Upgrade Hana Consultia Euromadi Puig EN v08
Upgrade Hana Consultia Euromadi Puig EN v08
Upgrade Hana Consultia Euromadi Puig EN v08
Euromadi Group is a purchasing center and service provider for commercial distribution, leader in the Spanish
market. The company was born in 1993 as the result of the merger of Centra Coop., Selex Ibérica, Spar
Española, Vima and Daper, being currently the central purchasing and services leader in the sector.
Euromadi Group facilitates the products access from the manufacturer to the associate, guaranteeing the best
conditions for its sale and commercialization. The Group bases its business model on a corporate structure that
stands out for its competitiveness and dynamism. A business model developed through its subsidiaries
Euromadi, Markant, Desarrollo de Marcas, Persé, EuromadiPort, AMK Ibérica, Spar Española y EMD
Internacional. A global project diversified that focuses in a specialized way the different areas of the distribution
sector and general services.
Located in Esplugues de Llobregat (Barcelona), Euromadi Group has more than 137 associated companies
with more than 92.000 employees in more than 13.500 points of sales an Cash & Carry.
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1. Who we are: Euromadi & Consultia
The technology sector’ crisis in 2001 caused a demand for a new approach to business in consulting firms. In response to these
requirements Consultia IT was founded, equipped with a new business model based on its consultants’ experience and its work
teams with very little hierarchical structure.
In Consultia IT we bring value to our services under the principles of Excellence, Teamwork and Passion towards our customer. We
capture our vision of a sustainable business in our effort to be the best in the services we offer..
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customers
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1. Who we are: Euromadi & Consultia
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Index
Euromadi took the chance to carry out a profound change in the infrastructure and application of SAP that would allow us to
address an "unique and great transformation process", in order to ensure in a short term to live a stability period where the
business and not just the systems were the protagonist.
The idea was that the user perceive the maximum improvement and the least change.
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Index
. Just one year ago, customers looking to change from SAP ECC to SAP S/4HANA faced more or less the same
situation. Anyone who wanted to upgrade to the S/4HANA system had to start all over again using
the greenfield approach, which often leads to a cumbersome business process re-engineering (BPR) project to
establish new processes. Anyone who has participated in such processes knows just how time-consuming they
can be – and also knows that BPR results are by no means guaranteed to leave the company better off than
where it startedFinancial modules.
Within the last 12 months, however, SAP has introduced an efficient conversion tool to upgrade SAP ECC
systems to SAP S/4HANA. Unlike 25 years ago, customers can now choose which SAP S/4HANA elements they
would like to start using when. In fact, it is perfectly possible to convert to S/4HANA and continue to use SAP
ECC as previously.
This brownfield approach for converting to S/4HANA has several advantages. Specifically, such partial
conversions can run on the new Hana database, with all the benefits that delivers, especially those related to
improved reporting. More generally, brownfield conversions provide a great range of flexibility, so different
customer types can choose the migration path to S/4HANA that is right for them.
. In Euromadi the decision to implement again S/4 HANA or just try to upgrade it to new S4 HANA maintaining
current implementation was focus on 4 axes:
Economic Implementation
reasons time
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3. Initial decisions
Cloud vs on-premises
. Taking into account that Euromadi has decided to upgrade SAP instead to face a new implementation
(greenfield), it was almost impossible to use the cloud infrastructure.
However there are several other reasons to decide the use an on-premise infrastructure:
1) IBM reliability: Euromadi has worked for years with IBM and they trust in IBM servers and support.
2) Customization degree: Euromadi has a lot of customized solutions (debtors are vendors as an example).
Cloud solution, although able to be customized to some extent, there is far less flexibility compared to on
premises.
3) Cloud solution means less control over an upgrade schedule compared to on premises. Euromadi can’t stop
operations without previous agreement with delegations and partners.
4) Integration: Euromadi has integration with partners using EDI, with a complete partners portal and with
vendors and logistics operator, SAAS solution Integration can be complex and involves greater security risks
due to data being sent over the internet.
The SAP S/4HANA, on-premise edition is the best fit for enterprises in any
industry that need the full spectrum of functionality combined with a high
degree of flexibility in customization.
On premise Typically, these will be larger enterprises with very well-established
processes that they are not interested in changing.
The SAP S/4HANA, cloud edition is the best fit for companies that need a
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3. Initial decisions
1. Euromadi Ibérica
2. Markant España
3. Persé
4. Euromadi Port
5. SPAR Española
6. EMD Internacional
Almost 90% of the end users are working for Euromadi Ibérica or Markant, companies that share customers, vendors, and
invoicing process, that means that separating the business process of both companies in different SAP (ECC and S4 HANA)
would be almost impossible.
Integration cost should be very high.
The rest of the companies are so small that just remote support and some meetings of key users (from Madrid, Lisbon etc..) I
Headquarter was considered to be enough.
In addition, as Euromadi has decided to do an upgrade not a Greenfield implementation, it becomes a big challenge to do the
upgrade in different phases.
. The initial decision to do an upgrade instead of a new implementation has been the basic trigger of all the other decisions that
have helped to configure the project.
Greenfield
• We start again from the beginning, we can implement the new system on cloud or
on premise.
• Current ECC can support part of the company business while some companies
are supported in cloud (maintaining interfaces)
• Current ECC will become a legacy system form historical data in future.
Upgrade
• Upgrade process is a single process for all NW platform , it can’t be split by
companies or countries
• As Cloud platform has different development rules and is a common platform, an
upgrade can’t be faced in a SAAS solution
Affected developments
4 Vistas
11
(4 incidences)
16
Classes
Function Groups 1 Structure
Modified 360 6
(28 incidences) (2 incidences)
(60 incidences)
Low
tables Programs
(408 incidences)
Components
1
4 Data Element 2
WDA (4 incidences)
Enhancement Enhancement
(22 incidences) Point
CMOD
(2 incidences) 14 Tables (11 incidences)
(15 incidences)
1 Vistas
(1 incidence)
244 7
Deleted Programs
5 Function Groups 21 Tables 10
(422 incidences) (30 incidences) Classes Medium
Tables Components (27 incidences)
(21 incidences)
WDA 1 Help View
(11 incidences) (1 incidence)
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4. Project Scope
Simplified Tables
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4. Project Scope
As a collateral effect of mentioned changes, the developments must be adapted for the correct use of modified Tables without impacting
on the operation of the application.
Because of the S4 simplification model de S/4 HANA many table index and aggregates disappear.
As a collateral effects, all developments should be adapted by replacing deleted tables by the Table View provided by SAP :
Deleted Tables • CDS Models (Core Data Services) for data update and insert transactions
• Hana Views using ABAP proxy for data read only access
• Historical data in new tables (not recommended)
• Access to new real tables (ACDOCA, MATDOC…)
With the data rebuild also many old transactions have been decommissioned .
Deleted
As a side effect all developments using BATCH INPUT o CALL TRANSACTION to access to decommissioned tables, should be adapted to
transactions
new transactions or (recommended) use the corresponding BAPI .
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4. Project Scope
SAP BI Upgrade
The capabilities of HANA allow Euromadi to rethink and define once again the reporting model based on the functionalities
and performance of the HANA2 database itself, however, given that a large part of the corporate reporting is supported on BI,
a technical upgrade was proposed to HANA focused on ensuring the stability of the platform and the integration of the model
with the new data model of SAP S / 4 with the needs of reporting on BI, taking into account the option of the decommission BI
in the future if direct reporting against HANA2 is possible in terms of information and performance.
In addition, a heterogeneous consolidation / copying of systems was carried out from two Windows NT environments to a
Power System environment (P8)
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Index
We proposed a two step technical migration, stopping the systems around 80 hours.
1. DMO migration to ECC 6.0 NW 7.4 Unicode , from IBM iSeries to IBM Power System
2. S/4 Hana upgrade (several steps) using SUM to upgrade to S/4 HANA and activating simple finance and simple logistics
DMO
S/4 1610 (Linux Suse 12 > ECC 6.0 EHP7 NW 7.4 (Linux
SP1 – SAP HANA on IBM
SUM Suse – SAP HANA Platform
Power Systems Platform 2.0) 2.0)
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4. How we defined the project plan
Upgrade methodology
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4. How we defined the project plan
Technological preparation
Before the upgrade ,a series of small projects aimed at adapting the technology and infrastructure around SAP were addressed in
order to simplify and facilitate the upgrade process
A. SSM New installation
4. SSM version of (7.1) was out of date and was installed on an IBM iSeries.
5. New SSM version 7.2 has new BPM functionalities, monitoring capabilities and application control closer to business
needs ¡.
B. SAP Content Server installation and current documents (in SAP Database) migration
8) Archivelink and DMS documents in Euromadi were stored in SAP Database, so, if they were not migrated, it would
take up unnecessary HANA space with the consequent impact on memory resources sizing.
9) SAP CS was installed on Windows NT with version 6.50.
10) Once the installation was finished and customizing adapted all documents in table SAOKCONT1 were migrated to CS ,
cleaning the database and minimizing infrastructure needs.
For the Upgrade from SAP ECC 6.0 to version S/4 HANA 2 we have defined different alternatives and system copies
strategies that , together Euromadi and Consultia IT have reviewed and decided which was the best one base on the
following starting premises:
1. It was mandatory to maintain a “fixed photo” from before and after each upgrade to S/4 HANA 2 with Simple finance and simple
logistics to be able to compare the upgraded environment with the original one (with same data and status).
2. We wanted to maintain as many copied intermediated systems used in the different testing and error amending cycles as
possible, while simplifying the transport task.
3. We have considered three testing cycles
1. Testing and initial adjustments
2. Testing with end users (UAT) and second adjustment cycle.
3. General essay.
4. As new servers have been purchased to upgrade SAP to S4HANA (PowerEdge) it was possible to use the new servers during
the upgrade process.
“Environments for the upgrade” , servers and resources used during the upgrade process
Environments
Legacy:
AS/400 (Additional area where to create a
mirror of current ERP system)
Power Edge with Linux S/4 HANA 2
Procesos estándar Desarrollos
Dedicated LPAR 1
HANA ECC 6.0 Unicode
Dedicated LPAR 2
Shared LPAR 3 ECC 6.0 DB2
Systems
Origin systems
SAP Production environment Power Edge
SAP copy of production environment LPAR 1
Adjustments (we prepared three systems as we dedicated LPAR 3
have done three testing cycle) Shared
Technical upgrade environment(EHP7 LPAR 2
with SAP HANA and Unicode) dedicated
Functional upgrade (S/4 HANA 2)
• First step
Consultia IT EuromadiDesarrollos
Homogeneous copy in AS/400 to obtain a frozen
environment for the rest of activiries
Second step AS/400 Power Edge
Heterogeneous copy and upgrade to Unicode and LPAR 3
Hana from previous copy LPAR1 ECC
We have used same SID from current Production P01
development system (D01)
Third step :
Homogeneous copy from upgraded environment to
LPAR2.
Fourth step LPAR 2
Upgrade to S/4 HANA from the copy LPAR2 D01 , copy 4
Fifth step 1 P01 on D01 , S/4
HANA
Delete the copy from LPAR1 HANA
Unicode
3
LPAR 1
CopyIntegrados
Sistemas ECC 2 D01 , copy P01
Production P01
son HANA
5
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5. How we defined the project plan
En este paso se realizará la preparación de los sistemas para la realización del segundo ciclo de pruebas
First step
Copy of SAP instances to LPAR3 shared, same SID Consultia IT Euromadi Desarrollos
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3. Detalle de pasos a seguir
En este paso se realizará la preparación de los sistemas para la realización del segundo ciclo de pruebas
Primer paso
Copia homogénea de las instancias SAP al LPAR3 Consultia IT Tercero Desarrollos
shared cambiando SID a D01
Actividad propuesta para un tercero AS/400 Power Edge
• Segundo paso LPAR 3
Copia homogénea sobre AS/400 para conseguir un ECC D01 , copia
entorno congelado base del resto de copias Productivo P01 P01 sobre D01 , S/4
Actividad propuesta para un tercero. HANA HANA
Unicode
Tecer paso
Copia heterogénea con migración Unicode y Hana de 1
la copia realzada sobre LPAR1
Actividad propuesta para realizar LPAR 2
conjuntamente un tercero y Consultia IT P01 , copia
Se propone utilizar el SID del sistema de
5
2 P01 sobre
producción actual (P01) HANA P01 , S/4
Cuarto paso Unicode HANA
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3. Detalle de pasos a seguir
3 4
LPAR 1
CopiaIntegrados
Sistemas ECC
Productivo P01
Q01 s/4 hana
Proyectos asociados
Sobre las fases del proyecto global el plan de proyecto se puede plantar un mapa como el que sigue:
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5. Proyectos previos
Los proyectos que consideramos “automatizados” son aquellos que forman parte del proyecto de conversión a Simple Finace, en
concreto los proyectos de Credit Risk y Cash Management.
Estos proyectos (detallados en el capítulo de alcance del proyecto) requieren de una parametrización previa de asociación de
nuevos bancos, segmentos de crédito etc…, dicha asociación debe realizarse cuando SAP se encuentra en la versión de NW
7.51 sobre Hana pero no se ha realizado la conversión a Simple Finance.
Aunque se puede realizar el análisis previo antes de la primera migración técnica, tanto la parametrización necesaria como la
conversión de datos se realizan durante el periodo de conversión a S/4 HANA.
CVI Conversion
Previo a la implantación del CVI (requerido para el paso a S4), se analizó la situación de las fichas maestras de
deudores y acreedores. Los puntos más relevantes de este análisis y corrección de datos fue:
• Limpieza de maestros innecesarios
• Unificación de los deudores y acreedores en un mismo business partner cuando tuvieran el mismo NIF. Este
método de implantación de CVI tendría estas consecuencias:
• Númeración: Qué numeración se usará para BP? Automatización de la numeración del acreedor y
deudor, al crearse desde un BP.
• Homogeneización de los datos maestros (razón social, y otros)
• Muy importante, la igualación de los datos bancarios. Previo al upgrade los deudores y acreedores
pueden tener datos bancarios distintos, tras el CVI los datos bancarios está a nivel de business
partner, por tanto, los mismos datos bancarios para el deudor y el acreedor bajo el mismo BP.
• La migración de las transacciones de gestión de maestros (deudores y acreedores) a la transacción BP,
requirió un gran esfuerzo.
CVI Conversion
CVI have been activated (customer vendor integration) as a preparation for the needed transformation of
customers and vendors into Business Partners.
The final activation is carried out during the process, but thanks to
the previous parameterization the inconsistencies of the process
can be detected and mitigation actions can be determined to avoid
duplication of clients and suppliers and / or the loss of information
(due for example to the fact that different partners may have the
same NIF).
• Customer view
• Vendor / supplier view
• Credit Management view
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4. How we defined the project plan
As a mandatory preparation of Financials environment in SAP it’s mandatory to activate EA-FIN before the
upgrade takes place.
As a previous step we have to balance main accounting data :
• Assets accounting
• Reconciliation of general accounting (G/L) with Assets accounting
• Material ledger / material accounting
• Reconciliation of general accounting (G/L) with accounting of materials.
• Accounts Receivable / Accounts Payable
• Reconciliation of general accounting (G/L) with accounting of accounts receivable and payable, in Euromadi we
discovered an unbalance in the income statement that have been corrected by end users.
• General accounting (secondary index tables)
• Reconciliation of general accounting (G/L) with the secondary index tables of open items and the compensation by
account types , informs that the indexes are fully synchronized with the main Table.
Project stages
The methodology used by Consultia IT in all previous SAP upgrade projects has been applied in Euromadi, the methodology is
named Workbench for Upgrade and it’s a mix of standard SAP methodologies and several improvements integrated by y mejoras
Consultia IT, improvements defined based on the experience obtained after the participation of Cosultia’s team in more than 15
upgrade project of different products of SAP (SAP ERP, SAP PI, SAP BI, SAP EP…).
Our methodology define five main stages as mandatory for the project execution of a SAP upgrade project and includes the use of
different tools (additional to SAP standard tools) that helps to obtain better results in each phase (tools to detect code errors, to find
objects related with a particular transaction, to check authorization objects …)
Post-upgrade
Project definition Technical upgrade Testing and Preparation of Upgrade in Support and
And Scope And Testing plan Adjustment Production upgrade Production Landscape
definition
Project management
8*
10
5 6 Upgrade a S/4 HANA
INT ECC 6.0
11
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4. How we defined the project plan
Testing cycle
Resultados
Process Testing set
Ecc 6.0
inventory ECC 6.0 Correct
Unicode
Non unicode Result Explicit signature
Of the
User
S/4 Hana
s/4 hana Correct
Unicode
Unicode
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4. How we defined the project plan
Training
Consultia IT consultants who participated in the project were responsible for providing the training. The focus of the training
was to train trainers, in other words, key users were defined who were in charge of testing and supporting their colleagues.
Responsible Trainers
Key User
Frequent users
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4. How we defined the project plan
Project management
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4. How we defined the project plan
Team dedicated
Project management
Project director Project director
Key user
User MM User SD
Expert Basis SAP
Consultia IT
equipo de proyecto
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Index
To deal with an upgrade from SAP ECC to S4HANA activating Simple Finance and Simple Logistics we should consider
technological, functional and process factors.
Systems, applications and process should be adapted and it’s important to understand what changes are mandatory before
beginning to walk.
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Index
Lessons learned
The Upgrade of SAP ECC 6.0 to S / 4 HANA2 of Euromadi, one of the first made in Spain, has left us some
interesting lessons learned:
• Prepare yourself for the change: Due to the large percentage of developments that should be adapted, it is
an ideal framework to locate and eliminate obsolete developments.
• Take the chance: Check the new features in S4, although it is safer to perform a non-disruptive startup is a
good opportunity to take note and plan improvements afterwards.
• Before the conversion: It is very important to carry out the execution of Unicode, Hana and Functional pre-
checks, which will help us assess the adaptation efforts of the custom developments.
• Many changes Single testing: This particular upgrade included HW change and unicode conversion. The
code review included the necessary adjustments for the upgrade to S 4 and Unicode altogether, making a
single test plan both needs were met. This is possible if you have productive window large enough. In our
case, the bridge of December the 8th was used.
• Business Partner is mandatory: One of the most remarkable changes of the new version is the use of
Business Partner instead of customers and suppliers because Euromadi makes a specific management of
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6. Epílogue
Lessons Learned
• New paradigm in Credit Management: Credit Risk is newly designed , which implies an extra configuration
in the process of migration to Simple Finance (Credit control areas become Segments, the credit account
disappears, a control appears in the credit tree…). New credit management implies the mandatory activation
of FIORI (embedded) and the revision of all the risk control functionalities applied to the new module.
• Not everything is ready: As an example message control using BRF+ has some bugs in Idoc message
processing, some hard-coded errors have to be corrected or just activate the old message control module
(still available in sales and, even not directly, in purchases).
• Problems in classic standard tables: Old tables transformed into table views (BSIS, BSIK…) and can be
uses in read only model, but performance in some old programs is not very good. We can accept low
performance in this old programs (as an example direct-inputs), or just develop new functionalities using new
technologies such as BAPI’s.
• Ask for users collaboration while the conversion to simple finance takes place : Users must be
involved in the data grid and in the redefinition of functionalities. S4 Simple Finance implies a structural
change in the financial processes that forces us to put order in the data and in the processes themselves.
Because of this, the system can suggest corrections.
Lessons Learned
• Performance: Reporting and performance capabilities of HANA2 could simplify our landscape and ensure a
reporting solution on-line and based on a single data base.
• Hardware resources: As many systems available to execute testing upgrades as many tests we can do and
more secure the final upgrade will be.
In summary, it is an important change, both technical and functional, but feasible if the possible
difficulties of each installation are detected before tackling it.
A look back
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Index
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The draft of this document has not yet been submitted to the usual
procedures of internal review of our firm and, therefore, we reserve the right
to make the modifications, insertions or deletions that we consider
convenient that could result from said review process.
This document has been prepared according to the specifications of the file
of June 1, 2009 number 300/2009/00561
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