Typically refers to the consolidation of multiple group organisations onto one or more common SAP instances providing improved business operations, financial reporting and supply chain integration.
SAP licensing can be simplified and aligned with the new SAP landscape and organisational structure by evaluating the optimal future-to-be licensing model and roadmapping the business transition from the current as-is state.
Similarly, groups who continue to operate each subsidiary with their own SAP system can move onto an enterprise licensing agreement where each businesses software entitlement is covered by one contract.
Following the legal and operational merger of two organisations into one there are the various contract and licensing challenges. The new organisation will operate as one with a single business systems solutions.
Relying on SAP to negotiate the new contract and licensing deal is not likely to earn you the best value or the solution that meets your needs. JNC can lend expert help in evaluating the existing SAP assets and what assets are required to cover the new state.
Often the combined assets of two merging SAP organisations exceeds the new entitlement required. Surplus can be traded against future strategic license purchases or catalogued accurately as a pool of new usable and manageable surplus.
An organisation acquires a new business. Typically acquired businesses operate separately whilst either being owned directly by a parent organisation or operate as part of a group company. Acquired business may continue to operate on their own SAP system, may be migrated onto an existing company system, or indeed their system might be rolled out to the company that acquired it.
In all scenarios either the landscape changes or the extent of the user changes. The as-is and to-be licensing requirements are typically different. JNC can accurately resolve these scenarios to ensure consolidating assets, cataloguing surplus and identifying licensing gaps where new procurements are required.
The sale of a business arm or subsidiary, often to re-align core business strategies, to cash in on a matured investment, off-load a poor performing business or raise capital for new alternative investments.
In any case, if the business has its own system the license assets owned by that business will go with it. However, where that businesses usage was covered by an umbrella enterprise licensing agreement a deal to separate license assets will be required.
SAP may not be so willing to accommodate this perhaps seeing the opportunity to sell new licensing to the divested business. We establish both the contractual and legal principles that facilitate a licensing deal that benefits the customer operationally and commercially.
When separate businesses or regions with common processes move onto one single SAP instance as opposed to separate instances. It is common for similar business verticals to operate regionally with region-specific SAP systems. A global template moves all global regions onto one global SAP instance.
A global template implementation also typically incorporates new processes, best practices and the latest technologies, perhaps expanding the template into new business solutions. The new system will be used differently and will involve a changed systems landscape. This requires consideration to what licensing is required to satisfy users of the new system at a global level and what assets were previously held.
JNC define the as-is and to-be states and perform licensing gap analysis to identify what you have that you won’t need, and what you need that you don’t have.
So long as SAP stand to gain through the transaction, the opportunity can be used to trade surplus or redundant assets against any licensing procurement being made.