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SAP S/4HANA Finance: An Introduction 2nd edition [Hardback]

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  • Formāts: Hardback, 394 pages, height x width x depth: 262x183x29 mm, weight: 993 g
  • Izdošanas datums: 28-Feb-2023
  • Izdevniecība: SAP Press
  • ISBN-10: 1493223399
  • ISBN-13: 9781493223398
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SAP S/4HANA Finance: An Introduction 2nd editionPalielināt
  • Formāts: Hardback, 394 pages, height x width x depth: 262x183x29 mm, weight: 993 g
  • Izdošanas datums: 28-Feb-2023
  • Izdevniecība: SAP Press
  • ISBN-10: 1493223399
  • ISBN-13: 9781493223398
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781493223398.html
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Beginning your finance transformation? Looking to learn what SAP S/4HANA has to offer? This book is your starting point for SAP S/4HANA Finance! Learn about the suite’s architecture and explore its capabilities for your core finance processes: financial accounting, management accounting, treasury and risk management, planning, consolidation, and close. Unlock enterprise-wide finance reporting, assess your deployment options, and design your finance project with this introductory guide!

In this book, you’ll learn about:

a. Finance Capabilities
See how your core processes run in SAP S/4HANA. Walk through accounts payable and receivable, profitability analysis, cash management, financial planning, entity and corporate close, and more. Discover how the Universal Journal removes data siloes and transforms finance.

b. Reporting and Analytics
Establish an enterprise-wide reporting strategy! Learn about requirements for tax reporting and statutory reporting, and then explore tools to report and analyze data in SAP S/4HANA, such as SAP Fiori apps and SAP Analytics Cloud.

c. Implementation Planning
Take your first steps toward SAP S/4HANA Finance. Consider your deployment options: on-premise or cloud? Big-bang or phased approach? What about Central Finance? Design your future landscape and build your business case with this guide.

Highlights include:

1) Financial accounting
2) Management accounting
3) Treasury and risk management
4) Planning, budgeting, and forecasting
5) Financial close and consolidation
6) Universal Journal
7) Reporting and analytics
8) Implementation project planning
9) Deployment options
10) Architecture
11) SAP Fiori applications

Preface 15(6)
1 Finance Transformation
21(12)
1.1 How to Embrace Finance Transformation
21(1)
1.2 Why Is Finance Transformation Important?
22(2)
1.2.1 Staying Ahead of Competitors
23(1)
1.2.2 Meeting Compliance Requirements
23(1)
1.3 How to Measure Shareholder Value
24(3)
1.4 How to Increase Shareholder Value
27(3)
1.5 Finance Operate Model
30(1)
1.6 Summary
30(3)
2 Architecture
33(26)
2.1 The System: SAP S/4HANA
33(6)
2.1.1 SAP S/4HANA Finance
34(1)
2.1.2 SAP Landscape Transformation Replication Server
35(1)
2.1.3 SAP Master Data Governance
36(1)
2.1.4 SAP Business Technology Platform
37(2)
2.2 The Database: SAP HANA
39(2)
2.3 The Table Structure: Universal Journal
41(2)
2.4 The User Experience: SAP Fiori
43(5)
2.4.1 Transactional Applications
44(2)
2.4.2 Analytical Applications
46(1)
2.4.3 Fact Sheet Applications
47(1)
2.5 The Network: Peripheral Cloud Applications
48(9)
2.5.1 SAP Analytics Cloud
48(2)
2.5.2 SAP Ariba
50(2)
2.5.3 SAP Concur
52(2)
2.5.4 SAP Fieldglass
54(2)
2.5.5 SAP SuccessFactors
56(1)
2.6 Summary
57(2)
3 Financial Accounting
59(50)
3.1 Finance Master Data
59(5)
3.1.1 Company Code
59(1)
3.1.2 Chart of Accounts
60(1)
3.1.3 Organizational Structure and Hierarchies
61(1)
3.1.4 Business Partners: Customers, Vendors, and Banks
61(3)
3.1.5 Assets Master Data
64(1)
3.2 General Ledger
64(8)
3.2.1 Process Overview
64(1)
3.2.2 Universal Journal
65(2)
3.2.3 Finance and Controlling Merged into One
67(1)
3.2.4 Parallel and Extension Ledgers
68(1)
3.2.5 General Ledger Reporting
69(3)
3.3 Accounts Payable
72(3)
3.3.1 Process Overview
72(1)
3.3.2 Vendor Invoice Management
72(2)
3.3.3 Integration with SAP Ariba
74(1)
3.3.4 Payables Management and Reporting
74(1)
3.4 Accounts Receivable
75(16)
3.4.1 Process Overview
76(1)
3.4.2 Post Accounts Receivable Transaction
77(1)
3.4.3 Credit, Collections, and Dispute Management
78(7)
3.4.4 Accounts Receivable Reporting
85(1)
3.4.5 Receivables Management Reporting
86(2)
3.4.6 Receivables Management Dashboard
88(3)
3.5 Asset Accounting
91(12)
3.5.1 Process Overview
91(1)
3.5.2 Asset Parallel Ledger
92(4)
3.5.3 Asset Management and Reporting
96(7)
3.6 Central Processing
103(4)
3.6.1 Central Payment
104(1)
3.6.2 Central Treasury
105(1)
3.6.3 Central Asset Accounting
106(1)
3.7 Reporting
107(1)
3.7.1 Flexible Reporting
107(1)
3.7.2 Reporting on Various Hierarchies
108(1)
3.8 Summary
108(1)
4 Management Accounting
109(50)
4.1 Cost Element Accounting
110(8)
4.1.1 Process Overview
110(1)
4.1.2 Primary and Secondary Cost Elements
110(4)
4.1.3 General Ledger Account Types
114(2)
4.1.4 Profit and Loss Account Types
116(1)
4.1.5 Cost Element Accounting Reporting
117(1)
4.2 Overhead Cost Controlling
118(9)
4.2.1 Process Overview
119(1)
4.2.2 Cost Allocations
120(3)
4.2.3 Internal Orders
123(1)
4.2.4 Project Cost Reporting
124(1)
4.2.5 Flexible Hierarchies
125(1)
4.2.6 Overhead Cost Controlling Reporting
126(1)
4.3 Product Cost Controlling
127(14)
4.3.1 Process Overview
127(1)
4.3.2 Costing Runs
128(1)
4.3.3 COGS Split by Cost Component
129(2)
4.3.4 Work in Process Analysis
131(1)
4.3.5 Production Variances Split by Variance Category
131(1)
4.3.6 Manage Material Valuations
132(1)
4.3.7 Material Inventory Values: Balance Summary
133(1)
4.3.8 Material Price Analysis
134(1)
4.3.9 Production Cost Analysis
135(1)
4.3.10 Product Cost Controlling Reporting
136(5)
4.4 Material Ledger and Actual Costing
141(8)
4.4.1 Process Overview
142(1)
4.4.2 Transfer Pricing and Multiple Valuation Approaches
143(2)
4.4.3 Actual Costing Runs
145(2)
4.4.4 Material Ledger Reporting
147(2)
4.5 Margin Analysis
149(8)
4.5.1 Process Overview
150(1)
4.5.2 Additional Quantity Fields
151(1)
4.5.3 Combined Profitability Analysis
152(2)
4.5.4 Attributed Profitability Segment
154(1)
4.5.5 Real-Time Derivation of Market Segment
155(1)
4.5.6 Profitability Reporting
155(2)
4.6 Central Projects
157(1)
4.7 Summary
158(1)
5 Treasury and Risk Management
159(38)
5.1 Cash Management
160(10)
5.1.1 Process Overview
160(1)
5.1.2 Liquidity Forecasting
161(2)
5.1.3 Cash and Liquidity Management
163(1)
5.1.4 In-House Cash
163(3)
5.1.5 Advanced Payment Management
166(1)
5.1.6 Cash Management Reporting
167(3)
5.2 Liquidity Planning and Forecasting
170(5)
5.2.1 Process Overview
171(1)
5.2.2 Liquidity Planning Objects
172(1)
5.2.3 Liquidity Planning Data
173(1)
5.2.4 Liquidity Planning and Forecasting Reporting
173(2)
5.3 Transaction and Risk Management
175(8)
5.3.1 Process Overview
176(1)
5.3.2 Transaction Manager
177(1)
5.3.3 Risk Analyzers
178(1)
5.3.4 Transaction and Risk Reporting
178(5)
5.4 Bank Account Management
183(11)
5.4.1 Process Overview
183(2)
5.4.2 Bank Account Master Data
185(3)
5.4.3 Bank Account Hierarchy and Bank Account Groups
188(1)
5.4.4 Bank Account Management Workflow
189(1)
5.4.5 Cash Concentration
190(1)
5.4.6 Bank Reconciliation
191(1)
5.4.7 Bank Communication Management
192(1)
5.4.8 Bank Account Management Reporting
193(1)
5.5 Summary
194(3)
6 Financial Planning
197(34)
6.1 Financial Planning and Analysis
198(6)
6.1.1 Extended Planning and Analysis
199(1)
6.1.2 Strategic Planning
200(1)
6.1.3 Budgeting
201(1)
6.1.4 Forecasting
201(1)
6.1.5 Challenges
202(2)
6.2 Planning Products
204(19)
6.2.1 SAP Analytics Cloud
205(14)
6.2.2 SAP BPC, Version for SAP BW/4HANA
219(3)
6.2.3 Hybrid Deployment
222(1)
6.3 Planning Scenarios
223(6)
6.3.1 Profit and Loss Statement Planning
224(1)
6.3.2 Sales and Cost of Goods Sold Planning
225(1)
6.3.3 Overhead Expense Planning
226(1)
6.3.4 Capital Expense Planning
226(1)
6.3.5 Cost Center Planning
227(1)
6.3.6 Balance Sheet and Cash Flow Planning
228(1)
6.4 Summary
229(2)
7 Financial Close and Consolidation
231(50)
7.1 Entity Close
232(9)
7.1.1 Process Overview
232(1)
7.1.2 Challenges in the Typical Closing Process
233(1)
7.1.3 Advanced Financial Closing
234(6)
7.1.4 Emerging Technologies
240(1)
7.2 Settlements and Assessments
241(9)
7.2.1 Process Overview
242(2)
7.2.2 Universal Allocation
244(5)
7.2.3 Planning Engine
249(1)
7.2.4 Settlements
249(1)
7.3 Intercompany Accounting, Reconciliation, and Eliminations
250(12)
7.3.1 Process Overview
251(1)
7.3.2 Stock Transport Orders
252(1)
7.3.3 Intercompany Drop Shipment Scenarios
253(1)
7.3.4 Intercompany Matching and Reconciliation
254(5)
7.3.5 Intercompany Eliminations
259(3)
7.4 Currency Translation
262(7)
7.4.1 Process Overview
262(1)
7.4.2 Currencies and Exchange Rates
262(1)
7.4.3 Post Currency Adjustments
263(1)
7.4.4 Foreign Currency Revaluation
263(3)
7.4.5 Currency Translations
266(3)
7.5 Croup Reporting
269(10)
7.5.1 Process Overview
269(4)
7.5.2 Consolidated Reporting
273(4)
7.5.3 SAP Analysis for Microsoft Office
277(2)
7.5.4 SAP Analytics Cloud
279(1)
7.6 Summary
279(2)
8 Reporting and Analytics
281(48)
8.1 Enterprise-Wide Finance Reporting
281(4)
8.1.1 Reporting Strategy
282(3)
8.1.2 Reporting Organization
285(1)
8.2 Tax and Compliance Reporting
285(7)
8.2.1 Tax Reporting
286(4)
8.2.2 Advanced Compliance Reporting
290(2)
8.2.3 Manage Withholding Tax
292(1)
8.3 Statutory Reporting
292(4)
8.3.1 XBRL Reporting
293(1)
8.3.2 Other Reporting Requirements
294(1)
8.3.3 SAP Disclosure Management
295(1)
8.4 Reporting and Analytics Tools
296(31)
8.4.1 SAP Fiori
298(6)
8.4.2 SAP Analysis for Microsoft Office
304(8)
8.4.3 SAP Analytics Cloud
312(8)
8.4.4 Predictive Analytics
320(4)
8.4.5 Artificial Intelligence
324(3)
8.5 Summary
327(2)
9 Deployment Options
329(32)
9.1 On-Premise versus Public or Private Cloud
329(6)
9.1.1 On-Premise
332(1)
9.1.2 SAP S/4HANA Cloud, Public Edition
333(1)
9.1.3 SAP S/4HANA Cloud, Private Edition
333(1)
9.1.4 Hybrid Cloud
334(1)
9.2 Single Instance versus Multiple Instances
335(3)
9.2.1 Single Global Instance
335(2)
9.2.2 Multiple Instances
337(1)
9.3 Rollout Options
338(6)
9.3.1 Big Bang Approach
340(1)
9.3.2 Phased Rollout by Functionality
341(1)
9.3.3 Phased Rollout by Geography or Business Unit
342(1)
9.3.4 Rollout Strategy: Decision-Making Approach
342(2)
9.4 Central Finance
344(9)
9.4.1 SAP S/4HANA Migration Options
347(2)
9.4.2 Use Cases
349(2)
9.4.3 Deployment Options
351(2)
9.4.4 Limitations
353(1)
9.5 Standalone Treasury
353(4)
9.5.1 SAP S/4HANA Migration Options
354(1)
9.5.2 Use Cases
354(2)
9.5.3 Deployment Options
356(1)
9.5.4 Limitations
356(1)
9.6 SAP Master Data Governance
357(3)
9.6.1 SAP S/4HANA Migration Options
357(1)
9.6.2 Use Cases
358(1)
9.6.3 Deployment Options
358(1)
9.6.4 Limitations
359(1)
9.7 SAP Fiori
360(1)
9.8 Summary
360(1)
10 Planning an SAP S/4HANA Finance Project
361(20)
10.1 Designing the Landscape of the Future
361(3)
10.1.1 Business Climate
362(1)
10.1.2 Other Parallel Initiatives
362(1)
10.1.3 Business Segments and Markets
362(1)
10.1.4 Organization Stakeholders
363(1)
10.1.5 Transformation Roadmap
363(1)
10.2 Anticipating Project Complexity
364(5)
10.2.1 Global Rollout
366(1)
10.2.2 Organizational Change Management
366(2)
10.2.3 Internal Staffing and Readiness
368(1)
10.2.4 Data and Legacy Systems
368(1)
10.3 Building a Business Case for Your Organization
369(5)
10.3.1 Cost/Benefit Analysis
370(1)
10.3.2 Change Management and User Experience
370(1)
10.3.3 Reporting
371(3)
10.4 Choosing an Implementation Approach
374(5)
10.4.1 Waterfall versus Agile versus Hybrid Agile
374(3)
10.4.2 Phased versus Big Bang
377(1)
10.4.3 Phase 0 Assessment
378(1)
10.5 Choosing a Partner/System Integrator
379(1)
10.6 Summary
380(1)
The Authors 381(2)
Index 383
Maunil Mehta is a partner at Deloitte Consulting. He has 16 years of experience helping Fortune 500 organizations define and achieve technology-enabled finance transformation, and currently leads the SAP Finance Transformation practice at Deloitte.

Usman Aijaz is a managing director at Deloitte Consulting, where he leads complex global SAP S/4HANA Finance transformation programs. He has 18 years of deep technology and consulting experience in helping global clients start from initial planning and business case development all the way to designing, implementing, and sustaining their technology platform.

Sam Parikh is a managing director at Deloitte Consulting. He has more than 25 years of experience leading large-scale finance transformations enabled by ERP systems. Sam is well versed in all aspects of the transformation, from developing a vision and an integrated design to successful implementation and user adoption. His client base spans multiple industries and geographies.