SAP Governance, Risk, and Compliance

Focused on the day-to-day concerns of the business, management often feels too busy to ask if they’re getting all they can from their SAP ERP implementation

But by focusing on your business, and how your technology supports it, PwC can help you leverage the technology investment to create value for your organization as a whole.

So a company – maybe yours – will invest millions in an enterprise solution that’s supposed to streamline processes, introduce efficiencies and simplify reporting. Then, after the dust settles, the same leaders are wondering what they got for the (substantial) money. Why there are still so many manual functions? Why is information no more reliable than before?

They needn’t look too far for the answer. The technologists who installed the systems have one job: making sure that their install works. But, albeit it functions just as they intended, that doesn’t necessarily mean it’s working for the business, both effectively and efficiently.

loading-player

Playback of this video is not currently available

Case study

How we helped a US medical technology company align its global SAP implementation to meet business expectations.

Several years into a complex global SAP implementation, a US medical technology company determined that the project was in trouble. Its costs had increased, its timeline had extended, and the functionality and performance of the solution was not meeting business expectations.

What we did:

A two-stage process identified weaknesses in both the early stages of the implementation and in stages yet to be completed. A review of the implementation to date identified process and control weaknesses and recommended improvements in several areas, including program governance and risk management, design validation, master data governance, resource management, training, and testing. Following mitigation of these risks, a quality and readiness assessment produced recommendations for improvements related to business acceptance testing, user training and business process readiness, cutover planning, master data migration, and go live.

The result:
  • A tiered structure and communication plan was adopted to establish communication and ownership throughout global rollout.
  • End-to-end testing was implemented for all documented business-critical processes.
  • A quality assurance function was put in place to operate throughout the global rollout.
  • Tools were developed to assist implementation groups with resource planning across all divisions.

Insights

Contact us

Bob Clark
Enterprise Systems Solutions Leader
Tel: +1 (267) 330 2497
Email

Follow us