TV Rollouts: SAP and Ariba Implementation October 3, 2013 Executive Summary 2 Task: This initiative is to bring 20 SPT International entities that have either been formed or acquired over the past several years onto SAP ARIBA with full
"TV Rollouts: SAP and Ariba Implementation October" is the property of its rightful owner. Permission is granted to
download and print the materials on this website for personal, non-commercial use only, and to display it
on your personal computer provided you do not modify the materials and that you retain all copyright
notices contained in the materials. By downloading content from our website, you accept the terms of this
agreement.
Presentation Transcript
01
TV Rollouts: SAP and Ariba Implementation October 3, 2013<br>
02
Executive Summary 2 Task:
This initiative is to bring 20 SPT International entities that have either been formed or acquired over the past several years onto SAP & ARIBA with full functionality (including the integration with Payroll and Concur). These entities need to be operational on SAP so they can operate efficiently, meet compliance requirements and institute standard internal controls available to finance and accounting. The following 8 entities are the key focus for this greenlight
TV Prod – Cairo, TV Prod – Lebanon, TV Prod – Dubai, Argentina TV-N, SET – Brazil, AXN – Japan, SET Generadora – Argentina, Scarlet Media (JV UK Prod)
Approach:
Each roll-out will leverage a similar implementation model and design that has previously been employed in its respective territory. Design for new territories utilize the Global SAP Design Template as a foundation. Statutory requirements and requirements for any RICEF components will be reviewed and accommodated as part of the design and implementation.
Implementation Strategy:
As per previous SAP rollouts:
Gather Requirements: Project team will conduct workshops with local teams to gather and confirm requirements as well as conduct fit/gap analysis
Configuration: Phases of configuration and testing will be progressed through SAP test clients followed by formal user testing. Master data build and user signoff will occur in test clients RQA and BQA.
User Training: Training will be provided at the SPE facilities and/or on site.
Local Expertise: We will engage local experts for design, configuration, and implementation as needed
Support: SGS and Home Office on and off-site support will be provided at go-live as needed
Critical Business Dates:
Network connectivity required by the end of the 1st month of implementation for SAP implementation (please refer to timeline for go-live dates)<br>
03
Key Drivers 3 Currently our non-integrated ITV entities:
Have no systemic COFA structure in place
Are not integrated with our Corporate financial systems, SAP, Ariba, Concur and Payroll
Are at risk of fraud through lack of visibility and transparency to local books
Are at risk for system controls to validate that financial and operational transactions are in compliance
Are at risk for potential related party transactions
Follow inconsistent processes and procedures Its imperative to implement an integrated system to enable real time financial and operational reporting, increased financial controls, and consistency in financial processes and procedures<br>
04
4 Estimated Total Hours and Costs * Arabia rollout consists of 3 legal entities. Estimates were derived based upon the actuals incurred to roll out Russia Prod and Networks as these rollouts are similar in nature in the respect that SPE SAP does not currently have a footprint in this territory and complexity is anticipated as high.<br>
05
Financial Summary – Argentina TV Networks 5 Project Costs
Software: $ 0K
Hardware $ 0K
Internal Labor: $ 35K
External Labor: $ 171K
Other/Miscellaneous $ 40K
Total Year One Costs: $ 246K
Total Project Benefits: $ 61K Five-year Summary and Payback
Five-year total costs: $246K
Five-year total benefits: $ 61K
Five-year net benefit: ($190K)
Internal Rate of Return n/a
Net present value @ 10%: ($182K)
Payback: 73
This project is in the FY14 Budget
Funding Needed FY14 $ 246K
Funding Needed FY15 $ 0K
Total Project Costs $ 246K Depreciation:
On Going Costs: Ongoing cost post implementation is captured in the standard SAP support and maintenance budget<br>
06
Financial Summary – TV Prod Arabia 6 Project Costs
Software: $ 0K
Hardware $ 0K
Internal Labor: $ 97K
External Labor: $ 279K
Other/Miscellaneous $ 80K
Total Year One Costs: $ 456K
Total Project Benefits: $ 0K Five-year Summary and Payback
Five-year total costs: $456K
Five-year total benefits: 0K
Five-year net benefit: ($456K)
Internal Rate of Return n/a
Net present value @ 10%: n/a
Payback: n/a
This project is in the FY14 Budget
Funding Needed FY14 $ 385K
Funding Needed FY15 $ 71K
Total Project Costs $ 456K Depreciation:
On Going Costs: Ongoing cost post implementation is captured in the standard SAP support and maintenance budget<br>
07
Benefits 7<br>
08
Timeline 8 The scheduling / timing of each roll-out was determined under the following considerations:
Resource availability
Priority of each roll-out as determined by Networks
Year-end
Implementation effort Phase 1
TV Prod – Arabia (3)
Argentina TV-N
Scarlet Media
SET Brazil
AXN Japan
SET Generadora - Argentina Phase 3
Floresta (Brazil)
Czech (Distribution)
Romania / Croatia (Dist)
Malaysia TV-N
MAA TV – India
Braddock Productions Services Phase 2
Poland (Distribution)
Silver River
SPT Networks Games
Cine Sony
Left Bank
Teleset Mexico<br>
09
Appendix TV Implementation Plan Summary
Key Stakeholders and Project Team
High Level Risks
CBA Costs and Summary<br>
10
TV IMPLEMENTATION PLAN SUMMARY (1 of 2)<br>
11
TV IMPLEMENTATION PLAN SUMMARY (2 of 2)<br>
12
12 Key Stakeholders and Project Team Project Team
Project Lead
Sherly Lam
Territory Leads
Richard Randall, Susana Beahin, Stephen Chow
SAP Production Support Services
RTR, PIC, PTP, SD, Security, MDMA, Change Management/Training, Reporting, Basis, Web Methods
Home Office Finance
Donna Falzon
Kim Tran
Subject Matter Expert
Susie Supalo Sponsors
Finance
Drew Shearer
Mark Rogers
Rick Rodriguez
Niloo Rezai
Kate Davies
IT
David Buckholtz<br>
13
13 High-level Risks Business Engagement is critical to ensure processes and systems are robust and adopted.
Responsiveness of and coordination with banking partners is critical to ensure deadlines are adhered to and deliverables with dependencies on banks are completed in a timely manner
Strong control over the functional and technical scope will be critical. Seemingly small scope changes can have unforeseen impacts on timeline, cost, and quality, particularly if implemented after the completion of design.
Network connectivity must be set-up and tested by the end of the 1st month of the implementation to ensure we can implement SAP and Ariba.
Concurrent roll-outs within and across territories will result in overlap of resource needs
SGS non-dedicated resources and Asia-Pac territory support staff will be key to testing, training and overall support, but have competing priorities
Finance function relocation to GBS may present project risks
Local resource availability is critical to project success for some territories (e.g., Russia)<br>
