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Exam Code: C_TB1200_07 Practice test 2022 by Killexams.com team
SAP Certified Implementation Consultant SAP Business One 2007
SAP Implementation plan
Killexams : SAP Implementation plan - BingNews https://killexams.com/pass4sure/exam-detail/C_TB1200_07 Search results Killexams : SAP Implementation plan - BingNews https://killexams.com/pass4sure/exam-detail/C_TB1200_07 https://killexams.com/exam_list/SAP Killexams : Most Effective Methodology for Transformation to SAP S/4HANA

The year 2015 witnessed the launch of the SAP S/4HANA solution. The solution can be equipped with all the advanced technologies you can seek in an ERP solution. Following this launch, SAP announced that support for the legacy SAP ECC solution would end by 2025. However, this deadline is now extended till 2027 for many different reasons.

Nonetheless, SAP customers were quick to get to the point that they soon had to migrate to the SAP S/4HANA solution. But migrating to a new ERP solution is always much easier said than done. This got much thinking about the ideal methodology for SAP S/4HANA migration. 

But there is hardly a single methodology that serves everyone. Different businesses and organisations have different requirements. Yet here are some pointers you can leverage to facilitate a successful transformation to SAP S/4HANA.

1. Define the Primary Ingredients of the Transformation

Migrating to a new ERP solution means organisation-wide disruption impacting every aspect of the business. As a result, it becomes imperative to have a well-defined plan to go through with the transformation. In this plan, you need to describe every ingredient or aspect needed to facilitate a successful transformation to Accely’s SAP S/4HANA.

So, it is better if you start by understanding the perks you can derive from cloud technology. There are many perks, such as enhanced visibility, seamless data utilisation, driving better innovation, and more. Following this, inform stakeholders about the transformation and spark an interest in them. Never undermine the significance of effective communication when it comes to SAP S/4HANA transformation.   

Furthermore, you can facilitate a Transformation Excellence Centre to augment your efforts for solution design, reusability, training, and more. Besides that, the centre can also help you facilitate effective group purchasing and risk management. 

Finally, you need to establish a practical model for managing the transformation project. There are many different project models people use these days to facilitate a smooth transition to SAP S/4HANA. So, it is recommended you weigh all your alternatives and pick the project model that best serves the distinct requirements of your business. Once you have a model in place, you can choose the agile approach and facilitate effortless transformation.

2. Leverage Effective Business Leadership

SAP S/4HANA migration is a complex process that drains a lot of time and effort from the business end. As a result, it becomes very easy to find oneself lost in between where anything does not make sense anymore. Such adversity can have severely detrimental implications for the overall migration process. 

Thus, the best way to deal with such challenges is to have effective leadership to guide you and help you navigate through all complexities. Seek assistance from business leaders to get a practical approach for your SAP S/4HANA migration. Besides that, leaders know what is best for the organisation, so it becomes much easier for them to choose the right approach to drive organisation-wide transformation. 

The other thing you need to keep in mind is business needs, and not technology alone must drive that transformation. When you focus on addressing your business needs, finding the right tools and practices that serve your business requirements becomes easier. Additionally, this will help you review your business processes and understand how SAP S/4HANA can address them. Focus on key aspects such as outcomes, key roles, processes, experiences, and, most importantly, data.          

3. Leverage Transition Options

Every business needs to leverage a different approach toward its SAP S/4HANA transformation. This is important because different businesses have unique requirements based on their industry and the status of the SAP system. Nonetheless, that does not mean all these approaches are always very different from each other.     

Instead, there are always some core principles that make SAP S/4HANA transformation a business project for everyone. Thus, you need to keep in mind that your ERP solution is competent enough to serve the future requirements of your business. Apart from that, you need to get a detailed understanding of your existing business processes. This will help ensure you need to carry the previous bottlenecks into new systems.  

For instance, you can start with a brand-new implementation model that simplifies SAP S/4HANA implementation for your business. Following this, you need to take a smarter approach to data migration. This means leveraging selective data transition, where you let go of unnecessary data that will clutter your new system. However, you can also choose to keep your historical data and investments in the SAP S/4HANA solution extensions.

4. Focus on Communication

The final thing you need to keep in mind is never to undermine the significance of facilitating effective communication with everyone involved in the process. Business leaders have the potential to either make or break a transformation such as this. So, focus your efforts on generating awareness about the solution and providing people with the necessary training opportunities.  

When you communicate with your people effectively, it automatically aids in enhancing commitment among people. This also helps keep people around you motivated and inspired enough to go through with the transformation. Also, do not delegate these communications but make sure you are personally involved in the process. This will enhance your reliability, helping you drive effortless transformation.  

Effective training and communication will keep everyone informed about the changes they can expect in the coming times. Remember, the people driving or facilitating the transformation are also your people, so you need to focus your efforts on helping them with the transformation. Informing them about ways the transformation will impact their job or tasks can go a long way in facilitating an effective and seamless transformation to the SAP S/4HANA solution.

SAP S/4HANA transformation will always be complex, but that does not mean one cannot go through with it. Be mindful of the aforementioned tactics and tips to simplify tour SAP HANA migration with no hassle. Besides that, you can even seek assistance from SAP experts to help you with the transition.

Wed, 03 Aug 2022 06:00:00 -0500 Eric Smith en-GB text/html https://www.comparethecloud.net/articles/most-effective-methodology-for-transformation-to-sap-s-4hana/
Killexams : Report: Companies are slow to make transition to SAP S/4HANA

Only a small portion of SAP users have finished making the transition to SAP S/4HANA, which is a version of SAP based on the HANA database, introduced in 2015. According to LeanIX, SAP S/4HANA redefines ERP systems and is the most notable SAP update since 1992 with the introduction of SAP R/3. 

Twelve percent of respondents to LeanIX’s SAP S/4HANA 2022 Survey said they have finished the transformation process. The survey gathered responses from 100 IT professionals in April and May of this year.

SAP will be ending support for SAP ECC (also known as SAP ERP) in 2027, which is one of the reasons companies are needing to migrate, LeanIX explained. 

Fifty-four percent of the respondents view this move as a business transformation rather than a standard technical upgrade. Key skill sets crucial to this process include enterprise architect management and business process modeling. 

About half of respondents identified two main challenges they face during transformation. One challenge is identifying interdependencies in their ERP and non-ERP landscapes. Another is defining a target architecture. Fewer than 20% of survey respondents said they are able to establish an overview of their software landscape within a month, and LeanIX says this is likely a factor in these two challenges. 

Ultimately though, the biggest obstacle for two thirds of respondents is lack of collaboration. The transformation to SAP S/4HANA requires alignment between business, project, and IT teams.

“Time is running out for organizations that plan on moving to SAP S/4HANA,” said André Christ, CEO and co-founder of LeanIX. “With only a third of those surveyed saying they will complete their transformation within the planned time frame, organizations need to focus on actions that will accelerate the process. Enabling effective collaboration between business, project, and IT teams is the critical step they need to take. This will not only speed things up, but will also ensure that the transformation delivers lasting business value.”

Tue, 02 Aug 2022 08:58:00 -0500 en-US text/html https://sdtimes.com/data/report-companies-are-slow-to-make-transition-to-sap-s-4hana/
Killexams : Progress report: A CIO’s cloud migration journey to S/4HANA

The ANWR Group, a Mainhausen-based community of financial services and retailers in the footwear, sporting goods, and leather goods industries, has, until 2018, used the ERP system of its bank subsidiary DZB Bank, and as a result, banking sector regulations for financial accounting and controlling also applied to the retail area of ​​the company.

Over time, these regulations became more restrictive, and the flexibility needed for the trading industry was no longer available. “We had already started separating the IT systems a few years earlier in order to better prepare both the bank and the trading companies for the respective requirements,” recalls ANWR Group CIO Sven Kulikowsky. The ERP software was the last shared system.

Together in the greenfield

ANWR adopts a cloud-first strategy for new IT projects, and in 2018, the IT department tackled the migration to SAP S/4HANA together with the business areas of financial accounting and controlling. There was already knowledge of the solutions from the Walldorf-based software company since the previous core system was an on-premises SAP R/3 that was heavily modified. So the new environment really had to be based on a greenfield approach in the public cloud set up by SAP.

“It was extremely important to get the departments on board from the start,” says Kulikowsky. Together they determined what the new solution had to be able to do from the start. In joint workshops, mixed teams from business departments and the IT evaluated the capabilities and degree of maturity of the cloud platform.

Agile with purpose

In order to organize the change, a steering committee was formed as the highest control body. Underneath, a project board formed as a control team from Kulikowsky and his counterparts in financial accounting and controlling, which coordinated with the project manager of the external partner Camelot ITLab for two hours a week. The team received input from cross-functional working groups made up of staff and external consultants, who discussed problems with specific processes. “We were able to quickly compare different opinions and make decisions,” says Kulikowsky. As a result, departments and IT have always pulled together.

He set a goal of migrating all systems to the new environment by the end of 2021, and the 2021 annual financial statements created with S/4HANA. Plus, the 2022 financial year was to start without the old environment, and to do this, Kulikowsky defined nine waves.

In these phases, the teams worked with agile methods and flexible time schedules. ”With this mix of milestones and sprints, the teams have a clear goal in mind, while at the same time we take into account risks that would have derailed a fixed schedule,” he says. Developments may sometimes take longer, but the main thing is that everything fits in the end. 

The starting signal was given in Q1 of 2020 and after four weeks, Covid-19 hit. ”Due to the uncertainty in retail and the many lockdowns and difficulties in the supply chains, we had to stop the project,” says Kulikowsky. Six months later, the project team resumed work on the migration, yet completely remotely, which was a new experience for everyone involved. “But we coped well,” he says. Previously, the team worked in a project area in the office and exchanged ideas closely, but this abruptly changed to remote working. “We used Microsoft Teams as a central tool for knowledge and file exchange, conferences, and appointments,” he says. “All colleagues were easily accessible and could work very flexibly.”

Migration in nine waves

After almost five months, the first pilot was implemented on December 1, 2020, in six small companies that had no interfaces to HR or booking systems, and had small company codes. The employees switched to the new system and got to know it with the first bookings.

The remaining eight waves were spread over 2021. Up to four companies were converted to the new system and on November 22, 2021, everyone had migrated to SAP S/4HANA. After some adjustments to interfaces, the project was declared over on March 30, 2022. “Now it’s about ironing out workarounds, improving processes, and closing gaps,” says Kulikowsky. The goal is to have as much standardization as possible.

In addition to the problems caused by Covid-19, Kulikowsky and his team overcame a number of other challenges. In IT and other departments, the project meant more work in day-to-day business. “If a dealer has a problem, it has to be solved quickly, regardless of whether we’re currently migrating to SAP or not. We had to constantly manage this double burden,” he says.

In addition, it was necessary to convince other department staff. “After 20 years in the old system, some colleagues had difficulties getting used to the new interface and processes in the cloud,” he says. To this end, the project management held weekly meetings with the business units to discuss the processes, questions, and problems.

At the stages when certain companies went live, the responsible accountants were present at each of these meetings. They drew attention to special issues or requirements and helped to develop solutions.

There was also a bug tracking list that was edited twice a week. In it, the team collected questions, fears, worries, and comments, addressed them and suggested solutions.

Roller coaster SAP standards

A major concern of IT for the new landscape was standardizing as much as possible. “The business areas should become less dependent on IT,” says Kulikowsky. There were many special functions in the old system and especially in the retail area. Here, too, he used workshops with specialist departments to find out what requirements SAP standard software was available for.

Almost 90% of the new ERP system now runs on standard software. In some places there were difficulties with the solutions from SAP, according to Kulikowsky.

In the first test runs and demonstrations by SAP and the implementation partner, it looked as if the cloud modules would fit all use cases. In day-to-day business, however, Kulikowsky’s team noticed that the software was causing some problems. “We didn’t check the selection carefully enough so we only noticed during the ongoing project that elementary functions weren’t running smoothly,” he says. Pay slips, for example, could not be integrated seamlessly.

A total of around 35 internal and a dozen external employees participated in the project with about 35 interfaces built between SAP and other systems. ”The connection of the HR management system HCM to S/4 is especially a disaster,” he says. Standard integrations from the old system are no longer available in the new one, so critical information isn’t transferred to the cloud, like bills without an invoice date, for example, or if the SAP system didn’t reflect legal requirements for financial accounting in the processes.

“Some SAP solutions have had problems with their own cloud interfaces,” says Kulikowsky. “In that case, it would have been just as difficult to connect a non-SAP solution.” In contrast, the integration of the sales and service cloud C4C in HANA was easy. This indicates that SAP was no longer investing in HCM, although the product is still being used by many companies. As a result, customer satisfaction suffers.

Performance was also a problem. Outside of the test environments, the performance of some cloud apps often dropped. ”Our workforce is now used to a user experience like at home and therefore has higher demands on the solutions in the office,” he says. If the performance collapses during operation, the corporate IT has little influence and is dependent on SAP.

Nevertheless, Kulikowsky sees the benefits of migration. For example, payment transactions have become leaner. “We have automated the process of memorizing in an account statement so colleagues no longer have to type it in,” he says. “That saves time.” All accountants now use a single system without special solutions, giving IT more time to innovate and implement more easily without the old banking system.

Kulikowsky also wants to Boost data quality. The new processes automatically consolidate the incoming information via interfaces but inaccuracies from the source systems are still transferred to the cloud ERP. However, it’ll still be a while before the full extent of the improvements is visible. ”The new processes may be faster, but the employees need time to familiarize themselves and to leave old paths.”

Clear line and trust

For Kulikowsky, working closely with the departments was crucial to the success of the ambitious project. “It wasn’t just an IT or departmental project, it was a collaborative effort,” he says. ”Everyone involved knew the requirements and possible obstacles from the start.”

In addition, everyone had a clear idea of ​​the target state and the project priorities. “We had requirements from the business units: paying and submitting bills, and the advance tax return had to function permanently,” Kulikowsky says. The project team was always able to achieve this.

He also insists on trust in his own team. “The time pressure has to be maintained, but if a colleague is unsure whether we can actually go live with something, we take the risk and plan two more weeks,” he says. For the next major project, he wants to communicate more and Boost the exchange of information. For the future, he thinks about a hybrid model: two to three days in the office and the rest in teleworking. “On one hand, we would have the necessary exchange. On the other, our colleagues could work at home in a concentrated and undisturbed manner.”

Wed, 13 Jul 2022 21:14:00 -0500 Author: Jens Dose en-US text/html https://www.cio.com/article/402912/progress-report-a-cios-cloud-migration-journey-to-s-4hana.html
Killexams : Siem Reap action plan for tourism in motion
Content image - Phnom Penh Post

A thoroughfare which forms part of Siem Reap’s 38-road project that added or revamped a total of 108.74km of roads, in December. MPWT

The action plan for the Siem Reap Tourism Development Master Plan (2022-2023), focusing on six priority destinations, has been implemented to boost tourism and regain pre-Covid tourist numbers in the province.

The action plan sets out 17 strategies and 37 implementation activities for: Angkor Archaeological Park, Phnom Kulen National Park, Banteay Srei Protected Area and its environs, the Siem Reap town area, the Tonle Sap Lake area, and Siem Reap Thmey Tourism Area.

Minister of Tourism Thong Khon said the implementation of the action plan, designed to meet the goals in the master plan, is aimed at developing Cambodia’s tourism sector and bringing it back to pre-crisis levels.

Speaking at the launching ceremony, Khon said Siem Reap province hopes to welcome over 100,000 international travellers in 2022, with plans to increase the figure to 500,000 in 2023.

Siem Reap is the main destination that requires a revival of tourism activities, in terms of boosting domestic tourism and attracting international tourists from major markets in the recovery phase.

“The reduction of travel barriers and the management of Covid-19, has contributed to the growth in domestic and international tourist arrivals.

“It also resulted in the growth of flights including flight resumptions [by airlines] to Cambodia. These are significant [improvements], which is a positive sign of recovery for the tourism sector,” the minister said.

Meanwhile, Minister of Economy and Finance Aun Pornmoniroth noted that Siem Reap’s is the first among other tourism master plans to be announced.

“The composition and implementation mechanism under the Siem Reap Tourism Management and Development Sub-Committee have been officially announced.

“We believe that the stakeholders will work hard to ensure the successful implementation of the action plan, particularly in relation to the development and improvement of the six priority tourist destinations,” Pornmoniroth said.

Siem Reap provincial governor Tea Seiha expressed confidence that the development of new infrastructure in the province and the master plan would return tourist figures to pre-Covid levels.

“The 38-road infrastructure project in Siem Reap, thanks to a special budget of around $150 million, is the right investment based on a long-term vision to promote and rehabilitate the tourism sector in Siem Reap,” he said.

Cambodia Association of Travel Agents (CATA) president Chhay Sivlin said the private sector has actively contributed to the tourism ministry and other institutions by providing input to build policies and strategies to attract potential markets.

“We hope that the implementation of this action plan will accelerate the success of the Siem Reap master plan and encourage the participation of stakeholders in strengthening the quality of hospitality, tourism product services, human resources and tourism professional capacity,” he said.

According to the tourism ministry, Siem Reap received about 60,000 international visitors in the first half of 2022, up 1,025 per cent from the corresponding period in 2021.

In the same period, domestic trips rose to over one million, representing a growth of 798 per cent from a year ago, while 387 flights to Siem Reap were recorded.

Mon, 01 Aug 2022 02:14:00 -0500 en text/html https://www.phnompenhpost.com/business/siem-reap-action-plan-tourism-motion
Killexams : Another Chance for Development Plan

THE HORIOZ BY KAYODE KOMOLAFE

It should be noteworthy to development enthusiasts that the federal government is reportedly paying some attention to planning for economic development.
At least, the optimists ought to show more than passing interests when there is the talk of Nigeria Agenda 2050 in Abuja amidst the socio-economic havoc being wreaked by coronavirus in Nigeria as in other countries.
Doubtless, it takes almost an incurable optimist about the future to take official proclamations about economic development planning seriously anymore.

This is because of the levity with which long-time planning has been treated by successive governments in the last four decades.
The orthodox economic philosophy has been decidedly anti-planning. This is despite the plethora of slogans and acronyms that have been peddled in the last few decades. These include SAP, Vision 2010, , NEEDS, Seven-Point Agenda, Transformation Agenda and Vision 20:2020.

The net result of the implementation or non-implementation of these economic packages has been the decline of Nigeria in virtually all indices of development.
In any case, there is hardly any autopsy done to determine why the random dreams contained in these economic agendas died with the administrations that put them in place.

In the Nigerian culture of economic management, every administration comes up with its own economic phrases to stabilise the economy and possibly achieve growth. The trend has been more of fire-fighting than making strategic plans.

There is nothing on the horizon to suggest that the administration of President Muhammadu Buhari is taking a fundamentally different path to development both in style and substance. This administration is also imbued with the same neo-liberal impulse dominating policies with the bitter consequences of worsening poverty and widening equality.

Nothing so far indicates that the government craves for a developmental leap.
Without giving a report of the diagnosis of the failure of Nigeria Vision 20:2020 and the Economic Recovery and Growth Plan (ERGP 2017-2020), the administration is already working on the Nigeria Agenda 2050.
A report is expected to be submitted on this agenda in a year’s time.

The report is expected to be a synthesis of the expert work being done currently by the technical working groups on different sectors such as security, defence, agriculture, rural development, environment, water resources, sanitation, culture, tourism hospitality, social development, regional development, disaster management, creative industry etc.

Hence, the working groups are supposed to review existing policies and economic designs as they make projections.
Economic planning used to be an important aspect of governance in Nigeria. Some roads, bridges, schools, hospitals, water schemes etc. were built on the basis of planning with a sense of integrated development. When the story of Nigeria’s underdevelopment is fully told, the factor of the abandonment of planning would have a conspicuous place in it. The ad hoc economic experiments that followed the jettisoning of national plans have not achieved the stated objectives.

As a matter of fact, most of the economic experiments could not actually be called “national” because the inspiration was always from exogenous forces. They were based on the Washington Consensus which ignored the enormous social costs of the adjustment inflicted on the poor people.

Yet, the larger context of economic management is very important in developing a new plan.
It is, therefore, suggested that those working on Nigeria Agenda 2050 should not perceive their very important task as a mere technical exercise.

They should consider a political economy approach.
A certain degree of political discipline is required to provide effect to any economic package no matter how technically sound it might seem to the designers. Hence, there is the need to scientifically study Nigeria’s economic history beyond feeding the public with technical jargons.

Take a sample of the recent economic history. In the mid 1990s some of the Nigeria’s best and brightest from multi-disciplinary backgrounds assembled in Abuja for months to prepare the Vision 2010. As the work progressed, the experts exude enormous optimism. Cheery news came out of the group work. When the report was ready, there was eureka among the believers of the vision, who must have thought that a formula had at last been found for Nigeria’s development.

The patriotic promoters of Vision 2010 didn’t seem to reckon with the reality of the political economy at the time: General Sanni Abacha was in power with his own agenda of what to with Nigeria. The experts were busy with their econometrics, forgetting Abacha’s calculus for power for his own purpose. The dream embodied in Vision 2010 died, but the destructive impact of Abacha on the political economy is still being felt 22 years after his death.

So, both the economic and political environments ought to have been considered in a realistic visioning process. The socio-political environment of the Abacha years was not a promising one for such a vision as it was obvious that the necessary elite consensus could not be easily garnered in liberal terms. As some elements of the elite were visioning in Abuja, some others were in incarceration, pushed into exile or forced to remain invisible within the system.

Hence, only the element of political economy could explain the cold attitude of the succeeding administration of President Olusegun Obasanjo to Vision 2010. The tenure of General Abdulsalami Abubakar was so short that visioning or making any strategic plan would be a luxury. He was actually in office for less than a year. It would, of course, amount to a political abomination for any policy adviser to recommend to Obasanjo a Vision 2010 developed under Abacha’s watch.

It is also the lack of the political economy approach that makes technical experts design economic policies which ministers in the governments ignore while political parties do not articulate the programmes in the policy. Governments at all tiers should find a basis to engage with a national development plan. There must, at least, be a political basis on which to build a consensus. It is not for nothing that Adam Smith wrote about “political economy” and not just technical economics devoid of a moral ecology.
In fact, as one economist puts it: “Policy proposes. Politics disposes.”

For instance, in a viable development plan there must be a consensus on the basic needs of the people as a priority.
In virtually all states the majority of residents lack potable water and open defaecation is still a serious issue of development. Yet, the state governments embark on what the late politician, Ojo Madueke, would call “monumentalism.” Governors embark on multi-billion naira projects as monuments to their tenures.

The basic needs of the people – physical security, universal healthcare, quality education, social housing, affordable transportation, food security etc. are neglected. Instead, the limited resources are devoted to awarding contracts which both the contractors and the clients know would be abandoned. Such projects begun by federal and state governments are visible on the socio-economic landscape as lessons on how not to govern.

Meanwhile, while embarking on these squandering of limited resources the governments claim they are on mission to “develop” the states and indeed the whole country. These projects are advertised on anniversary dates as evidence of spectacular transformation. The governments receive the applause. But the condition of the people continues to deteriorate. This is because the public itself is hardly bothered about the qualitative impact of the many projects celebrated in the last few decades on the people.
Some patriots have suggested that putting together a development plan must be informed by some economic thoughts. The ideas behind the projects should be clearly defined and publicly discussed.

There were definite thoughts behind the national economic plans in the past. The current economic managers may have one or two things to learn from this past, warts and all. They may also check what could be learnt from the way other nations – developed and developing – are plotting their ways out of the current crisis and planning to erect a strong foundation for their future.

In many respects, , the resultant economic crisis from the outbreak of coronavirus is compelling nations to seek economic thoughts on how to redesign their societies in adapting to the changes brought about by the pandemic. In other words, they are going beyond putting out the fire of coronavirus. The thoughts needed for economic management in Nigeria today are more than what business school economics can offer. The dynamics of the social space are not coterminous with those of the market. That is one lesson of the present crisis that should not be lost.

For example, some governments of different ideological temperaments in the West are not just preparing stimulus packages. They are also seeking serious economic ideas in building their thoughts on economic transformation post-COVID-19.
Hence, inspiration is now being sought from the history of Franklin Delano Roosevelt, the 32nd American president who led his country through a greater part of the Great Depression. The development ideas he embraced successfully crystalised in the New Deal. Workable economic thoughts are being sought from the Roosevelt example because coronavirus has exposed the sordid parts of the present socio-economic system.

It is in this context that the current crisis provides a great opportunity to redesign Nigeria on the basis of socio-economic justice, equity and freedom from hunger, disease and ignorance.
The starting point should be putting together a truly national economic plan. Such a plan would be preceded by fundamental discussions in which every state, regardless of which party is control, would be involved. Inputs should even come from the local governments.
The various factions of the Nigerian elite in power should agree on what Edwin Madunagu would call an “irreducible minimum” in any consideration of development. The forum of the National Economic Council should be very instrumental in making the process highly inclusive.

For instance, one lesson of the crisis is that healthcare, education and social security are basic elements of development. So, in planning for a productive society aiming at sustainable development these and other sectors should form the priority in development planning. For whichever party that may be in power at the centre or any state in the next few years, universal healthcare is a developmental goal that should be honestly and vigorously pursued. That would mean greater investments in the sector.
The virus has also exposed the degree of inequality in the system. The days of the lockdown showed the vulnerability of the poorest segment of the society. As some would say, the terrible choice was that of “hunger virus” or coronavirus. Social security should, therefore, be an element of a humane development plan.

It is also an opportunity for education to be better framed for the purpose of development. With a young population, the development experts should consider the redesigning of the collapsed public education as an important aspect of planning for the future.
All told, investing in human development is actually planning for a truly productive economy and society.

Sat, 30 Jul 2022 12:00:00 -0500 en-US text/html https://www.thisdaylive.com/index.php/2020/07/15/another-chance-for-development-plan/
Killexams : Orthopedic Companies Have Two Massive Logistics Problems

OTW spoke with former U.S. Army Logistics Officer, Ethan Lauer, about the logistics of Orthopedic and Spine products and he highlighted two massive problems.

According to Lauer, “The problem that orthopedics has is tons and tons of orders. The same rep has 20 surgeries a month, the distributor has 400, the manufacturer has 3,000…and all at different stages in this process.”

“In the orthopedic industry, when you ship finished goods out of SAP or Oracle, it goes out to the field and for the manufacturer it kind of disappears into a big gray smoke cloud. They don’t know where it is.”

“Manufacturers don’t have any idea of the stuff they have on the field that’s not being used in this place but could be used over in this other place. There’s a tremendous amount of inefficiency. The simplest way to describe it is this industry has billions of dollars of inventory invested and shipped into the field that’s rattling around in the trunks of sales reps and in their garages and in distributor offices and they don’t have any visibility of it anymore.”

Lauer explained, “The vast majority of inventory on these companies’ balance sheets is sitting out in the field and they have no system to track it, no visibility to track it.”

So, Lauer decided to light that up.

A U.S. Army Logistics Officer Tackles Orthopedics and Spine

Automation infrastructure from the 1970s and technology from the 1990s probably don’t make you think of operational efficiencies. However, for Lauer, they capture the essential logistical issues creating inefficiencies and cost in Orthopedics and Spine today.

“What we’re doing today started almost all the way back in 1994 or ‘95”, explained Lauer. “At that time I was an Army officer, I was a logistics officer in the cavalry. That job is all about making sure that bullets and ice and repair parts and medical supplies and other things are in the right place at the right time.”

Lauer continued, “So from a very young age I was kind of programmed in my thinking. In my operations-type thinking, I was programmed around systems. And we had systems in the Army, although they were 1970s automation infrastructure.”

Lauer explained, “So you had a computer that was in one location that you processed some stuff in and then you wrote a floppy disk out of that and you ran it up to the next location, whether that was down the street or 20 miles across the desert. Then you put that into another computer, as did like 20 other people, then all of that information got compiled together and then that got turned into a disk and it got sent somewhere else.”

Lauer added, “On those disks was all the same types of information that is being transferred now in Orthopedics. So, there’s a surgery scheduled somewhere and there’s some equipment that is needed at that surgery. Well, that’s no different than when there’s 20 soldiers in a location and they need to eat dinner tomorrow night, so we need to make sure the right number of MREs [meals ready-to-eat] get there when those guys are ready to eat.”

Learn Orthopedics From the Ground Up

“Roll forward to early 2000 when I got to the Orthopedic industry as a sales rep and you know at the time, and even today, corporate America hired a lot of junior military officers. Corporate America loves these guys and girls because they have all this experience doing things way above their age range.”

Lauer continued, “I got to this job as a sales rep and my boss says take this clipboard and this piece of paper and this pen over to Brackenridge Hospital and write down what Dr. Spann used today.”

Lauer chuckled as he added, “I thought I was getting hazed.”

It didn’t take long before Lauer began to use database tools to try to organize and automate the processes for his sales rep job. While he was there, the distributorship went through significant growth and according to Lauer, “I became a sales manager and an ops manager, so I was managing all of these processes. So, the system that we were developing—even more and more so—matured.”

Building Software for Ortho Sales Reps

A few years later, Lauer stopped selling implants and started a surgical neuromonitoring company where he also utilized his operations experience to solve logistics problems. Lauer told OTW, “I got over to neuromonitoring and I had all the same problems. All those logistics problems—what surgeries are tomorrow, what equipment needs to be there, what supplies got used, who needs to be billed, what person needs to go do this, who’s assigned to this—all the same exact problems except for now I owned the company, and I had the purse strings.”

Lauer continued, “I said I’m going to get some real software guys, not me being just a sorta hacker putting these things together. So, we developed a solution there and it was called NeuroStream, and we started selling that to other neuromonitoring companies. That’s really how I got bitten by the software bug basically.”

In 2010, Lauer began the process of selling his neuromonitoring company and he became reunited with his orthopedic buddies.  “When I circled back to my orthopedic buddies, they were all still doing the same thing—handwriting stuff, making lots of phone calls, sending lots of text messages, doing that kind of thing. So, in 2009, we created ImplantBase.”

Building Logistics Systems From the Rep Up, What a Concept!

Lauer’s ImplantBase approach was different than the approach taken by other Orthopedic and Spine companies. Instead of creating a system for manufacturers that sales reps had to use, Lauer decided to create something just for the sales reps.

Lauer explained OTW, “We said let’s build something that’s just a really fast way for a sales rep to create a sales order from their phone and turn that sales order in—because that’s ultimately the main thing that a rep cares about.”

During the first few years, sales reps would pay to use this very straightforward and yet very valuable service. As the rep’s reliance on the system grew, so did their needs. Lauer told OTW, “What happened after that was that other features started to get requested. So now they wanted to manage their inventory in ImplantBase, now they wanted to be able to submit loaner requests, then they wanted to be able to do sales reporting, then they wanted to be able to calculate commissions.”

After a while, manufacturers started paying attention to what ImplantBase was doing. Up until that point, manufacturers had struggled with getting sales reps to adopt their systems.

Lauer explained to OTW, “So manufacturers started coming to us, rolling this out to their sales force and then putting layers of manufacturer functionality on top of that sales rep functionality because that sales order function, it’s just two sides to the same coin.”

“So that’s the backstory. You know that thinking I learned in the Army about how to organize things and how to get things where they need to be on time and on target is what led me to experiencing this problem firsthand and then deciding to do something about it.”

97% Sales Rep Adoption

As of today, according to the company, the ImplantBase platform has a 100% implementation success rate with 50 medical device companies, processing over $5 billion of revenue and a 97% sales rep adoption rate.

Lauer explained how the company views its implementation success, telling OTW, “Our 100% success is every project that we have started, we have finished, and we have got them to go live.”

While implementation success is at 100%, field adoption is a few percentage points lower. That lower rate is because, as Lauer told OTW, “The Orthopedic sales force is largely a distributor-based sales force so they’re 1099s. They’re not direct employees.”

This means that essentially they can choose whether to take on new technology or keep doing what they are doing. For seasoned reps, this may mean that they choose to stick with their Day-Timer as Lauer explained. A Day-Timer, for younger readers, is a personal organizer and planner.

System Flexibility

A distinctive feature of ImplantBase is that its implementation is very flexible. That is perhaps one of the key reasons that ImplantBase can boast 100% implementation success. Lauer explained to OTW, “Our system is designed so that customers can phase their implementation. You can do it by when you’re going to your field rollout phase, you can do it by rep, you can do it by region, you can do it by distributor, you can do it by enthusiastic sales manager that wants to get this in place for all their reps and distributors. You can do it in a lot of different ways but still have inventory transaction and visibility continuity as well as revenue continuity.”

Scalability Without Throwing More Bodies at Problems

“There are a number of areas that people find ROI [return on investment] by using the ImplantBase approach, but number one is headcount stabilization within their internal operations.”

Lauer continued, “With ImplantBase, the inventory request gets entered one time from the phone and those people inside customer service go from being data entry people to data analysis people and really customer service people.”

“They don’t have to type in anything, they don’t have to verify lot numbers or do any of that stuff and so the efficiency as they grow is that the company doesn’t have to keep throwing bodies at problems inside customer service, inside field inventory, inside asset management. They don’t have to do any of that because we streamline. It’s the promise of digital transformation. And it’s nothing special about ImplantBase. It is just what digital transformation does for companies.”

Lauer elaborated, “It's not headcount reduction…it’s headcount stabilization. You can grow. We have companies that have grown four to seven times and haven’t added a single person in their field support operations. So that’s really where the ROI is, it’s in people. And in any one of these companies, it’s inventory and people that are their two top expense lines.”

Not One-Size-Fits-All

A key component of ImplantBase is its versatility. Lauer described to OTW, “ImplantBase serves all different sizes of orthopedic manufacturers. From very small companies that are just running on QuickBooks or QuickBooks online all the way up to 1,000 plus person implementations in companies that have big, comprehensive Oracle and SAP. We sell the product in a way that is modular, and it’s priced for each different size of customer. So we have SMB pricing, enterprise pricing.”

Lauer added, “ImplantBase is not a static thing. We put out a new version of ImplantBase every two weeks and in those versions are customer requested enhancements. We’re constantly wrapping ImplantBase around the needs of our customers. Both from their individual needs, whether that’s reporting or workflow processes or anything like that, as well as based on industry trends or regulatory changes, things like that.”

Lauer finished, “ImplantBase it’s not a one size fits all. It is a 450 sizes fits 450 people. Our feature set is 99.99% customer driven.”

Amateurs Talk Tactics, Professionals Study Logistics

As former U.S. Army logistics officer Ethan Lauer understands so well, “Amateurs talk about tactics, but professionals study logistics” (General Robert H. Barrow USMC).

And for mission critical jobs like surgery, well, again, we reach back to the great military leaders for guidance: “…in its relationship to strategy, logistics assumes the character of a dynamic force, without which the strategic conception is simply a paper plan.” (Theo Vogelsang, USN)

So, in conclusion, gentlemen and women of the Orthopedics and Spine Industry: may the (logistics) force be with you.

To reach former U.S. Army Logistics officer Ethan Lauer, please contact his company ImplantBase at: https://us.implantbase.com/company/contact-us.

Mon, 01 Aug 2022 06:47:00 -0500 en-US text/html https://ryortho.com/2022/08/orthopedic-companies-have-two-massive-logistics-problems/
Killexams : DGAP-News: adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany

DGAP-News: adesso SE / Key word(s): Takeover
adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany

29.07.2022 / 07:29
The issuer is solely responsible for the content of this announcement.

adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany

adesso SE is acquiring quadox AG, a company based in Walldorf, Germany, that specialises in SAP analytics. The profitable and debt-free company generates sales of approximately EUR 7 million and an EBIT margin of almost 20 %. A purchase price in the high single-digit millions, to be paid in euros, has been agreed. The plan is to promptly merge the company with adesso SE and integrate it into the Data & Analytics division. The acquisition will double the size of adessos existing team of experts in the burgeoning SAP analytics field, taking the number to about 70. quadox board members Christian Schroeter and Rainer Bärmeier will enhance the strong SAP analytics unit in responsible roles. The move to expand this financially important cross-cutting segment puts adesso among the five biggest SAP analytics experts in Germany. Big-name companies that are already customers of quadox will be served by the adesso Group going forward.

The transaction also adds prominent companies like HeidelbergCement, Airbus, Rohde & Schwarz, Deutsche Post and adidas as new adesso customers in this business segment, building on their long-term customer relationships with quadox. The acquisition of quadox AG is the next step in the strategic expansion of adessos SAP business segment. For the SAP Gold Partner, the move marks the fourth addition in this important field of technology following the acquisition of the SAP consulting firm QUANTO to form the subsidiary adesso orange AG and the integration of Solbicon and Gorbit. As a result, adesso now employs over 500 SAP consultants and developers.

Benedikt Bonnmann, Head of the Data & Analytics division (D&A) at adesso, looks forward to the expansion of the team: The quadox team is highly regarded for their SAP analytics specialists and data warehouse architects, making them the perfect addition to our SAP, data and analytics expertise. SAP analytics is an emerging subject that were hearing a lot more about from customers, especially in the context of the S/4HANA switchover. Companies are using SAP analytics and SAP IBP to optimise their success these days. Were proud to be one of the top five providers in Germany in this field now, and to be able to support customers as they embark on challenging large projects.

Within the Executive Board of adesso SE, Torsten Wegener is responsible for the acquisition of quadox and for integrating the company into the Data & Analytics division. adesso supplies technological and industry know-how and years of expertise to support companies as they go about their digital transformation. Key building blocks include data-driven systems and the implementation and operation of SAP solutions on premises and in the cloud. The combined SAP analytics unit will make us an even stronger and more capable player in the data and analytics segment, significantly reinforcing our position on the booming and dynamic SAP market. Working hand in hand with our subsidiary adesso orange, this will mean we are establishing a leading centre of competence in business and analytics solutions for major projects in the private and public sectors, Wegener says, offering his takeaway on the acquisition.

adesso Group

With about 6,300 employees and annual sales of EUR 678.3 million in 2021, adesso Group is one of the largest German IT service providers with outstanding growth opportunities. At its own locations in Germany, other locations in Europe and Turkey as well as at numerous local customers adesso offers consulting and software development services for optimising core business processes. adesso also offers ready-to-use software products for standard applications. The development of an own, industry-specific product portfolio opens up additional growth and earnings opportunities and is another key ele-ment of the adesso strategy. In 2020, adesso was awarded the title of the best employer of its size in Germany across all industries. After having already achieved first place among IT employers in 2016 and 2018, adesso was ranked first again in 2020.


Contact:
Martin Möllmann
Manager Investor Relations
Tel.: +49 231 7000-7000
E-Mail: ir@adesso.de

29.07.2022 Dissemination of a Corporate News, transmitted by DGAP - a service of EQS Group AG.
The issuer is solely responsible for the content of this announcement.

The DGAP Distribution Services include Regulatory Announcements, Financial/Corporate News and Press Releases.
Archive at www.dgap.de

Thu, 28 Jul 2022 19:29:00 -0500 en text/html https://markets.businessinsider.com/news/stocks/dgap-news-adesso-acquires-quadox-ag-rises-to-rank-among-top-5-sap-analytics-market-leaders-in-germany-1031628874
Killexams : 96 per cent of the Indian Businesses are focusing on Sustainable Travel: SAP Concur Survey

New Delhi [India] July 26 (ANI/BusinessWire India): A new study by SAP Concur, a provider for integrated travel, expense and invoice management solutions has discovered that while managing corporate travel 96 per cent of all businesses across India say their companies are actively focusing on sustainability.

This widespread determination to be environmentally sustainable has been revealed in new research released ahead of World Environment Day. The SAP Concur APAC Sustainability Survey was conducted by Consulting Group - Asia Insight, polling 648 senior and mid-level managers in corporate travel, finance, HR, procurement, and sustainability across Australia, China, India, Malaysia, Singapore, and South Korea. There were 110 respondents from India.

According to the Air Transport Action Group, aviation is responsible for 12 per cent of CO2 emissions from all transport sources; and the World Resources Institute reported that business travel represents about 15 per cent to 20 per cent of global travel.

India commits to sustainable travel

Many companies have gone beyond articulating sustainability principles to putting things into practice through their corporate travel policies, driven by their leaders.

About 62 per cent of the respondents said their "senior leadership" is driving the sustainability agenda for corporate travel. This group comes ahead of "employees" (58 per cent), "those responsible for sustainability initiatives" (47 per cent), and "those responsible for corporate travel" (46 per cent).

The survey also suggested organisations are investing in sustainability outcomes. More than half of the Indian firms surveyed (52 per cent) said they committed resources to championing sustainability. About 29 per cent of the firms have someone who manages sustainability as part of their role, while 23 per cent have dedicated personnel handling sustainability.

"The research findings were a significant departure from the pre-pandemic days where Indian organisations were more concerned about travel cost savings than the environmental impact of their actions," said Matt Goss APAC SVP.

"I believe that as flying time reduced, and emissions dropped during Covid-19 lockdowns, organisations realised the possibilities of sustainable travel, and stakeholders became more motivated to take action. This shift of focus to bigger picture issues is a pivotal moment - not just for businesses to run better and be more profitable, but for more sustainable business practices to take root."

Such business practices include the enablement of pre-trip approvals and the provision of sustainable travel and accommodation options for employees' selection.

Technology is key to overcoming implementation challenges

Despite that intention, businesses outlined a range of priorities for sustainable travel, based on their goals to:

- Increase brand reputation (90 per cent)

- Have positive brand awareness and reputation externally (88 per cent)

- Increase operation efficiency (88 per cent)

Other priorities include increasing brand equity (86 per cent) and reducing costs (84 per cent)

But challenges remain. Hurdles organisations faced in implementing a sustainable travel system included:

- A lack of budget (41 per cent)

- A lack of professional tools to visualise the environmental impact of travel (39 per cent)

- A lack of flexibility and adaptability of current policies (39 per cent)

- A lack of training or personnel knowledge on sustainability issues (36 per cent)

Many Indian organisations (86 per cent) already realise they need to harness technology to become sustainable effectively. About 52 per cent currently have software in place to support corporate travel and expense management, while 34 per cent plan to acquire such software "very soon". About 83 per cent of Indian respondents said they have good or excellent business travel data for their software to analyse.

"It's clear from the study that organisations are brimming with interest and intent to embrace sustainable travel," said Matt Goss APAC SVP. "For those that lack implementation know-how, technology could point a way forward - in terms of helping guide employees to sustainable itinerary options, tracking emissions, and ultimately formulating more efficient and sustainable travel strategies. Firms should examine how these tools can support their broader sustainability goals."

SAP Concur solutions aim to enable sustainable travel management to assist organisations to make informed travel choices, track and manage results, and measurably demonstrate their actions' impact to the environment. When complemented by SAP's sustainability tools, organisations can be empowered to measure, manage, and mitigate emissions across their whole business.

The SAP Concur APAC Sustainable Business Travel Survey, conducted by Consulting Group - Asia Insight, covered senior and mid-level managers in Corporate Travel, Finance, HR, Procurement and Sustainability residing in Australia, China, India, Malaysia, Singapore and South Korea. There were 648 respondents in total (slightly over 100 per market). Organisation headcount breakdown: 1,000 and above: 49 per cent; 500-999: 25 per cent and 100-499: 26 per cent.

This story is provided by BusinessWire India. ANI will not be responsible in any way for the content of this article. (ANI/BusinessWire India)

Mon, 25 Jul 2022 17:37:00 -0500 en text/html https://www.bignewsnetwork.com/news/272632086/96-per-cent-of-the-indian-businesses-are-focusing-on-sustainable-travel-sap-concur-survey
Killexams : 96 Percent of the Indian Businesses Are Focusing on Sustainable Travel: SAP Concur Survey
New Delhi, India:  A new study by SAP Concur, a provider for integrated travel, expense and invoice management solutions has discovered that while managing corporate travel 96% of all businesses across India say their companies are actively focusing on sustainability.
 
This widespread determination to be environmentally sustainable has been revealed in new research released ahead of World Environment Day. The SAP Concur APAC Sustainability Survey was conducted by Consulting Group – Asia Insight, polling 648 senior and mid-level managers in corporate travel, finance, HR, procurement, and sustainability across Australia, China, India, Malaysia, Singapore, and South Korea. There were 110 respondents from India.
 
According to the Air Transport Action Group, aviation is responsible for 12% of CO2 emissions from all transport sources; and the World Resources Institute reported that business travel represents about 15% to 20% of global travel.
 
India commits to sustainable travel
 
Many companies have gone beyond articulating sustainability principles to putting things into practice through their corporate travel policies, driven by their leaders.
 
About 62% of the respondents said their “senior leadership” is driving the sustainability agenda for corporate travel. This group comes ahead of “employees” (58%), “those responsible for sustainability initiatives” (47%), and “those responsible for corporate travel” (46%).
 
The survey also suggested organisations are investing in sustainability outcomes. More than half of the Indian firms surveyed (52%) said they committed resources to championing sustainability. About 29% of the firms have someone who manages sustainability as part of their role, while 23% have dedicated personnel handling sustainability.

“The research findings were a significant departure from the pre-pandemic days where Indian organisations were more concerned about travel cost savings than the environmental impact of their actions,” said Matt Goss APAC SVP.
 
“I believe that as flying time reduced, and emissions dropped during Covid-19 lockdowns, organisations realised the possibilities of sustainable travel, and stakeholders became more motivated to take action. This shift of focus to bigger picture issues is a pivotal moment – not just for businesses to run better and be more profitable, but for more sustainable business practices to take root.”
 
Such business practices include the enablement of pre-trip approvals, and the provision of sustainable travel and accommodation options for employees’ selection.
 
Technology is key to overcoming implementation challenges
 
Despite that intention, businesses outlined a range of priorities for sustainable travel, based on their goals to:

  • Increase brand reputation (90%)
  • Have positive brand awareness and reputation externally (88%)
  • Increase operation efficiency (88%)

Other priorities include increasing brand equity (86%) and reducing costs (84%)
 
But challenges remain. Hurdles organisations faced in implementing a sustainable travel system included:
  • A lack of budget (41%)
  • A lack of professional tools to visualise environmental impact of travel (39%)
  • A lack of flexibility and adaptability of current policies (39%)
  • A lack of training or personnel knowledge on sustainability issues (36%)
 
Many Indian organisations (86%) already realise they need to harness technology to become sustainable effectively. About 52% currently have software in place to support corporate travel and expense management, while 34% plan to acquire such software “very soon”. About 83% of Indian respondents said they have good or excellent business travel data for their software to analyse.
 
“It’s clear from the study that organisations are brimming with interest and intent to embrace sustainable travel,” said Matt Goss APAC SVP. "For those that lack implementation know-how, technology could point a way forward – in terms of helping guide employees to sustainable itinerary options, tracking emissions, and ultimately formulating more efficient and sustainable travel strategies. Firms should examine how these tools can support their broader sustainability goals.”
 
SAP Concur solutions aim to enable sustainable travel management to assist organisations to make informed travel choices, track and manage results, and measurably demonstrate their actions’ impact to the environment. When complemented by SAP’s sustainability tools, organisations can be empowered to measure, manage, and mitigate emissions across their whole business.
 
The SAP Concur APAC Sustainable Business Travel Survey, conducted by Consulting Group – Asia Insight, covered senior and mid-level managers in Corporate Travel, Finance, HR, Procurement and Sustainability residing in Australia, China, India, Malaysia, Singapore and South Korea. There were 648 respondents in total (slightly over 100 per market). Organisation headcount breakdown: 1,000 and above: 49%; 500-999: 25% and 100-499: 26%.

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Tue, 26 Jul 2022 00:29:00 -0500 en text/html https://www.businesswireindia.com/96-percent-indian-businesses-are-focusing-sustainable-travel-sap-concur-survey-79927.html
Killexams : adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany

DGAP-News: adesso SE / Key word(s): Takeover
adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany
29.07.2022 / 07:29
The issuer is solely responsible for the content of this announcement.

adesso acquires quadox AG, rises to rank among top 5 SAP analytics market leaders in Germany

adesso SE is acquiring quadox AG, a company based in Walldorf, Germany, that specialises in SAP analytics. The profitable and debt-free company generates sales of approximately EUR 7 million and an EBIT margin of almost 20 %. A purchase price in the high single-digit millions, to be paid in euros, has been agreed. The plan is to promptly merge the company with adesso SE and integrate it into the Data & Analytics division. The acquisition will double the size of adesso’s existing team of experts in the burgeoning SAP analytics field, taking the number to about 70. quadox board members Christian Schroeter and Rainer Bärmeier will enhance the strong SAP analytics unit in responsible roles. The move to expand this financially important cross-cutting segment puts adesso among the five biggest SAP analytics experts in Germany. Big-name companies that are already customers of quadox will be served by the adesso Group going forward.

The transaction also adds prominent companies like HeidelbergCement, Airbus, Rohde & Schwarz, Deutsche Post and adidas as new adesso customers in this business segment, building on their long-term customer relationships with quadox. The acquisition of quadox AG is the next step in the strategic expansion of adesso’s SAP business segment. For the SAP Gold Partner, the move marks the fourth addition in this important field of technology following the acquisition of the SAP consulting firm QUANTO to form the subsidiary adesso orange AG and the integration of Solbicon and Gorbit. As a result, adesso now employs over 500 SAP consultants and developers.

Benedikt Bonnmann, Head of the Data & Analytics division (D&A) at adesso, looks forward to the expansion of the team: “The quadox team is highly regarded for their SAP analytics specialists and data warehouse architects, making them the perfect addition to our SAP, data and analytics expertise. SAP analytics is an emerging subject that we’re hearing a lot more about from customers, especially in the context of the S/4HANA switchover. Companies are using SAP analytics and SAP IBP to optimise their success these days. We’re proud to be one of the top five providers in Germany in this field now, and to be able to support customers as they embark on challenging large projects.”

Within the Executive Board of adesso SE, Torsten Wegener is responsible for the acquisition of quadox and for integrating the company into the Data & Analytics division. “adesso supplies technological and industry know-how and years of expertise to support companies as they go about their digital transformation. Key building blocks include data-driven systems and the implementation and operation of SAP solutions – on premises and in the cloud. The combined SAP analytics unit will make us an even stronger and more capable player in the data and analytics segment, significantly reinforcing our position on the booming and dynamic SAP market. Working hand in hand with our subsidiary adesso orange, this will mean we are establishing a leading centre of competence in business and analytics solutions for major projects in the private and public sectors,” Wegener says, offering his takeaway on the acquisition.

adesso Group

With about 6,300 employees and annual sales of EUR 678.3 million in 2021, adesso Group is one of the largest German IT service providers with outstanding growth opportunities. At its own locations in Germany, other locations in Europe and Turkey as well as at numerous local customers adesso offers consulting and software development services for optimising core business processes. adesso also offers ready-to-use software products for standard applications. The development of an own, industry-specific product portfolio opens up additional growth and earnings opportunities and is another key ele-ment of the adesso strategy. In 2020, adesso was awarded the title of the best employer of its size in Germany across all industries. After having already achieved first place among IT employers in 2016 and 2018, adesso was ranked first again in 2020.

Contact:
Martin Möllmann
Manager Investor Relations
Tel.: +49 231 7000-7000
E-Mail: ir@adesso.de

29.07.2022 Dissemination of a Corporate News, transmitted by DGAP - a service of EQS Group AG.
The issuer is solely responsible for the content of this announcement.

The DGAP Distribution Services include Regulatory Announcements, Financial/Corporate News and Press Releases.
Archive at www.dgap.de

Thu, 28 Jul 2022 19:28:00 -0500 text/html https://www.dgap.de/dgap/News/corporate/adesso-acquires-quadox-rises-rank-among-top-sap-analytics-market-leaders-germany/?newsID=1622879
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