Jun 4, 2021
•1 minute read
Member Insights
In the Member Insights series, SAPinsider reports on success stories from the SAP end user community. These insights highlight the strategies and actions that enterprises are taking to achieve business outcomes as a result of internal or external pressures.
Video: Hershey Demonstrates the Strategic Value of Controls & ComplianceThe mention of Hershey might bring to mind an image of chocolate and it should, but there is a lot more to discover: a chocolate and confectionary leader, The Hershey Company has over 90 brands.
Hershey is continuously challenged to innovate and at speed to meet changing consumer preferences and in a global context, like a shift to better-for-you healthy eating, and omnichannel shopping experiences. The need for greater efficiency in core business processes and controls, better data, analytics and insights, and increased organizational agility, has never been stronger.
Watch the video to learn how Hershey integrates security and control initiatives within major systems implementations, and demonstrates the strategic value of controls and compliance.
Hershey Demonstrates the Strategic Value of Controls & ComplianceThe Hershey Company’s move to SAP S/4HANA prompted a reassessment of its governance, risk, and compliance (GRC) strategy. As part of this review, Internal Audit (IA) resources were reviewed, restructured, and incorporated into the SAP S/4HANA project plan.
The IA team employs an Agile implementation strategy to build controls into the process, evaluate performance, and adjust when necessary, using version GRC 12.0 of the SAP Access Control and SAP Process Control tools. These tools enable Hershey to manage integration for both SAP and non-SAP systems, provide transparency and accountability, and simplify process execution and risk management.
Hershey is rolling out SAP S/4HANA in phases by region, which will give the IA team the ability to examine adoption and control failure rates and determine how IA is leveraging GRC. “Getting involved proactively, especially with an Agile approach, has given us the opportunity to really influence the future design of the process so that controls are innately embedded,” concludes Jon Laubenstine, Senior Director, Internal Audit, at Hershey.
Read this article and learn:
- How Hershey is reassessing its GRC strategy as part of its move to the SAP S/4HANA platform;
- Why Hershey is rolling out the SAP S/4HANA platform in regional phases;
- The important of including the IA team at the beginning of your SAP S/4HANA migration.
Jun 4, 2021
•5 minute read
Video: Delivery Hero’s Auditing Success Depends on Innovation and a Risk-Based ApproachDelivery Hero’s vision is to always deliver an amazing experience fast, easy, and to your door. This may not seem unusual for an order and delivery service organization, but with over 1 billion orders per year, and continued growth and expansion, it appears the company is delivering on its ambitious vision.
Berlin-based, Delivery Hero is present in over 50 countries across four continents, and operations include hundreds of entities. Given the diversity of markets and regulatory requirements with many potential localized risks to track, having strong assurance is essential to their success.
Learn how Delivery Hero’s Internal Audit team, created in 2017 and continuously expanding, has gone from scratch to impact. How are they doing more with less, leveraging resources for greater productivity, insights, and value?
May 21, 2021
•1 minute read
Delivery Hero’s Internal Audit Function Delivers an Amazing Stakeholder ExperienceIf your organization is dispersed throughout the globe, you may face similar auditing challenges as Delivery Hero, a €2.8 billion firm that operates local online food ordering and delivery services in more than 50 countries. Delivery Hero decided to overhaul its internal audit (IA) function to align it with strategic objectives better to meet global regulatory requirements.
According to Larry Herzog Butler, Head of Internal Audit at Delivery Hero, “My vision is for us to be the IA team of the future by adding value through audits and capture the attention of stakeholders including C-level, management teams, and the board.” Herzog Butler created IA centers of excellence to promote stakeholder engagement, focusing on automation and analytics to identify critical risks. “Without a doubt, the number one risk facing our business is cyberattack,” he observed. Cybersecurity is part of every audit the company undertakes, regardless of audit type.
Herzog Butler also set up “hero” IA hubs in five international locations to support hyper-localization and improve collaboration with local partners. This year, the IA team plans to open two more hero hubs. Using automation, the IA team has reduced costs while improving productivity and value to the company. Implementing a phased approach to intelligent and automated audit management and continuous auditing provide greater assurance in highly regulated markets. The company has relied on SAP Audit Management and SAP GRC suite to carry out its IA overhaul and is now looking to add SAP Analytics Cloud, SAP Digital Boardroom, and AI technologies such as natural language processing for the next phase of its IA program.
Read this article and learn:
- How Delivery Hero employs technology and innovative structures to improve IA outcomes while reducing costs;
- What centers of excellence and IA hubs are and how they helped the company reach its diverse, global partners to boost IA efficiency and assurance;
- How to use automation and analytics to implement a risk-based approach to IA;
- Gain an understanding of the strategic value of audits in highly regulated markets.
May 14, 2021
•6 minute read
Ingevity Seizes Business Opportunity to Increase Agility and Push the Bounds of What’s PossibleCompanies striving to be better at supporting customers and preparing for rapid change in the marketplace often embrace agile to facilitate their transition. This methodology makes perfect sense, especially for companies with a strategic approach to growth and an understanding that they must become nimble and responsive to remain competitive.
Ingevity, a specialty chemicals and high-performance carbon materials provider, validates that the move to agile, built on a solid SAP S/4HANA foundation for effective data management and analytics, could help them get ready for what the future brings.
For Ingevity, building a digital platform to prepare for advanced automation and integration of machine learning and real-time analytics will require more than technology; the company will need to infuse its team with additional skillsets and empower employees to apply predictive and preventative insights to improve business functions and plant floor operations and meet customers’ needs on demand.
In this SAP S/4HANA integrated business platform implementation case study, Ingevity shares key challenges and learnings – from establishing the groundwork to support operational changes to preparing people for the transition to an agile service deployment model.
Read this customer story and learn:
• How Ingevity’s move to an integrated SAP S/4HANA technology platform created opportunities in business areas such as supply chain and customer experience.
• Why preparing the workforce with essential skills is necessary to help employees adapt to a changing world.
• What purpose agile plays in helping prepare for technologies like artificial intelligence, machine learning, real-time analytics, and robotic process automation.
• About the vital element of a strategic partnership to navigate the challenges of remote projects.
May 10, 2021
•5 minute read
From Oil & Gas to an Integrated Energy ConglomerateMotor Oil Group has transformation built into its DNA. Since its founding in 1970, the Group has been best known as an oil and gas manufacturer with the second largest refinery in Europe and distribution to large industrial and commercial customers. Today, the Group’s profile encompasses much greater diversity, including investments in solar and wind, direct-to-consumer electricity and natural gas solutions, media and trading businesses, exports to more than 45 countries, and more than 1,300 petrol convenience stations in the eastern Mediterranean region. Nikos Giannakakis -- the company's first chief information officer (CIO) and member of the executive management team -- has been both leader and learner, contributor, and digital culture maker. His mandate: help transform the Group’s current operations, focus on a better customer experience, and embed digital DNA in what was a traditional oil and gas business. Read the full story about how Motor Oil transformed from an oil and gas company to an integrated energy conglomerate.
Mar 2, 2021
•1 minute read
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