P_SAPEA_2023 Leak Questions

• Goal - Increase supply reliability of Lithium batteries
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%
• Business Capability – Plan Battery plant supply based on demand from car plants
• Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants

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For creating a Business Strategy Map, especially in the context of increasing the supply reliability of lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives. Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific actions:

• Goal - Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH aims to achieve. It sets the direction for the subsequent elements.
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%: This is the measurable target that will drive value for the company by reducing reliance on external sources.
• Business Capability - Plan Battery plant supply based on demand from car plants: To achieve the value driver, the company must develop the capability to plan and adjust the battery supply in alignment with the demand from its car manufacturing plants.
• Initiative - Demand and Supply Planning (SAP IBP) implementation for both battery and car plants: This is the specific action or project that will build the required business capability. Implementing SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to support the goal.

This sequence shows how each element supports the achievement of the strategic objective, ensuring that initiatives are directly contributing to the company's goals and value drivers.

When evaluating the SAP Enterprise Architecture Framework for Wanderlust GmbH, you should proceed with the following steps:

• I evaluate both the SAP EA Methodology and TOGAF ADM. I recommend the approach that fits best Wanderlust’s requirements. This step is necessary because the SAP EA Methodology is based on TOGAF ADM, but extends it with additional elements and guidance specific to SAP solutions and customers4. Therefore, you need to compare and contrast the two methodologies and assess which one suits Wanderlust’s needs better. For example, you may consider factors such as the complexity, scope, scale, and objectives of Wanderlust’s architecture projects, as well as the availability of resources, skills, and tools.
• I check whether the SAP Reference Business Architecture and Reference Solution Architecture Content can help to either define the scope of the architecture work or describe a target architecture structure. If they do, I suggest to use the Reference Architecture Content of SAP. This step is beneficial because the SAP Reference Business Architecture and Reference Solution Architecture Content provide a set of pre-defined architectures that cover common business scenarios and solution domains for SAP customers5. Therefore, you can use them as a starting point or a reference point for your architecture work, as they can help you to define the scope, requirements, capabilities, components, patterns, and best practices for your architecture solutions.

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For the Chief Enterprise Architect at Wanderlust, it is crucial to map stakeholders according to their stance on the transformation project, which will inform the approach for engagement and communication. The categorization into proponents, opponents, enthusiasts, and resistors is based on the stakeholder's level of support and their readiness for change.

Here's the categorization based on the provided stakeholder feedback:

• SCM SPP Application Owner in IT - Enthusiasts: This stakeholder has begun upskilling in S/4 HANA eSPP, indicating a positive attitude towards the transformation and readiness to embrace new systems.
• Wanderlust Greenbush, Australia Plant Head - Opponents: The plant head discourages consolidation of instances due to the need for flexibility and frequent regulatory changes, showing resistance to the transformation project.
• Wanderlust Europe Business Head - Promoters: The business head favors consolidation to improve end-to-end visibility of the battery supply chain, which indicates support for the transformation initiative.
• Dealer Management Application Owner in IT - Resistors: Preferring continuity due to heavy customization and niche business requirements suggests resistance to change, likely driven by fear of losing position or control over the existing system.

For successful transformation, the Chief Enterprise Architect should actively engage with each type of stakeholder differently, working to mitigate concerns, leveraging enthusiasm, and turning opposition into support wherever possible.