S/4H. Curriculum Design - SAP S/4HANA Business Process Orientation (Oracle to SAP)

🏢 SAP S/4HANA Business Process Orientation for Oracle ERP SMEs

Executive Business Process Orientation (Discussion-Driven)

🎯 Learning Objectives

📐 Session Delivery Method

📋 6-Day Curriculum Overview

📅 DETAILED SESSION CONTENT

DAY 1 – SAP DIGITAL CORE & ENTERPRISE ARCHITECTURE (2 Hours)

Learning Outcomes

• Understand SAP's product portfolio and strategic positioning
• Compare SAP S/4HANA with Oracle EBS and Oracle Fusion Cloud
• Grasp the organizational structure hierarchy in SAP
• Navigate the Fiori user experience paradigm

Topics

Understanding SAP

• Evolution of SAP (R/2 → R/3 → ECC → S/4HANA)
• ECC vs. SAP S/4HANA: Why organizations migrate
• SAP Intelligent Enterprise vision
• Embedded AI and machine learning overview
• SAP Business Suite architecture
• SAP Business Technology Platform (BTP): Role in modern enterprise

SAP Landscape

• SAP S/4HANA (Financials, Supply Chain, Manufacturing, HR, Commerce)
• SAP BTP (integration, analytics, application development)
• SAP Ariba (procurement network)
• SAP IBP (Integrated Business Planning)
• SAP SuccessFactors (human capital management)
• SAP Concur (travel and expense)
• SAP CX (customer experience)
• SAP Analytics Cloud (analytics and planning)

SAP Fiori Experience

• Fiori Launchpad concept and role-based tiles
• Business Roles and role assignment
• Transactional apps vs. analytical apps
• Navigation paradigm (process-centric vs. menu-centric)
• Fiori vs. traditional SAP GUI

Enterprise Structure & Master Data Hierarchy

• Business Unit → Inventory Organization → Ledger → Legal Entity → Operating Unit

• Client → Controlling Area → Company Code → Plant → Storage Location → Purchasing Organization → Sales Organization → Profit Center

• Why SAP organizes around integrated business processes
• Client vs. Business Unit
• Company Code vs. Legal Entity
• Plant vs. Inventory Organization
• Sales Organization and Purchasing Organization roles

Oracle vs. SAP Philosophy

Case Study: Global Manufacturing Company

• Why move from EBS to S/4HANA?
• Organizational structure alignment
• Fiori adoption impact on user base
• Expected timeline and complexity

Deliverables for Day 1

• SAP organizational structure reference sheet (Client → Profit Center hierarchy)
• Fiori Launchpad walkthrough guide
• Oracle vs. SAP module organization matrix
• SAP product portfolio positioning diagram

DAY 2 – ORDER-TO-CASH (SD) (2 Hours)

Learning Outcomes

• Understand the complete O2C process flow in SAP
• Map Oracle Order Management and SalesCloud concepts to SAP SD
• Explain master data requirements (customer, material, pricing)
• Identify cross-module integration points (SD → MM, SD → PP, SD → FI)

Business Scenario

SAP Sales & Distribution (SD) Core Topics

Master Data

• Customer Master (sold-to, bill-to, ship-to)
• Material Master (sales views, pricing attributes)
• Pricing (conditions, discounts, surcharges)
• Sales Organization structure

Credit Management

• Credit limit assignment
• Credit exposure calculation
• Credit block/release procedures

End-to-End O2C Process Flow

Inquiry → Quotation → Sales Order → Availability Check → 
Delivery Planning → Picking → Packing → Goods Issue → 
Billing → Revenue Posting → Customer Payment → 
Accounting Entry → AR Reconciliation

Key SD Transactions

• Sales Order Types: Standard order, rush order, consignment, free goods, pipeline order
• Availability Check: ATP (Available-to-Promise), stock allocation logic
• Delivery Document: Inbound/outbound logistics, partial delivery handling
• Billing: Invoice types, credit memo, debit memo, billing plan variants
• Returns Management: Return order, return credit, restock procedure

Oracle ERP Comparison

Cross-Module Integration Touchpoints

• Sales order triggers demand signal
• Inventory allocation
• Transfer order for warehousing

• Sales order creates production demand
• MRP run incorporates SD demand
• Production order scheduled to meet delivery date

• Billing document creates revenue posting
• ACDOCA entry for GL (Revenue account)
• AR line item for customer
• Sales tax calculation and posting

• Delivery creates picking/packing tasks
• Goods issue reduces inventory
• Warehouse confirms shipment

Case Study: Consumer Goods Company (CPG)

1. Customer places order via web portal
2. SAP checks inventory availability
3. If insufficient: Triggers production order in PP
4. Delivery created; warehouse picks and ships
5. Invoice generated at goods issue
6. Cash received; AR cleared

• How Oracle Order Management handles this vs. SAP SD
• Pricing complexity (trade discounts, promotions, loyalty)
• Credit risk assessment differences
• Reporting and visibility

Deliverables for Day 2

• End-to-end O2C process flow diagram (SAP)
• Oracle OM vs. SAP SD comparison matrix
• Sales order type reference guide
• Master data requirements checklist (Customer, Material, Pricing)
• Integration touchpoints diagram (SD → MM, PP, FI, Warehouse)

DAY 3 – PROCURE-TO-PAY (MM) (2 Hours)

Learning Outcomes

• Understand the complete P2P process flow in SAP
• Map Oracle Procurement Cloud and Procurement concepts to SAP MM
• Explain supplier master data and source determination
• Identify three-way matching logic and invoice variance handling
• Recognize cross-module integration (MM → FI, PP, QM, SD)

Business Scenario

SAP Materials Management (MM) Core Topics

Master Data

• Vendor Master (supplier profile, terms, rating)
• Material Master (procurement views, MRP settings, valuation)
• Source List (vendor × material assignments, contracts)
• Purchasing Organization structure

Procurement Planning

• Purchase Requisition creation (manual or automated)
• Source determination (manual selection or automatic)
• RFQ (Request for Quotation) process
• Quotation evaluation and vendor selection

End-to-End P2P Process Flow

Purchase Requisition → RFQ → Quotation → 
Purchase Order → Goods Receipt → Quality Inspection → 
Invoice Receipt → Three-Way Matching → 
Payment Processing → Vendor Settlement

Key MM Transactions

• Purchase Requisition (PR): Trigger for procurement, approval workflow
• Purchase Order (PO): Vendor commitment, terms, quantities, pricing
• Goods Receipt (GR): Receiving, quality control, inventory update
• Invoice Verification: Three-way match (PO qty vs. GR qty vs. Invoice qty)
• Vendor Payments: Payment terms, early payment discounts, withholding

Inventory Management

• Inventory types: Unrestricted, in inspection, blocked
• Valuation methods: FIFO, LIFO, standard cost, moving average
• Cycle counting and physical inventory
• Slow-moving/dead stock management

Oracle Procurement Comparison

Cross-Module Integration Touchpoints

• Goods receipt creates inventory asset posting
• Invoice creates AP liability posting
• Payment clears AP liability
• Price variance postings to GL

• Purchase requisition triggered by MRP
• Material availability checked against production demand
• Components received and issued to production orders

• Goods receipt creates inspection lot (if QM active)
• Quality inspection required before goods release
• Quality certificate management for vendor ratings

• Material master linking procurement to sales views
• Inventory availability for customer orders
• Consignment stock management

Case Study: Manufacturing Supplier (Industrial Components)

1. Production planner creates purchase requisition (via MRP)
2. Procurement specialist converts to PO
3. Goods received, quality inspection initiated
4. Supplier invoice received
5. Three-way match verification (PO vs. GR vs. Invoice)
6. If match → Payment scheduled per terms
7. If variance → Exception handling (price difference, qty discrepancy)

• How Procurement Cloud integrates with Oracle EBS AP
• Supplier master data governance
• Quality integration with purchasing
• Invoice matching tolerance logic
• Payment processing and vendor settlement

Deliverables for Day 3

• End-to-end P2P process flow diagram (SAP)
• Oracle Procurement vs. SAP MM comparison matrix
• Vendor Master data requirements checklist
• Three-way matching logic reference guide
• Integration touchpoints diagram (MM → FI, PP, QM, SD)
• Inventory valuation methods comparison (FIFO, LIFO, standard cost)

DAY 4 – MANUFACTURING & QUALITY (PP + QM) (2 Hours)

Learning Outcomes

• Understand demand planning and MRP logic in SAP
• Explain Bill of Materials (BOM) structure and engineering changes
• Navigate production order lifecycle and shop floor execution
• Understand quality management integration with manufacturing
• Map Oracle Manufacturing and SCM concepts to SAP PP/QM

Business Scenario

SAP Production Planning (PP) Core Topics

Master Data & Planning

• Bill of Materials (BOM): Single-level, multi-level, variants, engineering changes
• Routing: Work centers, operations, sequences, scheduling
• Work Center: Capacity, efficiency, production costs
• MRP Parameters: Lot sizing (period, lot-for-lot), safety stock, lead times

Demand Planning Process

• Sales demand (from SD)
• Independent demand forecasting
• Sales & Operations Planning (S&OP)
• Master Production Schedule (MPS)

End-to-End Manufacturing Flow

Sales Demand → Forecast → S&OP → MPS → 
MRP Run → Purchase Requisitions (for materials) → 
Production Orders (for in-house manufacturing) → 
Capacity Planning → Material Issue → 
Production Confirmation → Backflush → 
Goods Receipt → Quality Inspection → 
Inventory Ready → Customer Delivery

Production Order Lifecycle

• Create: MRP generates or manual creation
• Confirm: Scheduler confirms availability
• Material Issue: Goods issued from inventory to production
• In Process: Production execution on shop floor
• Confirmation: Labor/material consumption reported
• Goods Receipt: Finished goods received into inventory
• Close: Cost settlement and variance analysis

Make-to-Order vs. Make-to-Stock Strategy

Backflush / Automatic Consumption

• Material automatically consumed based on production confirmation
• Reduces manual goods issue transactions
• Requires accurate routing and BOM

SAP Quality Management (QM) Integration

Core Concepts

• Inspection Lot: Batch of materials or finished goods subject to inspection
• Usage Decision: Accept (OK), Conditional (conditional acceptance), Reject (scrap/rework)
• Quality Certificate: Vendor or test data attached to material lot
• Quality Notification: Issue tracking for defects or complaints
• Quality Control: Incoming (vendor material), In-process (production), Final (finished goods)

QM Integration with PP

• Production order receipt triggers quality inspection lot
• Usage decision determines if goods released to inventory
• Inspection results feed into defect tracking and vendor ratings

Oracle Manufacturing Comparison

Cross-Module Integration Touchpoints

• MRP generates purchase requisitions for material components
• Material issued to production from inventory
• Finished goods received back to inventory

• Sales order creates production demand signal
• Production scheduled to meet customer delivery date
• Finished goods linked to customer order

• Material cost posting (inventory reduction)
• Labor cost posting (production labor GL account)
• Overhead allocation to production
• Cost center/internal order settlement

• Quality inspection lot creation at goods receipt
• Usage decision gates goods release
• Quality notifications for defects/rework

Case Study: Automotive Manufacturing Plant

1. Sales forecast indicates demand spike for Q2
2. S&OP process updates MPS
3. MRP run generates:
• Purchase requisitions for raw materials and components
• Production orders for sub-assemblies and final assemblies
4. Materials received, inspected (QM)
5. Production scheduled across multiple work centers
6. Material issued to production line
7. Labor and overhead consumed during manufacturing
8. Production confirmed (backflush components)
9. Finished goods received, quality inspection
10. Ready for shipment to customer

• Manufacturing scheduling complexity
• Multi-level BOM and routing management
• Shop floor transaction volume
• Quality integration with work orders
• Cost accounting for WIP and finished goods

Deliverables for Day 4

• End-to-end manufacturing process flow (make-to-order scenario)
• BOM and Routing structure diagrams
• MRP logic and lot-sizing explanation
• Production order lifecycle reference guide
• Oracle Manufacturing vs. SAP PP comparison matrix
• QM integration touchpoints diagram
• Make-to-order vs. make-to-stock strategy matrix

DAY 5 – FINANCIAL ACCOUNTING & CONTROLLING (FICO) (2 Hours)

Learning Outcomes

• Understand SAP's Universal Journal concept and single source of truth
• Explain GL posting logic, account determination, and transaction posting
• Navigate AR/AP processes and cash management
• Grasp cost accounting and profitability analysis
• Map Oracle Financials Cloud, GL, and cost management to SAP FICO

Business Scenario

SAP Financial Accounting (FI) Core Topics

Universal Journal Concept

• Separate transaction tables (AP invoices, AR invoices, GL journal entries, Asset transactions)
• Data stored in module-specific structures
• Reconciliation required between subledgers and GL

• Single Universal Journal (ACDOCA table)
• All transaction postings (AR, AP, GL, Asset, etc.) written to one structure
• Real-time GL balance = sum of all ACDOCA entries
• Eliminates reconciliation complexity

General Ledger (FI) Topics

• GL Account Master data
• Account Determination rules (automatically assigns GL accounts based on transaction type)
• Period-end Closing procedures
• Accruals and Reversals
• Journal Entry posting and approval workflows

Accounts Receivable (AR)

• Customer Master data (linked to SD Customer Master)
• Billing Document creates AR line item (when invoice posted)
• Cash receipt clears AR line item
• Open Item Management (line item display)
• Dunning: Collection procedures for overdue receivables

Accounts Payable (AP)

• Vendor Master data (linked to MM Vendor Master)
• Invoice Document creates AP line item
• Payment clears AP line item
• Three-way match creates AP liability
• Withholding tax handling

Asset Accounting (AA)

• Fixed Asset Master (asset number, cost, depreciation)
• Capitalization (asset acquisition posting)
• Depreciation (monthly/periodic calculation)
• Asset Retirement (disposal, scrap)
• Fixed Asset Reports (balance sheet, depreciation schedules)

Tax Management

• Sales Tax / VAT: Tax determination based on customer/vendor/material, VAT return processing
• Income Tax: Withholding, accrual calculation
• Tax Code assignments: Automatic tax posting

SAP Controlling (CO) - Cost Accounting

Cost Center Accounting

• Cost Center Master: Organizational units (departments, plants)
• Cost allocations: Direct costs assigned to cost centers
• Cost distributions: Overhead allocation (e.g., IT costs distributed to production)
• Reports: Actual vs. budget variance analysis

Profit Center Accounting

• Profit Center: Profit/loss responsibility center
• Transfer pricing: Inter-profit center transactions
• Profitability analysis by profit center

Product Costing

• Standard Cost: Predetermined material, labor, overhead per unit
• Actual Cost: Real costs incurred (post-production-order close)
• Variance Analysis: Standard vs. actual cost differences
• Material variance (price × quantity)
• Labor variance (rate × hours)
• Overhead variance (budget vs. actual)

Profitability Analysis (CO-PA)

• Margin Analysis by Product, Customer, Region, Channel
• Contribution Margin reporting
• Segment reporting for management decisions

Record-to-Report (R2R) End-to-End Flow

Procurement → Goods Receipt → Invoice (AP created) → 
Payment (AP cleared) → Vendor Settlement
        ↓
    [FI Posting: Material asset increase, AP liability increase]
        ↓
Production → Material Issue → Production Confirmation → 
Goods Receipt (Finished Goods)
        ↓
    [FI Posting: Material asset decrease, WIP asset increase/decrease, Cost settlement]
        ↓
Sales → Delivery → Billing Document (AR created) → 
Revenue Recognition → Cash Receipt (AR cleared)
        ↓
    [FI Posting: AR asset increase, Revenue GL credit, COGS GL debit]
        ↓
General Ledger → Period-end Close → Accruals/Adjustments → 
Financial Statements → Reporting
        ↓
    [FI Posting: Accrual journals, consolidation entries if required]

Embedded Analytics in FICO

Real-Time Reporting (S/4HANA Innovation)

• GL Balance Report: Real-time GL balances (no batch GL restatement required)
• AR/AP Aging: Open items current status
• Margin Analysis: Instantaneous product/customer profitability
• Cash Flow Dashboard: AR collections forecast, AP payment forecast
• Financial KPIs: Gross margin %, EBITDA, cash conversion cycle

SAP Analytics Cloud (SAC) Integration

• Enhanced analytical apps (Fiori-based)
• Ad-hoc reporting and data discovery
• Predictive analytics (payment risk, cash flow forecasting)

Oracle Financials Comparison

Cross-Module Integration Touchpoints

• Sales order delivery and billing create AR posting
• Revenue recognized per revenue recognition policy
• Sales tax calculated and posted

• Purchase order and goods receipt create asset posting
• Vendor invoice creates AP posting
• Invoice variance posted to GL
• Material cost allocation to finished goods (WIP)

• Material issued to production (asset transfer to WIP)
• Labor and overhead allocated to production order
• Production order close settles costs to COGS (revenue products) or inventory (stock products)

• Labor costs (production, indirect) allocated to cost centers
• Overhead distributed per cost drivers
• Variance analysis on production orders

Case Study: Multi-Facility Manufacturing Group

1. Plant A produces 10,000 units of Product X at $50 standard cost
2. Actual cost: $52 (material variance +$20k, labor variance +$8k)
3. Plant B sells 8,000 units to Customer Y at $100 revenue per unit
4. Gross Margin by Product: Product X = $40 per unit × 8,000 sold = $320k
5. Operating expenses (cost centers) allocated per plant headcount
6. Monthly financial close:
• All transactions posted to Universal Journal
• Accrual for warranty reserve, depreciation
• Income statement generated (Revenue - COGS - OpEx = Operating Profit)
• Consolidated financials for group reporting

• Complexity of subledger reconciliation in Oracle
• Cost allocation and profitability in SAP Controlling
• Real-time GL balance in S/4HANA vs. periodic GL restatement in Oracle
• Tax compliance automation

Deliverables for Day 5

• Universal Journal concept diagram
• Record-to-Report (R2R) end-to-end process flow
• Account determination rules reference guide
• GL structure comparison (Oracle vs. SAP)
• AR/AP process flows and integration points
• Cost accounting hierarchy (cost center → profit center → product)
• Embedded analytics and KPI examples
• Oracle Financials Cloud vs. SAP FICO comparison matrix

DAY 6 – INTEGRATED ENTERPRISE PROCESSES & ORACLE MAPPING WORKSHOP (2 Hours)

Learning Outcomes

• Understand how all SAP modules integrate through master data and business documents
• Apply Oracle-to-SAP mapping to a complex end-to-end scenario
• Discuss transformation readiness and change management implications
• Prepare for Oracle-to-SAP migration project participation

Complete Enterprise Scenario

Customer places order
        ↓
Demand Planning & MPS
        ↓
MRP run (materials + production needed)
        ↓
Procurement (PO issued to suppliers)
        ↓
Manufacturing (production orders created)
        ↓
Quality (goods inspected)
        ↓
Warehouse (inventory managed)
        ↓
Delivery (goods shipped to customer)
        ↓
Billing (invoice created)
        ↓
Finance (revenue recognized, AR recorded)
        ↓
Payment (customer payment received, AR cleared)
        ↓
Reporting (financial statements, margin analysis)

Oracle to SAP Mapping Workshop

Cross-Functional Integration Discussion

Master Data as the Integration Backbone

• Customer Master: Appears in SD (sales), FI (AR), SAP CRM (customer data)
• Material Master: Appears in SD (sales), MM (procurement), PP (production), FI (inventory valuation)
• Vendor Master: Appears in MM (purchasing), FI (AP)
• GL Account Master: Appears in FI (accounting), CO (cost accounting)
• Why? SAP's integration requires consistent master data across modules to maintain data integrity and real-time reporting.

Documents as Integration Drivers

• Sales Order → Delivery → Billing Document → AR Posting → GL Entry
• Each document maintains references to prior documents (document traceability)
• Status changes in one module automatically trigger events in downstream modules

Posting Logic & Account Determination

• Transaction type (e.g., sales order billing) + document data (customer, material, company code) → Automatic GL account assignment
• Eliminates manual journal entry errors
• Enables compliance and audit trail

Transformation Readiness Discussion

Typical Oracle → SAP Migration Journey

• Current-state process mapping (how Oracle processes actually work today)
• To-be process design (how SAP will work, aligned with SAP best practices)
• Gap analysis: What requires customization vs. COTS functionality
• Business case: Cost of SAP (licensing, implementation) vs. benefits (efficiency, reporting, innovation)

• Workshops with functional stakeholders (SD, MM, PP, FI owners)
• Decision: Accept SAP standard process vs. customize to match Oracle way
• Risk: "Vanilla SAP" may be different from Oracle — user training impact

• Identify data to migrate (open invoices, AP/AR balances, master data)
• Cleanse and enrich data (complete addresses, valid GL accounts)
• Reconcile: What data stays, what is archived, what is new in SAP

• Customizing: Set up GL charts, organizational structures, material valuation methods
• Integration: Connect SAP to external systems (payroll, EWM warehouse, SAP Analytics Cloud)
• Testing: Unit testing (single transaction), integration testing (end-to-end flows), UAT (user acceptance)

• Parallel run (old system + SAP simultaneously) to validate accuracy
• Cutover: Stop Oracle processing, start SAP processing (data migration, vendor payment processing restart, etc.)
• Hypercare: Dedicated support team on-site for first weeks post-go-live
• Issue escalation: High-priority bugs, reconciliation breaks

• Monitor KPIs: Order-to-cash cycle time, cash conversion cycle, gross margin
• User adoption tracking: Training completion, system usage metrics
• Optimization opportunities: Automation (RPA), process improvements, analytics enablement

Key Challenges in Oracle → SAP Transformation

1. Business Process Redesign
• Oracle processes may differ significantly from SAP best practices
• Decision required: Embrace "vanilla SAP" (faster implementation) vs. heavy customization (familiar to users, higher cost)
• Risk: Users resistance to process changes
2. Master Data Harmonization
• Oracle may have duplicate customers/vendors (e.g., "Accenture", "Accenture Inc.", "Accenture Global")
• SAP requires single, clean master records
• Data governance: Who owns customer master? Who approves changes?
3. Organizational Changes
• SAP's integrated architecture may eliminate some roles (e.g., separate reconciliation teams if GL is real-time)
• New roles emerge (Data Steward, Analytics Owner)
• Change management: How to upskill the organization?
4. User Adoption
• Fiori UX is different from Oracle Forms (menu-driven vs. tile-driven)
• Training required for thousands of users
• Support model: Dedicated SAP help desk vs. vendor support contract
5. Governance & Compliance
• Audit trail: SAP logs all transactions; Oracle may have had custom logging
• Access control: Role-based access configured in Fiori
• Regulatory reporting: Tax compliance, revenue recognition (ASC 606), lease accounting (IFRS 16)
6. Timeline & Cost
• SAP implementations typically 12-24 months
• Hidden costs: Custom development, data migration, training
• Scope creep: Additional modules or integrations not planned initially

Capstone Exercise: Manufacturing Scenario

• Revenue: $100M
• Product Lines: 3 (Pumps, Compressors, Motors)
• Customers: Mix of industrial OEMs and aftermarket service companies
• Supply Chain: Global (China manufacturing, US distribution, EU subsidiaries)
• Currency: USD, EUR, CNY
• Year-end Close: December 31, audited financials required

1. Module Scope
• Which SAP modules are required? (SD, MM, PP, FI-AA-AR-AP-CO, QM, HCM, BTP integration?)
• Why each module?
2. Business Documents
• Trace a sales order for Pump product line to China manufacturing to US shipment to customer payment
• What documents created? (Sales order, delivery, billing, production order, goods receipt, GR/IR, invoice, AR, GL entries)
• Where are integration touchpoints (SD → MM, PP, FI)?
3. Master Data
• Which master data objects must be cleaned and migrated? (Customer, vendor, material, GL account, cost center, plant)
• What is the governance model? (Who approves new customers? Who manages material master changes?)
• Estimate data volume: How many customers, vendors, materials, GL accounts?
4. Financial Impact
• What is the expected benefit of SAP? (Faster close cycle? Better margin visibility? Reduced working capital?)
• Timeline: If parallel run is 2 weeks, cutover is 1 week, hypercare is 4 weeks, when is "steady state"?
• Risks: What could delay the project?
5. Oracle Equivalent Processes
• In Oracle EBS, how were sales orders created? (Order Entry, OM module)
• In SAP, sales orders created in SD. What are the differences?
• In Oracle EBS, how was manufacturing planned? (MRP, WIP, Shop Floor Control)
• In SAP, planning done in PP (MPS, MRP), production execution in PP. Differences?
6. Transformation Readiness
• Does the organization have change management experience? (Prior EBS or Fusion migrations?)
• User training: How many users need training? Duration?
• Post-go-live support: Will Accenture provide hypercare, or transition to vendor/internal team?

Deliverables for Day 6

• Complete end-to-end scenario walk-through (documented)
• Oracle-to-SAP module mapping matrix (filled-in template)
• Integration touchpoints diagram (all 6 modules)
• Transformation readiness checklist
• Migration journey phases summary
• Post-go-live operating model (hypercare, steady state, CoE structure)
• Lessons learned & best practices from global implementations
• Capstone exercise solution (scenario analysis with discussion points)

📚 TRAINING DELIVERABLES (All 6 Days)

🎓 EXPECTED OUTCOMES

📖 RECOMMENDED RESOURCES FOR PARTICIPANTS

• SAP Learning Hub: S/4HANA Overview & Business Process Learning Journeys (learning.sap.com)
• SAP Help Portal: Functional documentation for SD, MM, PP, FI, CO, QM (help.sap.com)
• SAP Community: Implementation case studies, expert forums, Q&A (community.sap.com)
• Fiori Demo System: Role-based UX walkthrough (fiori.sap.com demos)
• SAP Documentation: "SAP S/4HANA for Beginners" guides for business process overview
• Accenture SAP Practice Playbooks: Methodology, implementation frameworks, transformation best practices