Integrating ERP Systems with Supply Chain

🔗 SAP Datasphere & Apache Kafka: The Future of ERP Integration SAP ERP is the backbone of enterprises worldwide, but integrating it with other platforms, databases, and APIs is a major challenge. 🚀 This is where SAP Datasphere and Apache Kafka come in—together, they create a scalable, real-time, and open data fabric for seamless ERP connectivity. Key Takeaways: ✅ SAP Datasphere – A next-gen cloud-based data platform for SAP ERP integration ✅ Apache Kafka – A real-time data streaming powerhouse for scalable, event-driven architectures ✅ Hybrid & Multi-Cloud Ready – Connect on-prem SAP ECC & S/4HANA with cloud-native applications ✅ Seamless Data Flow – Synchronize real-time, batch, and request-response interfaces Why Apache Kafka for SAP Integration? • Real-time event streaming for operational & analytical workloads • Decoupling systems for better flexibility and scalability • Transaction support & exactly-once semantics for ERP-critical processes • Built-in integration with SAP Datasphere, Snowflake, Databricks, and other modern platforms Confluent & SAP: A Strategic Partnership Confluent is now available in the SAP Store, offering fully managed Kafka-powered data streaming. Enterprises can now build event-driven architectures for ERP modernization, just-in-time operations, predictive analytics, and more. 📌 How does your organization handle SAP integration today? Are you exploring real-time event-driven architectures? Let’s discuss in the comments! 🔗 Read the full blog post here: https://lnkd.in/eSd-ZKAY #DataStreaming #SAP #Kafka #S4HANA #ERPIntegration #EventDriven #Cloud #RealTimeData #ApacheKafka #Confluent

𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼 𝗺𝗮𝗻𝘆 𝗘𝗥𝗣 𝗺𝗶𝗴𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘁𝗿𝗲𝗮𝘁 𝗶𝘁 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝘀𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗽𝗮𝘁𝗰𝗵, not the business transformation it truly is. Listening to my network, there seems to be a rush to complete ERP migrations, as fast as possible, with SAP S/4HANA plans driving most of it. But an ERP system is more than just an IT upgrade. It’s a chance to redesign how your business operates and build a solution architecture that supports agility and innovation. While necessary, these migrations often become redundant without proper alignment to business goals. Something, I've seen happen! Here some get rights to consider: ◉ 𝗔𝗹𝗶𝗴𝗻 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵 𝗴𝗼𝗮𝗹𝘀 Ensure that IT and business leaders are on the same page. ERP systems serve broader business objectives, such as innovation, improving procurement strategies, and enhancing supplier relationships. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗼𝗼𝗹𝘀. Instead of getting caught up in the technology itself, be clear about the business benefits you'd like to achieve. New ERP functionality can be of support to achieve goals like efficiency, cost reduction, and agility. ◉ 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 Don't just migrate complex, outdated processes but streamline them end-to-end. Reevaluate processes for efficiency and desired outcomes. ◉ 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗶𝗻 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 ERP migrations often fail due to poor user adoption. Beyond training, invest in communication & ongoing support showing the value and relevance of the system to users. ◉ 𝗜𝗻𝘃𝗼𝗹𝘃𝗲 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗲𝗮𝗺𝘀 ERP impacts every area of the business, so cross-team collaboration is essential. Involve stakeholders from finance, procurement, IT, and operations ensures the system meets everyone’s needs. ◉ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗱𝗮𝘁𝗮 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 - 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗼𝗺𝗽𝗿𝗼𝗺𝗶𝘀𝗲 An ERP system is only as good as the data it processes. Ensure that data is clean, consistent, and reliable before migration. Dirty or incomplete data is one of the biggest challenges post-go-live. ◉ 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗲 𝗦𝘆𝘀𝘁𝗲𝗺 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗼𝘀𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Choose an architecture which allows for future-proofing and integration of new features, scalability and integration. Business models evolve, and your ERP must evolve with them." ◉ 𝗦𝗲𝘁 𝗿𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲𝘀 - 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝗴𝗼𝗶𝗻𝗴 𝘁𝗼 𝗯𝗲 𝗾𝘂𝗶𝗰𝗸 𝗶𝗳 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝘃𝗲 Don’t rush an implementation. ERP migrations are complex and require time to integrate properly. A phased approach allows for troubleshooting and mitigates a risk for failure. ❓Any other "get rights" i missed and you would add from your experience. #erp #businesstransformation #migration #sap4hana

The biggest businesses can get major programmes horribly wrong. Here are 4 famous examples, the fundamental reasons for failure and how that might have been avoided. Hershey: Sought to replace its legacy IT systems with a more powerful ERP system. However, due to a rushed timeline and inadequate testing, the implementation encountered severe issues. Orders worth over $100 million were not fulfilled. Quarterly revenues fell by 19% and the share price by 8% Key Failures: ❌ Rushed implementation without sufficient testing ❌ Lack of clear goals for the transition ❌ Inadequate attention and resource allocation Hewlett Packard: Wanted to consolidate its IT systems into one ERP. They planned to migrate to SAP, expecting any issues to be resolved within 3 weeks. However, due to the lack of configuration between the new ERP and the old systems, 20% of customer orders were not fulfilled. Insufficient investment in change management and the absence of manual workarounds added to the problems. This entire project cost HP an estimated $160 million in lost revenue and delayed orders. Key Failures: ❌ Failure to address potential migration complications. ❌ Lack of interim solutions and supply chain management strategies. ❌ Inadequate change management planning. Miller Coors: Spent almost $100 million on an ERP implementation to streamline procurement, accounting, and supply chain operations. There were significant delays, leading to the termination of the implementation partner and subsequent legal action. Mistakes included insufficient research on ERP options, choosing an inexperienced implementation partner, and the absence of capable in-house advisers overseeing the project. Key Failures: ❌ Inadequate research and evaluation of ERP options. ❌ Selection of an inexperienced implementation partner. ❌ Lack of in-house expertise and oversight. Revlon: Another ERP implementation disaster. Inadequate planning and testing disrupted production and caused delays in fulfilling customer orders across 22 countries. The consequences included a loss of over $64 million in unshipped orders, a 6.9% drop in share price, and investor lawsuits for financial damages. Key Failures: ❌ Insufficient planning and testing of the ERP system. ❌ Lack of robust backup solutions. ❌ Absence of a comprehensive change management strategy. Lessons to be learned: ✅ Thoroughly test and evaluate new software before deployment. ✅ Establish robust backup solutions to address unforeseen challenges. ✅ Design and implement a comprehensive change management strategy during the transition to new tools and solutions. ✅ Ensure sufficient in-house expertise is available; consider capacity of those people as well as their expertise ✅ Plan as much as is practical and sensible ✅ Don’t try to do too much too quickly with too few people ✅ Don’t expect ERP implementation to be straightforward; it rarely is

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗦𝗮𝗳𝗲𝗴𝘂𝗮𝗿𝗱𝗶𝗻𝗴 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗗𝗮𝘁𝗮 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗘𝗥𝗣 𝗣𝗿𝗼𝗷𝗲𝗰𝘁? With the strong privacy laws in Australia, organizations must carefully manage personally identifiable information (PII) when converting data from legacy systems to new ERP, CRM, HR, and Payroll platforms. 𝗧𝗵𝗲 𝗗𝗮𝘁𝗮 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗶𝗼𝗻 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 During data conversion, information typically moves from older systems into staging areas before migration to the new environment. This process creates potential security vulnerabilities that must be planned and addressed proactively. 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗣𝗜𝗜 𝗦𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 Every digital transformation team should address these essential questions: 1️⃣ 𝗪𝗵𝗼 𝗵𝗮𝘀 𝗮𝗰𝗰𝗲𝘀𝘀 𝘁𝗼 𝘀𝗲𝗻𝘀𝗶𝘁𝗶𝘃𝗲 𝗱𝗮𝘁𝗮? Access should be strictly limited to necessary personnel. 2️⃣ 𝗔𝗿𝗲 𝘁𝗲𝗮𝗺 𝗺𝗲𝗺𝗯𝗲𝗿𝘀 𝗽𝗿𝗼𝗽𝗲𝗿𝗹𝘆 𝘁𝗿𝗮𝗶𝗻𝗲𝗱 𝗼𝗻 𝗣𝗜𝗜 𝗿𝗲𝗴𝘂𝗹𝗮𝘁𝗶𝗼𝗻𝘀? All staff handling sensitive data must understand their legal responsibilities and compliance requirements. 3️⃣ 𝗛𝗼𝘄 𝗶𝘀 𝗣𝗜𝗜 𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗺𝗮𝗶𝗻𝘁𝗮𝗶𝗻𝗲𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵𝗼𝘂𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀? Data must be transmitted and stored using encrypted methods at all times. 4️⃣ 𝗔𝗿𝗲 𝗽𝗿𝗼𝗽𝗲𝗿 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗽𝗿𝗼𝘁𝗼𝗰𝗼𝗹𝘀 𝗶𝗻 𝗽𝗹𝗮𝗰𝗲? Never send PII through unsecured channels like standard email. 𝗦𝗲𝗰𝘂𝗿𝗶𝗻𝗴 𝗣𝗜𝗜 𝗗𝘂𝗿𝗶𝗻𝗴 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 The key challenge is preventing unauthorized movement of sensitive data by: ❇️ Implementing strict access controls on the repository, ensuring no accidental inherited rights. ❇️ Disabling download capabilities where appropriate. ❇️ Enabling viewing or manipulation only by the Data Management team. ❇️ Establishing clear data handling protocols (e.g. no hard copies). 𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗲𝗱 𝗦𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 Secure File Transfer Protocol (SFTP) should be used to move data at all times. SharePoint can be one the one of the most effective tools for protecting PII during digital transformation projects, offering finely controlled access and robust security features.

Change management when a company replaces its existing product with a new one! This transition is not about the software - it is about the people, processes, and mindset. When a company is accustomed to using a particular system, they develop a workflow, which leads to challenges in changing to a new one. The key to successful adoption lies in a structured approach: Awareness, Training, Support, and Feedback. 1️⃣Awareness. Users must understand why the change is happening. Communicate the benefits—whether it’s efficiency, cost savings, or compliance. 2️⃣Training ensures users are comfortable with the new system before they fully migrate. This involves hands on sessions, quick reference guides, and scenario based learning. 3️⃣Support - No matter how intuitive a system is, users will face challenges. A dedicated support structure—live chat, email assistance, etc. ensures a smooth transition. 4️⃣Feedback loops are essential. Gathering user concerns and addressing them refines the process and increases user confidence. The goal should be to make the users feel empowered, not burdened, by the shift. #changemanagement #shipsandshipping #maritimeindustry #management #training

The Shift: ERP for All Businesses Traditionally, #ERP systems were too complex, expensive, and resource-intensive for smaller organizations. But cloud ERP has changed that narrative. With lower IT overhead, predictable costs, and scalability, even medium-sized businesses can now leverage ERP to integrate their core functions—finance, procurement, manufacturing, services, and more—into one flexible, secure system. SAP’s GROW with SAP targets mid-size companies specifically, offering a streamlined, pre-configured ERP solution that minimizes implementation complexity. With over 50 years of expertise gained from working across industries, SAP delivers an ERP platform that is robust and adaptable to the unique needs of growing organizations. #GROWwithSAP #AI #Partnership SAP S/4HANA Cloud ERP

Let's talk about how organizations use their data. When we look at the big picture, we can split data analytics systems into two categories. The first category is Business Analytics (BA) systems. These systems analyze large volumes of historical data to uncover strategic insights for decision-makers, supporting long-term planning and strategic decisions. E.g Business intelligence (BI) reporting The second category is Operational Analytics (OA) systems. They use real-time or near-real-time data from operational systems (e.g., transactional databases, ERP, CRM, IoT systems) to drive immediate decision-making and optimize business processes. Unlike traditional business intelligence (BI), which focuses on historical reporting, OA is focused on real-time insights that directly impact day-to-day operations. ✳️ Real-time and Near Real-time Data Analytics OA systems can be further divided based on the amount of data they use for decision-making and their time sensitivity. Real-time systems process data as it arrives and make immediate decisions based on the freshest data available. These systems typically handle individual events or very small windows of data, making split-second automated decisions. They typically operate in an automated, event-driven manner, making decisions without human intervention. For example, a credit card fraud detection system automatically blocks suspicious transactions based on predefined rules and patterns, or an automated trading system executes trades based on market conditions. Near real-time systems, while still focused on current operations, incorporate slightly larger datasets and may include some historical context in their analysis. These systems typically operate with data that's minutes or hours old and can handle more complex analyses. They can function either as decision-support tools for human operators or operate autonomously. For human decision support, these systems provide actionable insights. For example, a customer service dashboard alerts representatives to potential customer churn based on recent behavior patterns, enabling proactive outreach. In autonomous operation, these systems make decisions without human input—like an inventory management system that automatically generates purchase orders based on predefined rules and historical demand when it detects low stock levels. In the next post, we'll explore the implementation architectures for both OA and BA systems. #dataanalytics #operationalanalytics #sketchnotes

IT internal audit controls: 1. Access Controls: Control: Implement measures to ensure only authorized personnel have access to systems and data. Audit Point: Review user access logs, permissions settings, and authentication mechanisms. Check for instances of unauthorized or inappropriate access. 2. Change Management: Control: All changes to IT systems, especially production environments, should follow a formal change management process. Audit Point: Examine documentation related to system changes. Ensure approvals were obtained and testing was performed before deployment. 3. Backup and Recovery: Control: Regular backups of critical data and systems should be performed. Recovery processes should also be established. Audit Point: Validate the frequency and success rate of backups. Test the recovery process for effectiveness. 4. Network Security: Control: Secure the organization's network through firewalls,intrusion detection systems, and regular vulnerability assessments. Audit Point: Review network security logs and assess the efficacy of security devices. 5. Physical Security: Control: Implement security measures to prevent unauthorized physical access to critical IT infrastructure (e.g., data centers). Audit Point: Inspect physical access logs and security measures in place at data centers and server rooms. 6. Data Encryption: Control: Ensure that sersitive data, especially during transmission, is encrypted. Audit Point: Check encryption standards employed and assess their adequacy based on the sensitivity of the data. 7. Incident Management: Control: Establish a process for identifying, responding to,and reporting security incidents. Audit Point: Review incident logs and assess the organization's response to past incidents. 8. Vendor Management: Control: Vendors with access to the organization's IT systems should adhere to the same security standards. Audit Point: Examine contracts and agreements with vendors. Check for clauses related to IT security and assess vendor compliance. 9. Application Controls: Control: Controls within specific applications to ensure the integrity and accuracy of transactions and data. Audit Point: Test critical transaction flows within applications for any anomalies. 10. Patching and Up-dates: Control: Regularly update and patch IT systems to protect against known vulnerabilities. Audit Point: Review the patch management process. Check for outdated systems. 11. Disaster Recovery and Business Continuity: Control: Develop and maintain a disaster recovery plan. Ensure business continuity even in the face of major IT disruptions. Audit Point: Evaluate the disaster recovery plan's comprehensiveness. Conduct or review results from periodic disaster recovery drills. 12. User Training and Awareness: Control: Regularly train users on IT security best practices and raise awareness about potential threats. Audit Point: Assess the frequency and content of training programs. Check for user awareness and adherence.

ERP Projects Fail for Many Reasons. Ignoring Integrations is the Fastest Way to Doom One. Too often, ERP projects run over budget, take too long and fail to deliver. The culprit? Overlooked integrations. I see this mistake all the time. Companies focus on ERP functionality but forget that no system operates in isolation. Data flows, third-party systems, and automations must be planned from day one—not as an afterthought. That’s why I put together a no-nonsense whitepaper on how to make ERP integrations work instead of becoming a hidden pitfall. 5 Practical takeaways from the whitepaper: 1. Define all data flows at project kickoff – Document dependencies between systems early. Surprises later = delays & cost overruns. 2. Master data first, transactions second – Sync customers, vendors, and products first. If your master data is broken, transactions will fail. 3. Set a realistic integration timeline – Sync integration tasks with ERP rollout. If integrations are late, the entire project stalls. 4. Test with real data, not fake records – Your ERP test system should mirror production. Otherwise, the first real transaction is your actual test. 5. Make integrations visible – Use visual mapping tools to align teams, avoid assumptions, and ensure all critical systems stay connected. Get the full whitepaper here: https://lnkd.in/dfNHA9nN ERP success is not just about the ERP—it’s about how well everything connects. Integrations First. Always. #ERP #Automation #iPaaS #PMO #ProjectManagement

Big retailer fired 2 ERP implementers before they went live. The first lucky player was a tier 1 vendor. The client had 200 legal entities running on mainframe programs written in 1970-1980s. Big bang approach was not possible. Technically and organizationally. The project team decided to replace head office and 2 legal entities with a new state of the art ERP and integrate it with the rest 198 companies. And of course, a few other boundary systems. Immense task. Couldn’t do it. Go live date got pushed a few times. Eventually the vendor got fired. Another contender joined the hustle. An ERP consulting firm. They had the same fate. The third team consisted of independent consultants. Which I was part of. It was still very hard. But we made it. Overall, the project took over 5 years. Let’s analyze. Why so long? Why 2 previous implementers failed? The thing is good or bad, legacy systems impact your future ERP. Naturally system integrators focus on the product(s) they preach. ·      All their expertise is around their core ERP ·      They may know popular rival ERPs ·      But they have no idea about your home grown systems As the result they tend to underestimate the complexity of your legacy systems and integrations. And this is exactly what happened here. They knew their ERP very well. But they could not integrate it with custom programs that don’t even have a database. My advice to clients that have home grown systems and what to implement a modern ERP: ·      Have SMEs as part of the project team who know your legacy systems very well ·      Hire independent contractors with deep experience in future ERP ·      Consider integrations as the biggest risk on a project and manage accordingly. Excited about the digital transformation journey? But legacy can ruin the whole party. #ERP                   #TheERPGuy     #ERPImplementation