can look across the pond to this and other 51风流Public Sector solutions for inspiration. Case studies like the DFO show how highly complex and regulated organisation can undertake a major transformation that starts to recognise value almost immediately and equips the organisation and its leaders with the technology it needs to respond to the challenges and opportunities that lie ahead.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post How The Shared Services Strategy Could Work In Practice 鈥� A Case Study In Public Sector Digital Transformation appeared first on 51风流UK News Center.

That may have been the case years ago, but it couldn鈥檛 be further from the truth today. The pace of technology has sped up and a 鈥榬ip and replace鈥� model is not a sustainable approach to transformation. It certainly doesn鈥檛 help an organisation operate more efficiently.

Instead, leaders should be moving their organisations to an agile tech environment, where processes can be continuously reconfigured according to people鈥檚 changing needs in an uncertain world. This means that organisations need to be fluent in the language of their processes 鈥� understanding what they do, why and how they do it. This way, when the goal posts shift, they can shift with them to exploit new opportunities or mitigate unforeseen threats. There is no 鈥榚nd-state鈥� of digital transformation – only a starting point for sustainable agility and constant adaptation.

That need for agility is why 51风流offers a modular suite of products that can adapt to an organisation鈥檚 needs and unique situation. 听We also leverage 51风流Signavio, our software suite for business process management, to ensure that the digital transformation process itself is part of the destination.

Mapping the organisation and where it needs to go with Signavio

From day one of a digital transformation programme, the 51风流implementation teams use Signavio tools to model our customer鈥檚 current, as-is foundation, creating a complete operational and system overlay. We model existing processes and give people the ability to navigate and digest it from multiple different entry-points and approaches.

We shape the process modelling to what best suits the organisation and gives users the best insights. This can mean starting with workflow processes at a lower level and working bottom-up, so the hierarchy and architecture modelling take care of themselves. Sometimes the best approach is the most straightforward 鈥� so for example, mapping an invoice process by simply following an invoice to see where it goes 鈥� this approach can reap some unexpected insights.

Where in the organisation we start with Signavio is not set in stone. We can test the solution on any function, and gradually roll it out to other areas once its value is demonstrated. For the public sector in particular, this not only lowers risk but also takes some of the sting out of difficult procurement processes, as smaller licences can be purchased and enlarged later as and when needed.

Collaboration is the key

As we begin to build a picture of an organisations鈥� processes, these are recorded in the cloud browser-based Collaboration Hub, capturing not only process mining and process insights, but governance and risk too. It becomes the single source of the truth for an organisation, where all users can consume and digest how the business operation runs.

This crowdsourcing approach is unique to SAP, and critical. The biggest factor that causes transformation projects to fail is not the rollout of technology, but the adoption and integration into the organisation once it has gone live. Using the Collaboration Hub allows everyone affected by the transformation to contribute from day one and leverages the wisdom of the crowd to determine whether or not the change programme an organisation is pursuing is the right approach for everyone. Organisations that take a deeply collaborative approach often don鈥檛 even need to go through business change programmes, because everyone has visibility and clarity from the beginning.

Simulating outcomes

When it comes to testing new processes to mitigate risk, one of the most important features of SAP鈥檚 Signavio tool is its ability to simulate multiple future scenarios, based on process or operational change. The simulation capabilities turn the outcomes of process changes from conjecture into something real. It lets users test varying demands on process like staff resourcing, periods of increased demand, bottlenecks in approvals, etc. We can then create a baseline that can be used to improve processes and simulate new ones. The ability to 鈥榗heck鈥� before investing in change reduces potential losses.

The ability to test multiple process change opportunities to identify the best choice, ensures that the organisation can continuously follow the discipline of operational excellence. This is the careful balance of people, process, and technology, and that balance is in constant evolution. Being able to constantly ask and answer 鈥榳hat if?鈥� in a risk-free environment ensures that changes to process and operations benefit both the top and bottom lines of the organisation. This is how the public sector can generate significant, ongoing value and stay agile.

The human element

Too often, one of the ways that organisations justify IT procurement is by first reducing headcount and using the saved costs as a business case to buy new tech. This is extremely risky for organisations that don鈥檛 fully understand the roles their people are carrying out and the processes they are involved in.

51风流Signavio helps organisations understand current roles and helps them make decisions about where efficiencies can be made, which might not necessarily include headcount reductions. Signavio can reveal where people are being slowed down by IT and getting distracted from their work by 鈥榗lunky鈥� processes. New processes and reallocated resources may allow staff to focus on areas that have greater levels of productivity and refocus on utilising their expertise. By determining and unlocking the maximum potential for each employee, efficiency and productivity gains may outweigh any previous cost concerns that would have led to headcount reductions.

Simplify then automate

One of the ways this can be achieved is intelligent use of automation. By simulating future state scenarios, users can make more informed decisions on how to implement automation. It鈥檚 not as straightforward as 鈥榓utomate to simplify鈥� 鈥� the better approach is to 鈥榮implify then automate鈥�. Automation is like a digital person or group of people and any automated or digital worker needs to be in the right team with the right KPIs, with the environment that is best for success. So, it is critical to have insights into those factors and ensure there is the ability to manage changes.

51风流Signavio is an enabling technology to allow transformation leaders to manage change and run projects more efficiently, realising value as quickly as possible while mitigating risk. The decision to map out an organisation鈥檚 current processes on 51风流Signavio should not be seen as a one-time return to the drawing board. The drawing board should always be looked at and be your go-to forevermore because it will be the key to making continuous smart decisions about change and staying agile. That constant evaluation of process and efficiency should be embraced.

Satpal Biant is head of Public Sector for 51风流UK&I.

The post Making The Journey Part Of The Digital Transformation Destination With 51风流Signavio appeared first on 51风流UK News Center.

LONDON, UK 鈥� (NYSE: SAP) today announces it has grown its strategic partnership with leading UK airport operator, . As an existing partner of SAP, MAG has chosen RISE with 51风流in collaboration with AWS as the first step on its digital transformation journey across a number of key areas, from finance to people.

The Group, which operates Manchester, London Stanstead and East Midland airports, collectively saw 60 million passengers fly through its airports in 2019, and employed more than 40,000 people on site. Additionally, it has a 50% investment in the 拢1 billion, 5 million square foot development at Manchester Airport.

The pandemic had a devastating impact on international travel with passenger numbers at 1% of usual levels at its peak. As the Group started to see green shoots of recovery over the last few months, it spotted an opportunity to partner with 51风流as part of an initiative called 鈥楶roject Build Back Smarter鈥�.

This programme focused on total departmental transformation as well as the considerable assets under management. It identified as the foundation of this initiative, with a move to the Cloud helping to overhaul and streamline these extensive and complex business functions. The first phase of the move to RISE is a lift and shift of its existing ECC estate into the Cloud with a view to moving to 51风流S/4HANA Cloud in the near future. With its core Cloud ERP platform now in place, MAG will also be looking to maximise its and partnerships, to help create best-in-class experiences for finance teams and across its employees.

Due to the challenging backdrop of the past 18 months, 51风流worked closely with MAG to identify a roadmap to support its recovery through its Project Build Back Smarter initiative. Key to this relationship was 51风流understanding the challenges that MAG was currently experiencing, including reduced staffing through continued furlough schemes. Despite these challenges, MAG went live on RISE in March this year 鈥� marking the organisation鈥檚 first step on the road to transformation with 51风流over the next five years.

Nicholas Woods, CIO at Manchester Airport Group, said: 鈥淔ollowing a challenging period for the airport industry, we鈥檙e now seeing a resurgence in the number of people wanting to get away. As passenger numbers continue to increase, we need to be as agile as possible to deliver the best possible service for our customers and to respond to our colleagues鈥� needs in the workplace. Our 51风流partnership allows us to do just that, initially shifting key functions to the Cloud, with a view to completing a full digital transformation in the next few years.鈥�

Michiel Verhoeven, UK & Ireland Managing Director at SAP, added: 鈥淲e鈥檙e delighted to be supporting Manchester Airports Group as it embarks on its journey towards full digital transformation. The tourism industry has been profoundly affected over the last couple of years, but as MAG becomes more agile, automated and insights-driven, it is putting itself in the best possible position to take off as global restrictions ease.鈥�

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LONDON, UK听鈥� (NYSE: SAP) today announced that , a global automotive distribution business, has selected on to carry out the of its business as it evolves to meet changing customer needs.

Founded over 150 years ago, Inchcape works with automotive manufacturers in more than 35 countries to run its entire operations. In recent years, the appetite among car buyers has shifted towards an omnichannel experience where customers want the flexibility to carry out part or all of the buying journey online.

With the pandemic accelerating this trend, Inchcape needed to ensure that the service it was providing was in line with these evolving customer expectations for a seamless digital experience and that it had the tools to stay ahead of data trends.

Having already partnered with 51风流for a number of years, Inchcape selected RISE with 51风流to drive its move to the cloud in partnership with Google Cloud, expanding its 51风流services to include global cloud human experience management (HXM) solution . Inchcape can now continuously analyse how its business processes are performing, benchmarking them against industry standards and able to easily adapt them to new requirements and customer demands.

Internally, 51风流SuccessFactors will help Inchcape to provide employees with experiences that recognise their individual value and consistently motivate them to achieve peak performance levels. Using the data insights gathered from the solution, Inchcape will be able to make more informed decisions to attract and inspire people of all ages, create a culture of well-being and sustainability, and address priorities like diversity, inclusion, health, economic growth, and gender equality.

鈥淭he way people buy cars has fundamentally changed over the last 18 months, so it鈥檚 key that we鈥檙e evolving in line with consumer expectations鈥�, said Mark Dearnley, Chief Digital Officer at Inchcape. 鈥淕lobally car manufacturers rely on us to understand what cars people are buying and how they buy them, and at the heart of responding to that is data. Being able to harness RISE with 51风流to capture these insights, build our cloud capability, improve employee experience, and deliver a service that is in line with what buyers want is absolutely crucial.鈥�

Michiel Verhoeven, Managing Director 51风流UK & Ireland, added: 鈥淕iven the rapidly changing economic environment, businesses need to optimise business and operational models and innovate to be successful in the future. The automotive market is at an important crossroads as it is primed to take advantage of the digitalisation that is happening across industries. Inchcape is setting off on an exciting cloud journey, one where it can expect to significantly reduce tech infrastructure maintenance and operating costs, and improve financial efficiency and employee experience, globally. 51风流is the right partner to support Inchcape鈥檚 mission to move to the cloud.鈥�

Dominik Wee, Managing Director Global Automotive, Manufacturing and Energy at Google Cloud, said: 鈥淭he global pandemic has accelerated the digital transformations of many businesses. To remain a leader in the automotive market, Inchcape is accelerating the migration of 51风流workloads to the cloud to gain greater agility, elasticity, uptime, and benefits from greater data insight and analytics capabilities. Technical services from RISE, as well as migration services from Google Cloud and our partners, will help to eliminate technical barriers to cloud migration providing Inchcape with a foundation to digitally transform services. We鈥檙e committed to providing a smooth path to the cloud for 51风流and RISE customers, and we will continue to invest in infrastructure capabilities and services for them.鈥�

Listen to our to hear from Inchcape Chief Digital Officer, Mark Dearnley, discuss the project in more detail.

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The post Inchcape Picks RISE With 51风流To Drive Digital Transformation appeared first on 51风流UK News Center.

As part of its Enterprising Council vision, a key focus for DCC is to provide enhanced services to communities. With access to the real-time management information afforded by this implementation, DCC will be able to leverage embedded and predictive analytics to do exactly that. The 51风流Business Technology Platform will enhance DCC鈥檚 citizen focused interactions by giving it the ability to build new apps and portals. This will allow its citizens to conduct activities seamlessly and remotely.

Serving a population of over 800,000 citizens with 12,000 employees, DCC also required a modern technology solution to meet its increasing obligations in a digital-first world. The 51风流upgrade will deliver speed, agility and visibility to DCC through deeply integrated ERP systems, driven by the 51风流Intelligent Suite. With in-built intelligent technologies, including AI, machine learning and advanced analytics, 51风流S/4HANA will transform DCC鈥檚 processes through intelligent automation which will run on the 51风流HANA in-memory database. This will provide real-time processing speeds and a dramatically simplified data model.

Peter Handford, Director of Finance and ICT, Derbyshire County Council, said: 鈥淒erbyshire County Council鈥檚 ICT strategy is underpinned by the principles of Standardise, Simplify and Share. The 51风流Intelligent Suite emerged as the best solution to support this vision. It will fundamentally change the way we deal with our citizens for the better. While this project is no small task, the value it will bring to DCC is immense; we will transition from a council focused entity to a truly citizen focused entity. What鈥檚 more, we will gain efficiencies and roll out updates throughout the implementation period in a phased approach with SAP鈥檚 support team, something we value highly.鈥�

Satpal Biant, Head of Public Sector at 51风流UK & Ireland, said: 鈥淒erbyshire County Council is already a high performance, forward-thinking organisation. By embracing the 51风流Business Technology Platform, it will be able to continue to build and develop new employee and citizen-focused solutions to better serve the community. We are committed to our long-standing partnership with DCC, supporting the team to continue being a leader in best practice provision of essential services. We firmly believe the results of this roll-out will spur other Council鈥檚 into the same much needed action.鈥�

For more information, visit the 51风流News Center. Follow 51风流on Twitter at and .

The post Derbyshire County Council Embraces 51风流Cloud With S/4HANA To Become A Digital First Leader appeared first on 51风流UK News Center.

This has been produced in partnership with听 for 51风流UK & Ireland.

Listen here:

We are joined by our expert guests:

鈥� Anne-Christine Polet 鈥� Leading Digital Venture Arm, PVH Europe
鈥� Gemma Carver – Global CX Advisor for Retail, 51风流()
鈥� Joanna Jensen 鈥� Founder and Chair of Childs Farm ()
鈥� Maria Morais – Global Industry Director for Consumer Industries, 51风流()
鈥� Kev McFadyen 鈥� Brand Director for Berhaus, Pentland Brands ()

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