Case Study Drivers LTD New

Data Warehouse Management with SAP BI
Case Study Driver Ltd.
Introduction
The exemplary enterprise Driver Ltd. is a company founded in 1985. It produces

three kinds of vehicles
Trucks
Cars
Motor cycles
and permanently keeps eye on continuous improvement of the entire business

process, i.e. shareholder, customer, and employee satisfaction, as well as process
improvement.
After an overall business analysis in the year 2009, Driver Ltd. launched a business
improvement campaign focussing on the business section identified as the one with
the most improvement potential the production process. The campaign followed the
determined strategy become market leader within the next five years.
The target lines of the campaign, i.e. the lines with the highest profit margin, were
identified as cars and trucks. After analysis of the production processes, additional
investments of 20%, and 15% respectively of the lines capital were made in April
2010 parallel to the launch of the campaign. Additional investments in the
motorcycle line were of negligible size.
Restructuring the production process also required a reshuffle of employees which
lead to a number of layoffs and great dissatisfaction of staff during the next periods.
These two factors controlled the entire business process and thus key figures of the
business year and demanded a number of initiatives and resources. In December
2010, as the turbulences are eased, Driver Ltd. wants to see how the production
process campaign affected the other business objectives, especially with view to
sustaining business success and guaranteeing continuous business improvement.
For this purpose, the Balanced Scorecard lends itself to an appropriate means of
business process analysis, performance measurement, as well as performance
management.
As Driver Ltd. already works with an SAP system, the introduction of the Balanced
Scorecard feature of the SAP Strategic Enterprise Management module is
suggested.
Imagine you are a business consultant authorised by the management board to
implement a data source, then to set up a Scorecard and subsequently to analyse
the last business year.
The following information sections should give you an overview of the business
parameters of the company, as well as of its values and goals.
Data Business Information Warehouse
Since the SAP SEM module accesses data that is stored in the SAP Business
Information Warehouse, an Info Cube must be created.
The derived classical star schema of Driver Ltd. is depictured in Figure 1.
DT Line
L_Key
TIME
Fact Table
L_Key
P_Key
L_li
L_li_description
Level
0clamonth
ROI
Sales act. per.
Sales pre-per.
Av lead time
Complaints
Defects
Fluctuation
DT Period
P_Key
PDT LINE
Av cycle time
P_p
P_y
D1
level
Figure 1: The classical star schema of Driver Ltd.
The following Info Area and Info Cube should be created whereas 00 stands for
the group number:
Variable
InfoArea
Info Cube
Input Value
DRIVER_00
DR_00_BSC
The key figures should be named as follows:

Key Figure
K00_ACT
K00_FLU
K00_OUT
K00_DEF
K00_CC
K00_ALT
K00_SAP
Long description
K00_average cycle time
K00_fluctuation of employees
K00_average output per employee
K00_number of defects
K00_customer complaints
K00_average lead time
K00_sales active period
K00_SPP
K00_ROI
K00_sales past period

K00_return on investment
The Info cube does not contain any hierarchies.

The time dimension only contains 0CALMONTH.
Any further information can be derived from the structure of the data file.
The source system and application component should have the following
notation:
Variable
Source System
Application Component
Input Value
DR_00_SOSY
DR_00_APPCOMP
Data is loaded from a flat file system (file system, manual meta data, data using file
interface).
Transaction data should be updated directly.
The sequence of transfer data again can be reviewed in the data file.
Data flow within the BW system is repeated in Figure 2.
Transaction
data
Transformation
Source System
Info cube
Transaction
Transformation
data
Figure 2: Overview of Data Flow
Data Strategic Enterprise Management
As data sources are available, the Balanced Scorecard can be implemented in the
Strategic Enterprise Management module.
As can be seen in the Fact Table of the preceding section, the star schema already
includes the key figures used to build the Balanced Scorecard. But what is their
position in the Balanced Scorecard?
Looking at the corporate mission of Driver Ltd. (Number one in delivering value to
customers, employees, and shareholders), goals and subsequently objectives could
be derived in the scope of the Balanced Scorecards four perspectives (Table 3-1).
Each objectives target can be measured by one or more predefined key figures. To
keep the exemplary Balanced Scorecard simple and still comprehensive, the number
of key figures is limited to two per perspective (or one per objective). In reality, these
key figures would not suffice to see the overall connections of the issue.
Perspective
Goals
Objective
Measure
Financial
Continuously improve
financial performance
Exceed Prosperity
ROI
Exceed Success
Sales growth
Fast delivery
Average lead time
Reduce customer
complaints
Number of customer
complaints
Increase quality
Number of defects
Increase productivity
Average output per

employee
employee satisfaction
Improvement of
employee satisfaction
Fluctuation
technology
Improve technology
Average cycle time
Customer
customer satisfaction
Internal
Business
business processes
Learning &
Growth
Table 3-1: Translating goals into objectives and measures
The connections between the objectives of the several perspectives are depictured in
the Value-Driver Chain below (Figure 3-1).
Exceed
Prosperity
Exceed
Success
Financial
Perspective
Customer
Perspective
Reduce
Complaints
Internal
Perspective
Fast delivery
Increase
Quality
Learning and
Growth
Perspective
Employee
Satisfaction
Increase
Productivity
Technology
Improvement
Figure 3-1: Cause-Effect Chain of Driver Ltd.
The measures, i.e. the basic elements of the Scorecard should be named and
described as follows (any further information can be derived from the data files):
Measure
M00_ACT
M00_FLU
M00_OUT
Unit
Hours
Number of Persons
Units
M00_DEF
M00_CC
M00_ALT
M00_SGR
Units
Units
Days
Percent
M00_ROI
Percent
Formula description
Time from beginning to end of production process
Number of employees leaving the company
Average production output in relation to number of
employees
Number of defects
Number of customer complaints
Time from point of order to point of delivery
Percentage change of sales numbers compared
to pre-period
Amount of value received relative to the amount of
money invested
Table 3-2: Measure definition
Please implement now the Balanced Scorecard for the Car line for the last business
year (January 2010 to December 2010).

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Data Warehouse Management with SAP BI

Case Study Driver Ltd.

The exemplary enterprise Driver Ltd. is a company founded in 1985. It produces

and permanently keeps eye on continuous improvement of the entire business

Data Business Information Warehouse

The key figures should be named as follows:

K00_sales past period

The Info cube does not contain any hierarchies.

Figure 2: Overview of Data Flow

Data Strategic Enterprise Management

Average lead time

Average output per

Average cycle time

Table 3-1: Translating goals into objectives and measures

Figure 3-1: Cause-Effect Chain of Driver Ltd.

Table 3-2: Measure definition

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