=Paper=
{{Paper
|id=Vol-2196/BPM_2018_paper_29
|storemode=property
|title=Bridging the Gap Between the Use of SAP ERP and BPM
|pdfUrl=https://ceur-ws.org/Vol-2196/BPM_2018_paper_29.pdf
|volume=Vol-2196
|authors=Markus Grube
|dblpUrl=https://dblp.org/rec/conf/bpm/Grube18a
}}
==Bridging the Gap Between the Use of SAP ERP and BPM==
https://ceur-ws.org/Vol-2196/BPM_2018_paper_29.pdf
Bridging the Gap Between the Use of SAP ERP and BPM
Markus Grube
VOQUZ IT Solutions GmbH, Obenhauptstr. 12, 22335 Hamburg, Germany
markus.grube@voquz.com
Abstract. Many companies use the standardised enterprise resource planning
(ERP) software SAP and combine this with a business process management
(BPM) approach. This use of SAP standard software specifies a variety of busi-
ness processes that then influence the overall application of BPM. This article
presents a final report of nine principles based on the experience of professional
users in different companies. These principles can be applied in industrial com-
panies as a process improvement technique to take full advantage of the use of
SAP and the application of BPM.
Keywords: SAP; ERP; Enterprise Resource Planning; BPM; Business Process
Management;
1 Introduction and Motivation
Both the use of SAP Enterprise Resource Planning (ERP) and the use of Business
Process Management (BPM) promise to improve business processes. To achieve this
goal, SAP offers standard business processes within its ERP software, while BPM has
the general goal of improving business processes in an organisation. However, im-
portantly, both operate and can be used independently.
Essentially, BPM and SAP have nothing to do with each other. BPM is an ap-
proach to defining and operating business processes in organisations and can be used
without an IT system or any IT infrastructure [1]. However, in practice, most compa-
nies use IT software tools to administer the BPM of an organisation. Standard soft-
ware such as SAP ERP can assist the behaviour of an organisation and their processes
and make them more efficient.
SAP SE is a German company and the world's largest provider of enterprise appli-
cation software; as of 2018, it serves more than 378,000 customers in over 180 coun-
tries [2]. The ERP system from SAP provides software solutions for the full range of
business processes in companies, including manufacturing, sales, finance and human
resource management, and is the de facto industry standard worldwide for many in-
dustries [3]. If the application of SAP and the given process is the industry standard
for a company, then it seems very difficult to consider BPM as a holistic approach. A
holistic BPM approach should not allow IT applications to dictate how processes
should proceed [4], but in practice, IT systems such as ERP can influence a compa-
ny’s business processes [5].
F. Casati et al. (Eds.): Proceedings of the Dissertation Award and Demonstration,
Industrial Track at BPM 2018, CEUR-WS.org, 2018. Copyright © 2018 for the indi-
vidual papers by its authors. Copying permitted for private and academic purposes.
This volume is published and copyrighted by its editors.
Markus Grube
The objective of this article is to leverage SAP's influence and close the gap be-
tween using SAP ERP and BPM. Therefore, it presents nine principles for the suc-
cessful and practical use of BPM and SAP ERP software. Through a variety of ques-
tions and techniques, a practical approach is demonstrated that does not make the
application impractical. Based on the experience of professional users in different
companies with many years of practical experience, this article illustrates how the use
of BPM and SAP ERP software can be combined in practice and critically scrutinised.
2 Development
The development strategy uses triangulation [6] from various data sources and a
cross-sectional snapshot study to examine the relationship between BPM and an SAP
ERP system. The data collection was based first on eleven personal interviews con-
ducted in Germany, Austria and Switzerland. All interviews were conducted with
practitioners who have at least ten years of experience and work as process specialists
in different industries and companies. Consequently, the interviewees handle SAP and
BPM on a daily basis. A total of 14.5 hours of semi-structured interview data explor-
ing practical experience were transcribed and constituted the first data set. The data of
all interviewees were then compared, considered and checked with the help of the
software tool MAXQDA. The transcribed interviews were analysed by the frequency
of individual words and coded to identify relationships and generalisations. The ex-
planations that were mentioned most frequently and that were considered as absolute-
ly necessary by some experts resulted in findings that were identified as key state-
ments from the interviews for the general collation of the topics. From the main re-
sults of the interviews, nine key points were identified and used to developed princi-
ples that the author considered to be the most important. The selection was also influ-
enced by the author's experience of more than 15 years as an SAP consultant for vari-
ous companies and industries.
As a second important step, a web survey was used to assess the general applicabil-
ity of the developed principles and the general feasibility of the interview findings.
Possible participants for this web survey were found principally through the German-
speaking business network Xing. The intention was that experienced users in the
BPM environment would come primarily from process consultants and process man-
agers who handle SAP and BPM on a daily basis. Table 1 demonstrates that this
group of participants took part, and 151 participants from different industries evaluat-
ed the principles. Each participant assigned himself to a predetermined position.
Table 1. Current position.
Position Quantity Position Quantity
Consultant 68 participants System User 8 participants
(Process-)Manager 44 participants Other 25 participants
Researcher 5 participants Not specified 1 participant
Bridging the Gap Between the Use of SAP ERP and BPM
Potential participants also had experience in the surveyed areas of SAP and BPM. For
this reason, they were asked how many years of experience they have in each area.
Table 2 shows the average experience of all participants for each area.
Table 2. Years of experience.
Area Average years of experience
SAP 12.41 years
BPM 9.37 years
The main purpose of the web survey was the clarification of the principles, and
whether these principles would find support within the business practice. Therefore,
all principles were assessed according to a Likert Scale approach [7], which asked
whether the participant agreed with the principle or not using a four-point scale. Due
to the even number of answers and absence of a mid-point, a participant was forced in
one direction to agree or disagree [8]. Therefore, each respondent could classify each
principle as follows:
Agree Strongly Agree Disagree Disagree Strongly
In addition, it was possible to omit a question or answer 'don’t know', but very few
participants did so.
Figure 1 illustrates that all nine principles received between 79 per cent (principle
9) and 98 per cent (principles 3 and 6) acceptance and were rated by the participants
with 'Agree Strongly' or 'Agree'.
Principle 1
Principle 2
Principle 3
Principle 4 Agree Strongly
Principle 5 Agree
Principle 6 Disagree
Principle 7 Disagree Strongly
Principle 8
Principle 9
0% 20% 40% 60% 80% 100%
Fig. 1. Agreement with the principles
For each verified principle, it was also possible to leave a comment. On average, one
third of the respondents commented on each principle in the web survey. These com-
Markus Grube
ments were individually checked and used for the further development of the princi-
ples. Based on this development of interviews and the web survey, Section 3 of this
article presents nine principles which can used to bridge the gap between the daily use
of SAP and BPM, and observe the possible dependencies between both topics.
The following principles are a further development of the principles which were
analysed by the practitioners in the web survey. All principles have been developed
from the experience of SAP and process consultants who have been using the SAP
ERP system and the BPM approach in practice on a daily basis for many years.
3 Principles
The interviews and web survey have confirmed that the SAP and BPM concepts are
closely related. In practice, the SAP system is the leading ERP system in many com-
panies and dominates many business processes.
Based on the key findings of the expert interviews and the web survey, the follow-
ing principles have been developed for analysing the SAP usage within a BPM appli-
cation. All principles summarise how a link between the topics can be analysed. The
goal was to develop a simple method to illustrate the possible dependencies.
Not all of the listed principles are very closely related to a used SAP system. How-
ever, the interviewees recommended that some statements should always be clarified
and elaborated upon if an SAP system is used. For this reason, the principles are di-
vided into two categories:
General principles
There are general principles that are not directly related to an SAP system. However,
these topics were extremely important to the participants, even if they were not directly
influenced by an SAP system. Nevertheless, these principles could even be applied in a
company without an SAP system.
SAP principles
With SAP principles, it is more obvious that these apply when an SAP system is used
in a company. These principles are directly related to the SAP system.
All principles can be used as a basis for a company’s considerations of how to ensure
a successful connection between the use of an SAP system and the application of
BPM. These principles are not meant to be comprehensive; rather, they are intended
to prompt thinking about the connections and to subsequently develop them for spe-
cific environments, as appropriate. Overall, the following principles allow users to
rethink the use of their SAP ERP system in a BPM environment.
3.1 General principles
Principle 1: Ensure that the concept and operation of process management is
understood and owned by the senior management.
Bridging the Gap Between the Use of SAP ERP and BPM
There should be support from, and the requirement of, senior management to be di-
rectly involved in the introduction of BPM. The motivation for increasing the BPM
maturity has more influence if the top management is involved and demands a higher
process maturity. The successful implementation of BPM is only possible if the top
management demands this and a top-down approach is carried out in the company for
the introduction and application of process management.
Principle 2: Establish a minimum level of maturity for each process in the com-
pany.
The company should decide for itself the minimum maturity level that should be at-
tained. In practice, it is not conceivable to develop all processes up to the highest
possible maturity. Each company should determine which process level should be
reached from all processes as a minimum requirement and which processes should be
developed to the maximum maturity. Therefore, a company should define important
processes within the company. These processes should be developed to a very high
process maturity. For example, quotas can be defined in the company, e.g. at least 80
per cent of all processes should reach a certain level of maturity and, for instance, use
an IT system to store important information.
Principle 3: Establish a BPM team within the company that consists of different
specialists who know the IT as well as the business requirements.
BPM is not a general IT topic and other departments should be involved and support
the topic. For example, a process manager could be established for each main process
who has ERP knowledge and knows the demands of the business. These employees
must speak the IT language to formulate requirements, be able to influence the ERP
system and have the expertise from the departments. That means that the BPM team
must be the link between the IT and the people and must understand the IT and the
business people. Team members need to be aware of what IT can do for them and
what they need to handle their business.
Many BPM teams comprise stakeholders from various disciplines. A BPM team
should include a specialist who understands the SAP system, as well as people who
know the detailed company process flows. It can also be useful to integrate the HR
department because process changes affect the people involved much more than the
IT systems. IT should only support the BPM process improvement and should not
play the main role in a BPM project. For this reason, it is important to integrate stake-
holders from different areas and IT specialists together in one BPM team.
3.2 SAP principles
Principle 4: Ensure that management fully supports the use of SAP in the enter-
prise to the full extent if SAP is used as the main software of the organisation.
The use of an SAP ERP system within a company as the central IT software can be a
strategic decision. In this case, a company should decide how to integrate this re-
quirement into the BPM approach of the company. The interviewees declared that the
Markus Grube
top management should be the trigger of the topic and promote it. Furthermore, the
management must determine who decides possible solutions or any adaptations of an
SAP system, and whether other systems besides the SAP system can exist. The first
principle of whether the process management is supported by the senior management
also applies here. The successful implementation of an SAP system is only possible if
the senior management demands an SAP system and applies it within the company.
Principle 5: Establish as many SAP ERP standard processes as possible at the
company in order to minimise the complexity of system upgrades or enhance-
ments.
It is important to prioritise whether, and to what extent, the standard SAP processes
should be used and when it is better to use self-defined solutions. The standard SAP
processes are often the de facto standard for many companies and nobody scrutinises
these processes. These standard SAP processes reduce the time, cost, resources and
other operational constraints and support the introduction of new SAP enhancement
packages or release changes. Each change makes it necessary to test one’s own solu-
tions and adjust the customer-specific programming to the changed SAP system.
However, a BPM team should not accept processes as a given and must analyse which
approach is better suited to them. Not all standard processes are the optimal solutions
for every company, and a company should not submit to the IT system. Each compa-
ny should regularly check whether IT innovations or new system improvements can
lead to process changes. In practice, it is often difficult to decide whether a standard
process or an individualised process should be used.
Principle 6: Ensure that all processes have been regularly documented, analysed
and understood, even if they are pre-defined by the SAP system.
The use of SAP standard processes does not absolve a company from the duty to doc-
ument, analyse and understand that process. A company should know exactly how its
processes are running and not accept them as a given. An analysis of the pre-defined
process must always be designed to enable a company to examine whether the stand-
ard process is usable or whether an individual process should be developed.
Technically, it is currently not possible to get a fast and actual process flowchart
from an existing SAP system and observe how customising settings within an SAP
system may change a process flow. Therefore, it is very important to understand and
analyse these SAP processes in detail. This is the only method for avoiding correct or
error-prone processes. An analysis of the pre-defined process must always be de-
signed to enable a company to examine whether the standard process is usable or
whether an individual process should be developed. The process is not optimal when
data is only recorded because the SAP system requires these data and nobody anal-
yses these values.
Principle 7: Establish a procedure that ensures that all interfaces are regularly
analysed for their BPM relevance, regardless of whether they are used between
different systems or to and from the SAP system.
Bridging the Gap Between the Use of SAP ERP and BPM
Interfaces between different systems often offer an increased optimisation potential
for process improvement. The practitioners have learned that, especially in the case of
system breaks and interface connections, a large amount of data are transmitted in a
different way to how they are requested and needed. Many departments have their
own language and understand a term quite differently than other departments. For
example, is it always clear when and who sets a reception date? Interface problems
are often caused by people not speaking the same language. It could be helpful to
agree a common language and know exactly which data is necessary for the end-to-
end process. It is also important to analyse the standard interfaces, because the stand-
ard process may not be the best and most optimal process for the organisation.
Principle 8: Ensure that all teams within a company, especially the BPM team
and the SAP team, develop the same processes and process maps and that only
one process map exists within the organisation.
The situation in which different teams work independently on different process mod-
els must be avoided for time and budget reasons. SAP is a very powerful tool that
communicates with many different systems, and it is not always easy to distinguish
this system from other topics. It is crucial that different teams cooperate and avoid
developing different worlds for almost the same requirement. It must be avoided that
different process maps are developed because teams do not accept each other.
If a process map was already developed within a company, a BPM team should an-
alyse, and if applicable also use, these maps. The situation whereby two different
teams work independently on a process model for the company must be avoided. For
this reason, the BPM team should consist of a variety of different stakeholders in
order to determine in advance what knowledge is available in the company.
Principle 9: Ensure that all necessary key figures are generated directly from the
SAP system if SAP ERP is the main system of the company.
The SAP system is often the leading financial system and provides many instruments
for the generation and monitoring of KPIs. Many figures are already included in the
SAP system, and the system provides many instruments for the generation and moni-
toring of KPIs. This may have grown historically, but it still offers advantages for the
analysis, even if the BPM approach was later established within the organisation.
Many companies attempt to implement quick solutions and find it much easier to
create an Excel or Access database for their analysis than to generate the numbers
within an SAP transaction. However, SAP provides many predefined reports or could
create measurements directly from the SAP database that are then more recent than an
older Excel spreadsheet. Therefore, it could be much more effective to generate this
data directly from the SAP system, even if the creation of the data requires more time
for the first initial analysis. It may take longer to determine the required fields for a
first analysis within the SAP system, but for frequent use, it is much faster to retrieve
the numbers directly from the SAP system. The SAP Business Warehouse system
should also be considered as an analytics tool because it can be a useful analysis sys-
tem that imports and analyses data directly from the SAP database.
Markus Grube
4 Conclusion
The previously described list of principles is not exhaustive and does not represent a
ranking. These principles are developed mainly from the analysis of the research in-
terviews and the feedback from the participants of the web survey, and they are con-
sidered to be important by the author.
A major objective was to present an approach, through a variety of questions and
techniques, that does not make the implementation impractical. Already, the first
presentation of the principles within a web survey has shown that their application is
practicable but requires self-discipline. Furthermore, the web survey resulted in an
additional development of the principles. The current status of this development was
presented here. The simplicity of the question makes it possible for every company to
decide for themselves how comprehensively each individual principle should be con-
sidered and developed.
The presented principles can be used as a form of advice or management guide-
lines for practising managers and other relevant stakeholders. The development of
nine principles provides practical advice for all companies using SAP and BPM. The
web survey demonstrates that the principles are accepted to a high degree and add
value to practitioners working in the field. However, every organisation is different,
and principles should always be evaluated and applied depending on the specific
company context.
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