SAP Procurement with SAP LeanIX x SAP Signavio Webinar | Architecting the Future of Procurement

So welcome back to our Thursday procurement webinar. So now let's then get started. Today we are going to cover a different topic. So let me share my screen and more from an enterprise architecture point of view. I know all of you who are working in procurement in different, different capacities, you might have worked in a different way, right? So in a different solutioning, maybe it's SAP, Oracle, or any other module, any other product also you might have worked, right? So today we are going to talk about more about your procurement transformation in AI era. Enterprise activity blueprint point of view, we're talking about that. So that is the thing. So the enterprise business function is always that, right, for operating models you're talking about. बहुत है नॉट, नाउ तू से ही नॉट ऑटो टेक्निकल Clean code, whatever we are clean code philosophy you're talking about, right? And many times people also talk about the board is demanding for working capital, cycle time efficiency, a lot of other things, right? So that's what exactly we have to understand how exactly these things can be done. Now, from now we will be looking at This more from a business architecture point of view, and we will be talking about something called capability mapping, right? And how many of you are knowing what is capability mapping or business capability, right? If not, then we will be going back to the topic, and we will be seeing in the system how does it actually getting mapped. Okay, and also we'll identify the single greatest operational constraint in the entire workflow. We'll be taking the building blocks, taking the KPIs. So with that thought process, let's first of all When it comes, if you are new to this platform, I will say that if you're watching for the first time to our video, we have something called every Thursday we conduct these sessions and thanks for joining in. Or if you want to, always you can invite other people. So this is our Procurement Thursday, right? Every Thursday we talk about this particular topic and you will be finding it here, procurement.successlabsacademy.com. I think many of you already might have already registered using the same link. This is the procurement is no longer just buying, it's strategic value creation we're talking about. You can share the screen with others and today's session is now already live. You can see that. So today is a Thursday and every Thursday we conduct such kind of a session and it's not limited to SAP Ariba or S/4HANA or AI. Rather, we talk about a lot of other things, topics, and we— a lot of other things also you will be seeing here. So this is the overall agenda and keep on discussing different, different topics related to this procurement space, and you'll be finding a lot of value out of it, I'm sure. Okay. And this is all about to develop that transformation leadership in the procurement, intelligent procurement. Now it is autonomous procurement, they're calling it. Okay. AI-powered autonomous procurement. These are different, different themes we talk about. Okay. And, and also we can say, you can share your feedback also. What are the topics you are looking for? If you're watching in the YouTube channel, you can always tell me. What topics you are looking for, and specifically from a procurement, not tactical things, because there are so many videos in the YouTube, Udemy, Coursera. There are many tutorials. They also teach the tactical side of it. Our agenda is not going to tactical part of it. Okay, if you are expecting tactical trainings and all, we are not the way. So I'm not going to talk about it in this awareness session. So there's a different topic. So if you go to help.sap.com also, we have a— there are tech institutions and all. They always talk about those details. So we are not going to those area, especially the tactical configurations. And now we are not talking about, right? We are more focused on your strategic architecture. So from that point of view, we will be focusing more, not the tactical part of it, as I always say, right? So if you go to help.sap.com, so today's topic will be more of a procurement, as I said, and the spend management is actually, you can see in this, we have a procurement side of it. Okay, ideally the Thursday topics will be particularly thinking it will be around this particular topic. Okay, so that is the one and this is what exactly we will be focusing on spend management. These are the different areas, right? So now if you see here the spend management again, so here we have SAP Ariba sourcing, contracting, category management, service procurement, external workforce, travel and expense, invoices and payments and all of these things, right? But how do you actually talk about how to manage all of these things? Things in an enterprise architecture space, that is what exactly we will be talking about today. Okay, so now moving on. So we have to think about the business capabilities from, from that angle. Okay, so if I go to the this part of it, let's say we'll be going to Gemini, and I will say that I have to manage all of these things in a, uh, your typically, uh, let's say, okay, so decodes spend management, procurement, all of these topics, uh, From a SAP Linux as an enterprise architecture point of view. And so we would see that what is coming in. And meanwhile, I will be also showing you what is existing in our platform. EA definition, the upstream phase, spend manager, sourcing and contracts, procure to pay, invoice payment. Okay. We have supplier management, category management. Okay. And we have a service procurement and external workforce. Okay. Map to service, procurement, and external workforce. So if you talk about all the mappings here, how to leverage SAP Analytics for spend management. So we have to talk about typically from a spend management point of view, business capability modeling point of view. Okay, all those areas we will be focusing on. So transformation road mapping, okay, and interface mapping, all the things are required. Okay, so this is something we will be talking about today. And meanwhile, they also give a topic-wise topic. Which area they can be? The mapping can be done sourcing and contract. Okay, so for this is a sourcing and contract. If I go to this particular link, let's see how it is mapped here. Okay, so this is the network and spend management. Okay, so this is the network and spend management category. Okay, so this is what we already got it. Okay, same thing. So if I go here. Okay, these are different business capabilities. We will SAP LeanIX point of view, which is enterprise architecture management. Okay, so key spend management domains and their LeanIX modeling. Okay, so how do you actually map it? Okay, so definition of here, here the upstream phase coverage. So first of all, we will capturing it in a mind map, I believe, so that it will be easy for us to capture all these things. So let me go to the mind map. And from there I will be capturing there. Okay, so let me go here, app.aor.com, and from there we will be having— so let me do the mapping here. Okay, so I will be going to the project and from there I will be picking up a mind map. Okay, so I will be using an existing mind map structure so that it'll be easy for me to check it up. Okay, so this is a— huh, so this is a mind map I'm already having it. Maybe I will be utilizing this mind map. Okay, no, I will be creating from AI. So let's see that. So I will be talking about SAP Lean IX and procurement. So let me start with that, and I will be utilizing mind map like this. And from here I will be picking up one of the picture, one of the seed to start with. We will see how we can link it both. And here I go with AI. I will put the entire thing here and we will see. How this entire thing can be done. I will be entering. No, before that. Okay, sourcing and contract procurement pay invoice. That is fine. Category management. So too much for now. So what I will do, I will be asking directly as a mind map. How do I map it to a mind map? I will map it to a mind map, give me the structure for it. Okay, so central node will be this, then we will be going for, for the— okay, so this is the 7 things they have given me. So only I will be capturing this one, okay, not the entire thing, otherwise it's too much for me. Okay, so now this is enough to start with. So now I will be select all the recent one. So you can see all the 6 branches I have added here. Okay. So now we have added everything. So centralized is your supply. First of all, it comes to the supplier management, sourcing, and contracts. These are different topics point of view. Exactly, we captured entire thing into a mind map. 1, 2, 3, 4, 5, 6. 6 categories were there. That is fine. Now I will be trying to map into a— okay, so I think they have missed out one thing. Supplier management is there. Supplier management, yes, it is there. It is lifecycle management of a vendor relationship. That is the supplier management. We do that. Okay, and what are different key functions? So again, so this is— we will be breaking it down for the latter point of time. So solution mapping is supplier management here. The solution mapping is supplier management and master data management, integration, tracking sync points between supplier portals and ERP. Okay, this is supplier management. So now we will be going to the Lena X and we will check it out how exactly it is managed. Let me go here, supplier management. Suppose if I search for supplier. Okay, so we have something called supplier is not directly here. Okay, so We have something like this. Okay, but if I go here, how do I ideally prepare? So procure to pay is already there. You can see that, right? SAP SRM is there. Procurement and sourcing is— this is the business capability which I was talking about, right? Procurement and sourcing, right? And this is the 6th person has been maintained here. Okay, and it is linked to SAP Ariba, SAP Concur, SAP SRM. So now let's say procurement sourcing is my business capability. Okay, now I will be expanding upon based on this. So let's try that. So these are my different product point of view categories. But also you can see all these things in our AM. So I will quickly show you the Me portal. Process Navigator. If you go there, you'll be also finding this entire thing. So we will be taking it from there because that is more authentic from SAP perspective, I'm saying, right? So we will see that from a supply point of view, how does it actually work? So this is our Process Navigator, and from here on, we will be going to the procurement side. So what I will do, I will be going to directly to the— so we will be going to the business process. And in the business process, we have so many things here. And if I go to business scenario, this is a reference business architecture for processes. And we have to filter it out. The business process is there. Inside that we have something called business process group. Okay, so we have to select the relevant one which is for us. Okay, so in this you have again there are different categories. So we have, you know, travel, tangible assets, subscription, solution services, record report planning, physical product, make to order, HR, finance, engineer to order, digital production, digital assets. Right? So which is relevant for you? Okay, according to that, you have to choose here. Okay, so definitely in this case, so in our case, this is the business process group I'm talking about, right? Similarly, you have something in general business process. If you select here, okay, so here you will be finding your source to pay, okay? Because this is coming under your— in this category which you are— we are looking at, right? So if I go to source to pay, these are the general one I'm talking about. General business process. Source to pay, idea to market, plan to fulfill, lead to cash, acquire to decommission, recruit to retire, governance, finance. If I go to source to pay here, I click OK. You'll be finding mostly all the procurement topics are coming here. You can see that. So at present, 48 processes which are again cross-industries, you'll be finding source to pay, source to pay, source to pay. For different, different industry, construction industry, physical product industry, products, you have direct physical products. And also in the right-hand side, you can see which is the product, the industry, it is relevant for that. Okay. For source to pay, around 48 we are having here. Source to pay for direct physical products. Okay. We have a direct physical, you know, field service materials, source to pay for your fresh, you know, there are different, different scenarios, indirect products and services. इंडायरेक्ट प्रोडक्ट एंड सर्विसेज। सो डायरेक्ट एंड इंडायरेक्ट बोत आर हियर। सोर्स टू पे फॉर लीज़, ओके? सोर्स टू पे फॉर रिटेल फेस। एग्रीबिजनेस इज़ अ डिफरेंट बिजनेस, राइट? एंड वी हैव सोर्स टू पे फॉर सर्विसेज। ऑल दिस हाईटेक सर्विसेज, माइनिंग सर्विसेज और ऑल। सोर्स टू पे Right? So you can see there are different scenarios depending upon which sector or industry you are focusing on. Okay? Now inside that I can also filter by. So this is the generic business process I have taken here. Now I can also filter by business capability. This is very, very important. Okay? So this is BD here stands for business domain. Okay? So BD doesn't mean your business capability. So if you see, because today we're focusing on this BD part of it. Business domain. So if you see here, inside this we have something called, you know, business area. Okay, so BD stands for your business domain. Under that we are having business area. Okay, so today in this, uh, capability point of view, if you see sourcing and procurement as the BD business domain, under that we have business area. How many business area? You can see particular scenario. Okay, these many business area we are having here. Okay, so today in this session we'll be trying to understand this catalog. So here what we are having at a procurement point of view, we have procurement collaboration, procurement contract management, procurement intake management, procurement planning and analytics, service receiving, sourcing, supplier claims and returns management. They're all, all business area. Okay, so supplier management, travel and expense management, they're different business area. Okay, so now similarly we have a different business domain. So today we're focusing on sourcing and procurement. Similarly we have a Supply chain, supply chain. We will be having different sessions. Procurement first day. Talking about. On, uh, Let me go to the my AI tool. So my AI Studio. Let me go to AI Fiesta, which I'm using it. And inside that, we'll try to understand. We'll be picking up the industrial sectors because this is where one of the area where exactly maximum projects are there. So I will be going to my AI Fiesta, and inside that AI Studio, I'll be looking to my projects. My project is here. You can see that there is something called industrial sector. What I have done is all of my projects are divided into different sectors, 11 GICS sectors. Okay, and if I go here, if you do not know GICS, watch the recording of the earlier videos. Okay, and if I go to industrial sector, we have been focusing on case studies called OmniWatts. If you have attended my previous session, this is the case study we are running in. Okay, so the same case studies we will be going further and further. Okay, and I will say that this is what exactly we will be Managing. Okay, so first of our first questions will be here. Now we are going to implement all of these SAP modules for OmniWorks. What is the best way to map this into current requirements? Give in a crisp tabular format answer. So let's see. हाँ सो स्ट्रेटजिक सोर्सिंग सेटअप रिक्वायरमेंट डोमेन वी हैव सीन दैट एंड वेयर टू स्टार्ट आलसो वी हैव गिवन मस्त कैसे वेयर टू स्टार्ट द सोर्सिंग कैसे सोर्सिंग इज़ देर देन वी हैव बिड एवलुएशन एंड स्कोरिंग दैट इज़ एसएपी अरीबा सो व्हाट स्क्रीनशॉट वी हैव टेकन हियर इज़ इफ Then we have, you know, SAP Ariba evaluation and collaboration, bid evaluation and scoring. Okay, then we have all the other things, service procurement, all these things, category management. Okay, so here what we have SAP Ariba, then we have SAP Ariba Discover, SAP Process Orchestration. Okay, but what I see is, okay, so this is what exactly we are not looking at. Okay, Omni wants to deploy the autonomous oversight of MRO, so and so. That is okay. Okay, so now what I will do— oh no, I will be going to this. This is my answers I got it, but again I will be going checking out once again. So maybe a new thread I will be checking in. So here also I will be comparing my— because certain inputs are given here as well, ChatGPT and all. Let me show you that. So I will go into my industrial sector. Industrial sector case study. So here, let me go there. It will be GIS 03. Yes, this is the one. And here I will be asking the same question. So let's see that. Which are the case studies we have seen? Let me check it out. I think the same case study we have run there also. हाँ, so this is already we have run it here, but it's okay. So we will be looking today looking at from an industrial sector point of view. So I will be running a new chat now. I will be putting the same prompt. We want to implement all these modules for our procurement sector for a fictitious company called Omni Watts. Okay, and that case study is already— we're having it. So I will bring that case study to give a context, because without context, ChatGPT will be giving you garbage. Okay, so I already have that case study with me, and we followed the 9P4B model, which actually I have already talked about. So that is my signature model, and, uh, since my PhD I have been using that. So that was my also contribution. So now let me go back to my AI, my Notion. So from there, I will go to the business domain. Let me go there. So this is my case studies. Omniworks Industrial System Limited. Inside that we have a 9P4B business transformation case study. There's a general business case study, but we'll be focusing this today. This is very specific for our case study. Now this context I will be sharing with AI. Okay, so that entire thing, it will be focusing on these areas only. Right. So let me share this context with the AI. This entire context, entire case studies, I will be going to AI and we'll be then analyzing further. So let me share this case studies. I'll be sharing this link with AI. Let me go to the Yeah, this will go directly for the DSA sector. Analyze the case studies on OmniWorks, and from that you create a table, Notion tables, which modules can be best fit, and, or is there any other modules which SAP will not be fulfilling? Maybe other outside market research you may have to do as an enterprise architect. Think about it. And check all the business problems of OmniWorks specific to procurement. Can it be fulfilled by all of these SAP products available in the catalog? Okay, so this is the kind of market assessment we are checking in, in general. Okay, let's see. So it will be analyzing the Notion, which is our knowledge management tool, and from there all the case studies we have captured. And from there it will be checking and analyzing this entire market assessment. So whenever you are working for any RFP and all, and I know if you have been working any pre-sales, those kind of stuff, it is pretty much similar exercises we do it right now. The things are very easy. You don't have to go product by product. You just feed AI and then you verify. Definitely you have to verify because it may give you answers which is not relevant, right? So that is the best way to check it out. And those who are beginner, I will highly recommend if you are starting your career, if you are interested in a career in a procurement and all, I highly recommend there's a lot of learning journeys and you go to learning.sap.com and inside that you have to start browsing. So these are a lot of free courses available, by the way. You can go here and check spend management here if you want to learn product by product. Okay, so intelligent spend management, in here we have a lot of things and if I log in here This is my paid learning hub, but in the free also they offer a lot of content is free. Okay, only thing is certifications and live classes if you want to attend, you have to pay for it. Okay, otherwise SAP has given a lot of content these days free of cost. The only thing is you have to take an action. Okay, this is the first course you should do, Discover Autonomous Spend. Then we have a Next Gen SAP Ariba Sourcing. These are all leads to achievement. That means without any payment you will be getting. These are beginner friendly also. You can see that it's written beginner, beginner, beginner like that. Okay, so we have a daily discovering autonomous spend, introducing next-gen Ariba sourcing. So these are the course second course. This is a 35-minute duration. Autonomous spend will 33-minute duration. Then we have introducing SAP Ariba next-gen buying and invoicing. It's a two-hour course. Okay, again it is having a free day to achievement. Okay, then we have exploring autonomous finance. Okay, this is a little bit of a towards the finance part of it, but this topic is a little bit of a Uh, you have to have understanding a little bit of finance as well. So for that reason, otherwise it's typically part of the finance module. Okay, so these are 4 courses I highly recommend. Okay, how many of you are committing that you are going to finish all before the next, uh, Thursday? Okay, if yes, yeah, so you just, uh, you can tag me after finishing it in the LinkedIn. You already know my LinkedIn ID, or you can search me. I'm pretty much active there. And after doing that, we just— then there will be a special gift for you. For those who are doing that, okay? So you just finish and you can let me know. You tag me and according to just direct message me, okay? Then I will give you digital gift for you, okay? So for that, you just need to. This is my LinkedIn account, okay? I'm very much active there. You just need to go and tag me after doing that, okay? So this is how exactly I'm very active here. So you can just tag me after doing completion of this activity. So this is a very important activity exclusively for people who want to make a career in the procurement segment. Okay. And SAP is a very good, you know, I will say platform to start with. And those who are working as an end user or business user, right, in the procurement space, okay, it's the right time for you to move towards AI. Okay. And AI-driven, AI-powered procurement. Okay. So you can also mention. So In your career resume, just like I have mentioned AI-powered enterprise architect, so we can mention AI-powered procurement architect. Okay, okay, procurement consultant, whatever maybe. Okay, so there are many things there, but this is what exactly you can always aspire for. Okay, as a career transformation point of view. Okay, and this is a good point to start with. These are curated. Okay, these 4 things. Okay, I am expecting that all of you should finish it. Okay, so now once it is done, Okay, we have a product pointer. If you talk about SAP Ariba, Concur, Fieldglass, Business Network, and this SAP Integration Suite. So these are 5 things you'll be having capabilities from, you know. So SAP Ariba, if you go further, you will be finding all the modules. SAP Ariba is again having 5 things here. SAP Ariba Procurement, Sourcing, Ariba Spend Analysis, Ariba Contract, SAP Ariba Supplier Management. It itself is a learning journey. And you will be finding all the details, your cloud onboarding for this. So this is a 3-hour program. This is also a latest achievement, by the way. Okay. So I'm also bundling this also, maybe, and then we will be going for all of this program. Right. So this is a very important, I will say, from a learning journey point of view. Everything is systematically there. Okay. So SAP Fieldglass, if you're going for, similarly, they have a learning journey for that. So this is your, again, comes under Intelligent Spend Management. There are also Fieldglass we are having. We are having again the lot of leads to achievement. Wherever it is showing leads to achievement, you have to finish that. Okay, so these are all self-paced, okay, self-driven learning. Okay, I'm sure you'll be understanding a lot of things here. It is very fun and also a lot of demand also you'll be finding here. Okay, and these are the different different certification program they are having it. Okay, SCA certified, this is certified, uh, SCA field class, contingent workforce management. Okay, so this is your exam. Certification exam. Okay, nowadays this is, I think it's, uh, they are opening for, if you go here, so these are the field glass exam. Okay, so yeah, certification assessment if you see here, right? And all these exams you'll be finding here. Stay certified, this is stay certified exam, that's a Delta exam they call it, right? Similar, these are stay certified exam, okay, not your regular exam. Otherwise regular exam is this one, these are the 2 different regular exams. Okay, SAP Fieldglass Continued Workforce Management and SAP Fieldglass Service Procurement, the 2 modules. Okay, and inside that, if you go here, everywhere they have given a 60% pass score nowadays, and then the exam is 2 hours. Okay, and these are the different checklists we are having it, and this is scenario-based assessment based on a scenario, and you can see the details part of it. This is an AI role-play exam, right? So this is the way you don't have to any— I mean, there is no MCQ-based exam these days. You have to have a practice This is a kind of AI-based assessment powered by Udly AI. There's a tool called Udly. SAP has been using that tool, and based on that you have to choose. Similarly, SAP Fieldglass Service Procurement, also very similar thing. You can see this is also a kind of scenario-based assessment quality. Okay, again, you can prepare accordingly. You have a journey for that, and this is how exactly you can proceed here. Okay, so this is what exactly we are having it from here. And now going back to the, our A tool which you ask questions only one point of view. Now you can see that this is what exactly the notion table we got supplier management. So the core area, okay, and the supplier risk and performance, strategic sourcing, and they have a direct material procurement contract, category management, guided buying, business network, procure to order, invoice payment execution, external workforce. Travel expense, all these things are your thing. And there are certain things which are not primary and you just categorize it. Okay. So now how would you actually architect these things? I would architect OmniWork as SAP Spend Management Core, SAP ERP Finance, SAP Supply Chain Manufacturing external ecosystem rather than everything. Okay. All of these things. Okay. So these are different, different adjacent domain also we can see. So this is fine. This is perfectly fine. Okay, now from this point of view, this Omniworks point of view, this case study is talking about this entire procurement ecosystem. This is what exactly it has brought in here. Okay, so now what I will do as a next step, as a next step, what I will do from this, we will be going to that map. If you remember, we're talking about that business process map, right? Business domain, business area, and from that we are having a drawing that business capabilities and all of these things. So we will be capturing that here now. So let's see. Let's go to that once again. Okay, so we came to the signal view. And from here, if you remember, we have selected business process. What? Your source to pay here. I will be selecting that. Click okay. And from there, capability we have chosen one of the capabilities. Okay, so now you will be having one of the capabilities. We're picking up one of the capabilities here called sourcing, and this is a business domain they call it. Okay, and when we under that, we're having this much. Okay, so now we'll try to decode it from here. Okay, so now let's see. I am decoding this entire thing from Signavio point of view. So looking at from both angles, SAP Signavio as well as Clean IX both point of view. These are the process point of view. Okay, so now I will go to AI again. From SAP Signavio Explorer point of view, which are the relevant business domain, business area? For only walks and why? SAP Signavio. Okay, it is not going to capture it. Process Explorer. Why? Business domain, those are captured by a BD, and business area BA. Okay, so let's see that. Okay, so here we are seeing the sourcing procurement, right? In the top we have seen, and inside the business domain there are specific business area. Okay, and we are actually going to talk about that. Okay, now the hierarchy, you can see this is the BD, business domain, and inside that we have a business area like this. Okay, now why each BA matters to OmniWorks? Okay, so they're given justification based on the case study. So I'm not going to read it out. So those who are watching, those are commenting in our, engaging in our YouTube or platform, uh, I will be sharing all of these notes with you. Okay, so this is notes. So anyway, uh, I will be uploading in our platform as well. So now going back to the next part, okay, we talked about this part of it, right? So agriculture not relevant for here. So we have relevance, uh, what are the relevant thing, you can see that. Okay, for our case studies. So for our case studies, point of view, we have relevance is this many topics. Okay, so let me check it out which are the one. So our point of view, sourcing, supplier management, these are very, very important. So I will go here, sourcing. So we'll focus on the sourcing, let's say. Okay, okay. Now here comes your capabilities. Okay, so under sourcing we are having the BC. BC stands for your capability, business capabilities. Okay, so now under BA you will see that Under sourcing, we have business capabilities. Justify what, why, and how of all of these business capabilities and their relevance for OmniWatts case study. Under sourcing, I will say. That is the business area. We have business capabilities. Those are designated as a BC. Justify the what, why, and how of all of these business capabilities and the relevance for the OmniCase case study. In, in Notion table format. Okay, so let's see that. So this is what exactly we're expecting in our today's that session, right? So if I go back to the our session topic, we are in the slide, the studio. If I go to the studio here, we're talking about the PPT. If I go here, expand it, this is what exactly we are seeing. Okay, so this is not the one. Business architecture and capability mapping we are talking about, right? That will be— I will be exploring today. I will be showing you here. So now going back to the AI, what it is saying to us, it is still updating, updating social capabilities notion table columns. Okay. I have integrated ChatGPT Cloud everything to Notion. So for the reason, the notes, whatever I'm maintaining, right, it will be directly also updating in our notes also. So you can see that open the update OmniWorks procurement fit gap matrix. Okay, so I will check it out. I will open the link here now. So it has now updated my Notion, which is my knowledge management tools, you can say. And let me open that. So it will go there and it will be updating that particular table. OmniWorks procurement, SAP spend management, fit gap matrix. Okay, this is very, very, very, very important here. You can see So now I don't need to wait for an Excel sheet and all of these things is already have prepared for me. Okay, only thing is I have to see this entire table. Okay, which module is supporting, which is a core, which is a partial. Okay, this table is ready. Okay, I don't need to structure it anything directly inside my workspace. This has been generated. Okay, if I want any different view, I can do that, but for now it is okay. Okay, so now I will be simplifying this table, and based on that I will be working on. So you can see the business capabilities has been already mapped here. Okay, these are different business capabilities. So you can supply awarding, supplier RFX, supplier, all of these things you can see. And these are the business. Okay, these are the actual business capabilities here, and what is covering, and what are the target processes, everything it is. You can find out here. Okay, so now based on this, I will go to the next prompt. I will be going to my AI. Let me go here. Okay, so this gives us a strong foundation for the next level. So business capability, business process, then SAP solution scenario, solution process. Okay, so now before we complete that, I will be going to the next step. Okay, so in this table we are finding How many are there? 4, 3, 7. 7 business capabilities, right? So if I check my Notion, yeah, all the 7 are covered here. Sources of supply management, cost control, culture, awarding, all these things are here. And this is very particular about the sourcing segment of it, sourcing business area of it. Okay. Now after understanding the sourcing, what else we require? We have to also have— also what you can do, you can check it. So we will not be going deeper today. So we'll be going for, for a particular basic capabilities and we will try to map it inside our LeanIX tool. Okay, so I will focusing on this today only. I will click okay. Suppose if I'm going to show this, click okay here. So on only those area we will be focusing on. These are different capabilities, and based on that we will be focusing on that area. Okay, so now here also we can segment it, but at present I don't want to do those. What's the classification? But this is what exactly I would be going here. Okay. So let's say source to pay. These are the selections we already done it. Right? And these are the different sourcing point of view. This is what you have done it. Okay. So now central source, supplier awarding, supplier proposal, execution, preparation, execution, evaluation, execution. Everything is there here. Okay. So now what we can do for any of this. So we are talking about we have taken a Example of industrial sectors, right? So I will be talking about general one first. So sourcing to pay for central procurement if you are doing, right? And let's say this is applicable. So filter-wise, we can also filter industrial sector here. Okay, so here we have industries. Industrial sector will be covering your aerospace, defense, those automotive. Okay, those usually coming under industrial sector. So what we will be doing here, we will be again filtering here. By sector. Okay, industrial manufacturing, let's say I will picking up. Okay, so let's say I will say otherwise if you're getting confused, I would be saying pick up the industries and ask for GICS 03, especially the GICS industrial sector coming under which which are the industries coming up. So we'll be doing an AI activity here like Omi works. OmniWorks will be best fit for which industry or sectors based on this diagram as per the GICS industrial sector taxonomy? So let's see this, which industry. Okay, no, OmniWorks. Let's see. Meanwhile, those who are attending the session live in our platform, so you can go back to your attendance and you get points for attending today's session. I'm just going to activate your attendance from our system. And those who are watching live, enjoy your session and rest of the day. And if you want to join the sessions and or in bootcamps and Basecamp hackathons. So stay tuned till the end. I have something special for you. Okay. And I'll be announcing at the end of the sessions today. Okay. So now having said that, so let me go back to the workshop. The attendance is ready. Now what I will do, I will be going to my Notion. I'm going to my platform. And yeah, so now this one, OmniWorks, is the industrial fit point of view. Okay, it is procurement sourcing directed against the SSO, and so it will be primarily using industry group. Okay, specifically it will be coming under machinery, electric equipment, aerospace, constructions. Okay. As infrastructure. Okay, okay. So now explicitly include so-and-so recommendation will be industrial. Yeah, automation, which I was talking about. Industrial machinery, industrial electrical, high compliance engineering, constructions, trading companies. Okay, okay. So this is what exactly they are talking about. So now from industrial sector point of view, they are asking us to Go for— I would not— okay, okay. That means I recommend using, okay, industrial, then machinery, and electrical. Okay, so let's say we will be focusing on, uh, okay, for this case studies we will be focusing on industrial machinery one, machinery, and this one. Okay, so I will go back to mine, the filter. So let me go to the filter here. I'll be choosing the machinery part because that is a— as for our case study, it is the best fit for our thing. Okay, so, uh, where is that? Machinery is not here. Made in India is not here. Okay, then we can choose which one. Engineering construction, this one. Now let me check. From the screen sort, which one I should choose? So let's see that. Okay, it says industrial manufacturing. This one I will be choosing again. Click OK. So then we are very particular about this. Okay, we already have chosen this particular sector. Okay, so there are 16 processes we are having now. Okay, and based on that, we will be filtering further if it is required. Okay, so now Okay, so this is what exact processes and we are focusing, and we are also focusing on particular sector, industrial manufacturing. Okay, so already we have selected, but it is not applying. Let me check why it does not apply that. So I think from here still we can apply industrial टोटली इंडस्ट्रियल फिनिशिंग लेट्स से, ओके? सो सोर्स टू पेपर डायरेक्ट फिजिकल प्रोडक्ट्स वे लुकिंग एट, ओके? सो लेट्स से दिस इज़ द वन पिकिंग अप Okay, okay, we can see this is the source to pay for direct physical products. And for this particular scenario, okay, we have to understand this part of it. Okay, so we have to also understand the value flow. So this part we have to more detail part of it. Let me then we will be going to the other part of it. Okay, so we can see many things are here value flow point of view. So we will try to first of all you can see here we have a segment business activity business capabilities. Okay, so let's try to understand first of all what is the segment? What is the business? Activity. If you're going for business activity, you can see like this. Okay, if I'm expanding business capabilities, it will be looking like this. Okay, and this is the way you can basically identify how these things are maintained here. Okay, entire thing you can find out in detail. Okay, everything. Okay, and this is for one industry, one particular process variant I'm talking about. And this is for purchasing direct materials through purchase order, PO. Direct materials are those that directly use in the core operations of the business. For example, raw materials, components used for the production. Okay, so this is the scenario we are having a plan to optimize sourcing and procurement. So inside that we are having this. Okay, so now we try to understand this part of it. We will be listing it down. Maybe I will be using Gemini here a little bit. Let me see if it is capturing the entire thing for me. I will be expanding everything for you. Map the entire business capabilities, business segments. What is that? I forgot. So we have something called— let me go back to here. Value flow, value flow point of view. Just give me a minute. I have to segment. Yeah, this is the way. Okay. So again, if you go before that, maybe you can utilize the Jules also. Okay. So if you go here. Expand up to this segment, business activity, and business capability. Okay, so here, this is the way the flow is. We have entire thing, business capability. We see all these are business capabilities. Okay, so now if you go further, let's say I will be focusing on this area, develop spend strategy. You can see here, okay, there is an FPQC linkage which you will be seeing here, BD, BA, BC, which I was talking about also, right, earlier. So these are different BD. BD stands for sourcing and procurement business here, business domain. Then we have a business area, and these are different business capability. Okay, how many business capability? 6 business capabilities here. Okay, these are different business capability it is focusing on, right? Develop spend and strategy and plans. So if I go here, plan to optimize exclusively this one. Okay, under sourcing and procurement, we are focusing on And this part, procurement analytics is one business capability. You can see that. Then we have, what are the things? Okay, spend category planning. It is there. Yes, it is also there. Spend classification and enrichment is also another business capability. Spend data analytics. Okay, so I can see these are the different business capabilities here. And if you go to the next level, Okay, we have something called business activity. Okay, so business activity means here you are seeing analyze an organization spend profile, plan spend. So we'd like to understand how exactly you are capturing business capability can do that. But from a sourcing and procurement point of view, how do I capture this thing in LeanIX? Okay, so we will see that because that is understanding. I want to map it in SAP LeanIX for OmniWatts. How should I do it? How do I maintain segment business area? Maybe that is the question. Segment business area. Business capability is very clear. Okay, but here what they say, BD, BA, BC, right? Business domain, business area, business capability. So business capability, we're very clear. Okay, but business area and business domain, how do I mention that? Okay, so this is the one question we may need to ask. Business domain segment. Business area. And another thing which we have seen there previously, BDBABC we have seen. And yeah, segment business activity. This is a business, not business activity here. So this area is different, business activity is different. Okay, so In this context, what is the business activity? You can see that this is a segment. Then if you go to business activity, these are business activity. You can see plan spend, analyze operational spend. These are the different business activity. And if you go further, then comes the business capabilities. Okay, in this way you can understand this. Okay, so plan to optimize sourcing and procurement. This is at the top. Okay, and we will try to understand this very carefully because this is very, very important. I will be collapsing this, all of these things first. Okay, we will be going at this level, then we will be going to the next level. Okay, because this is very interesting and also you need a deep understanding all of it before you go to the configurations and all. Configurations are super easy. So I will be capturing for now this much. So I will be also a little bit zoom out, zoom in so that entire page will be captured in a single thing possible. See that this is the entire sourcing and Source to pay for direct physical products. Okay, I think it will be capturing. Yeah, so it's the 50% zoom page. Okay, so I will be putting the entire picture and I will be scanning through AI. Let's see. This is my expand to at the segment level. Okay, so at the segment level. Okay, so I will not be expanding anything. I'll be collapsing everything. Okay, so let's try to understand this today. This entire thing I am capturing from SAP Signavio Process Navigator. Source to P. And this is the entire thing I will be capturing. Let me go to my tool. Business area, business activity, business domain, business segment, business area, business activity. What else we have in this which we do not have in LNIX, or we have not seen that? Segment we understood, business area we understood, but anyway. Let me check once again here. Yes. So if I go further, you are looking at the screen. This is the one, right? And these are the different color code they have used here, but I don't see any example. This is supply point of view, again tagging. And if I go to the capabilities part of it, this is how exactly they define. The description. This is the capabilities. Okay, so now for this particular thing, we will be capturing. Okay, so they have given some information here. I'm looking at a bookmark it and further information. Okay, so here they are actually categorizing like this. Okay, so there are certain things you can see color-coded. Okay, so green color are all related to the supply part of it and corporate function. So mostly the orange color what you see, all the business processes are categorized by different enterprise domains. Okay, and they are like your product and services. Okay, and customer, supply, corporate, like that. Okay, you can see for the reason we are seeing a different color. Supply means all of these are green color, whatever you are seeing, right? And whatever the orange color you are seeing, these are coming from corporate functions. Okay. So sustainability is account payables, receivable, definitely, which is your corporate function of finance. Invoice to pay, manage international trading operations, this is the part of a corporate. And remaining, you have supply here, whatever you are seeing here. Okay, so that makes more sense here now. Okay, so again, I will be putting a color code now here, okay, to make it more understandable. Okay, so meanwhile, I will be giving this also the feed. Okay, so Another feed I will be giving here is with that entire screenshot. Okay. So how they are seeing here is business area is a kind of a functional area they're talking about, and segment is where in the process flow business activities— how is the work performed? Business area, business activity, more like a process, I think. So X separates the capability model from the process model. Okay, discovering the reference architecture content. Okay, so they have given a detailed part of it. You can go and Learn about it. There's a detailed content for discovering the reference architectural content. Okay, how do you really check all of these things? Okay, so in this entire thing they talked about this business architecture, solution architecture, and how they have divided all of the things. Okay, so here enterprise domain, they have a business domain inside the business domain, which is we are talking on a BD, right? And then we have further classifications. So they are following it. They say Reference business architecture, reference solution architecture following Epic QC, business process model, we have business capability model, and reference architecture point of view. They have like this business domain, business area, and the business area consists of business capabilities, and it is realized by solution category and solution component. Okay, so this is how the reference business architecture looks like. Okay, and your end-to-end business process, we have a business process module. Business process segment, then activities. Okay, so this understanding is very, very important here, irrespective of whatever module you are looking at. Okay, this is a reference business capability model exclusively for the supply fulfill demand. You can see we have sourcing and procurement, which we are talking about today, and under that we have, okay, enterprise domain, we have BD, BA, BC. Okay, exactly the same business capability model they're following. Okay, business domain, then my business area, business capability. Okay, and this is for the— you can see this entire picture here, business capability model, how it actually has been designed. So this is very, very important to understand. They are following Epicurus standard. Okay, and, uh, business process model, business segment, that this is how exactly, uh, they have divided. So it is a must for everyone. To understand the entire end-to-end business process, this module. Okay, so we cannot ignore all of these things. You can also check the reference business and detailed solution architecture inside it, and this is the way the business architecture works and the detailed process models, Signavio point of view, and you'll be finding very detailed. Okay, this is what exactly I highly recommend. Look into it, and you'll be finding all of these things in your in this particular course, SAP Enterprise Architecture Foundation. And the reference architectures, a lot of reference architectures we'll be finding, okay? And definitely that will be helpful for you. How do you really refer the architecture content, okay? And this is also the methodology point of view they have given us, uh, how do you really use it, okay? Business capability process, data object, business Close. Okay, this is the thing we are having here, and they're following TOGAF, but they've customized it based on our requirement. So I think this is pretty much they've covered here. So I'm not going to the TOGAF angle of it, but at least you should be able to relate to it, difference among all of these things. Okay, so business activity is a process. So let's see, understand it. Business activity, is it a process or how it is? What is the difference between a business process and business activity? Business. I would like to also understand the value chain, value flow. Value streams. Give me image which covers all of these terminologies. In one single image with example from Omniwatch case study. So we like to understand that. Let me share. So this is the reference architecture which we are talking about. Now we will be going too deep here. These are your what? As I told, these are at a segment level. Okay, no, it is again a segment only. You can see they are still segment only, right? We have not gone to the business activity. So business segment, what we have understood? Business segment is all about what? Again, I'm repeating. Let me go back to the main. This diagram is very important. Where in the process flow? Okay, so the process architecture, we have a business architecture, and inside that we are having business capabilities linked to process architecture. Inside the process architecture, we are having a segment. So where in the process flow? Okay, and that is what exactly we like to understand here. So now this is what exactly from strategy to execution we would like to understand. This is a very, very, very important diagram. Okay, so we understood the value chain. Okay, end-to-end set of activities that deliver value to customer from supplier to end customer. Then a value stream. Value stream is nothing but a sequence of value-adding activities that delivers customer service. Value flow is high-level view of how value moves across major stages, often used in signal flow. We have then business domain, business area, business capability, business process, process segment, okay, business activity. So in this entire thing what you see here, okay, and we are looking at— this is very, very important. Understanding point of view. Okay, so there is omnichannel value chain. There is a value stream. Value stream is starting from plan to source to make to deliver the service. Value flow means actually how we are getting the value. Value will be ending at pay. Once you get the payment, then all your value will be doing that. Business domain is your major business area. Okay, from a strategy and architecture point of view, then we have a business area, functional area. Business area is more functional. Sourcing is a business area. Business capabilities, what the business must do, right? Then, okay, I think the segment they have not mentioned here. Okay, business process is sequence of activities. Process segment is a logical grouping of activities. Business activity is a specific task or step. And then you have application, data object, all these things, right? So now I would like to understand also what is the segment then. Okay, so this is what they have not covered here. Okay, in this particular case study, so I will be going for the detail. Let me see. Yeah, this is the diagram. And segment comes under what? It's a process architecture. Okay, so this is a segment we are focusing. So I will say this is a segment. And what also they were saying, this is what exactly they were saying. So I will be also emphasizing that all the business processes are categorized by different enterprise domains. Okay, so we also have to emphasize that. Okay, so now I will say these are all segments. Okay, so these are the different segments. No images, but to ensure these are business segments, how do you really manage this segment? So your process segment is process segment is same as the segment whatever we are seeing in this diagram. Please clarify. So we have seen these are— it says logical grouping of activities. Okay, that means evaluate responses. This is a logical group of activities. Okay, and activities are like specific tasks and steps, and they are actually saying, okay, or these are business segments. How do you really manage the segment in SAP Linux? Or we skip it. I will not say we skip it. Even process segment is the same as segment. We have seen this diagram to clarify. So let's see that. This is very interesting, but at the same time confusing also. Okay, if you're doing for the first time from an enterprise architecture point of view. I'm not talking about the configurations and all. So from another angle, we're looking at today. Yes, the segment you are seeing in your SAP Signavio is the process segmentation level. This is the key distinction. This was missing earlier. What your screenshot is actually showing, plan to optimize sourcing and procurement, develop this, this value flow. Inside that, we are having this, so on. When you click expand to segment, Signavio is showing the business process segment decomposition. Okay. Yes, the segment in the diagram corresponds actually conceptually to a Business process document, business process segment. Okay, SAP reference content explicitly classified objects such as acquired asset as a business process segment, which confirms that business process segment is a formal process model sponsored SAP reference. Okay, so if you want to refer back, there is a detailed part of it. Okay, I think this blank is— link is broken. But anyway, this is what exactly they are referring here. This is more of a process angle. Okay, so this segment we need to understand how do you really manage? Okay, how do you maintain it enough? Suppose if we're talking about value flow, value flow is your plan to optimize sourcing and procurement. Business processes, development strategy and plans. Business process segment is this. Business activity is this. Business capability is this. Okay, and business activity is not a simple another name. So these are two different things. Okay, so what must— okay, business process segment is what we are saying. Business process versus business activities. This is a journey. Business process is a journey, and activities are meaningful piece of work inside that journey. So let's say you're having executing supplier RFX, and inside that we're having something that is a processing. So in this way, we have a process segment, and inside that we're having different, different business. Activity. Okay, so process is equal to coordinated end-to-end work. Process segment is a logical chunk of that process. Activity is a particular one. So in this way, we will be seeing in this entire category like this. We have a top value flow, business process, process segment, then we have activities. Okay, so, and how actually LeanIX we are going to maintain? Okay, as if Signavio is a process management tool. As the next enterprise architecture side. So integrations, okay, so and so the process repository, so and so. Okay, so how should you manage in the LeanIX point of view? Let's see that. This is what exactly the business domain, business area, BD, BA, BC. We have a business process, it is managed. Business process is actually managed in your Signavio. I think for that, from that angle, we don't need to worry about it. Because it will be maintained here. So LeanIX will be talking about this part: business capability, business process, applications. Okay, and segment. Segment is a process model decomposition level, and we do not do that. Okay, do not assume a segment is equal to standard business capability model. Instead, let Signavio remain the authoritative source for process decomposition where possible. LeanIX would consume the process information provided by the enterprise architecture context. That avoids the 2 competing Process taxonomy. So we do not have to maintain here in this context. Okay, so now our value flow versus value stream. If we talk about value chain, this is a broad enterprise economic chain. Then it describes overall system of value creation, and under that we have value stream. It is specific, like deliver industrial equipment to customer. Then under that we have value flow. This is what exactly— okay, value chain, value stream, value flow. Okay, and another thing I'm not hearing this entire thing is the value of stage. Actually, there is another thing called value stage. Okay, I forgot to add value stage. So add value stage and give a comprehensive overview of it in a tabular format. Is there anything I missed out in this taxonomy from SAP Linux and SAP Signavio point of view? Or in general, from an enterprise architecture management tool perspective, as well as a process— business process modeling tool point of view in general. So let's So SAP separates business capability model to a business process model. That is when that makes sense. So comprehensive TAC, you'll see the taxonomy point of view. We have strategy at the top. Okay, what we're trying to achieve, what value to be, you know, there's a layer actually. There's a strategy layer, there's a value layer, there's a process layer. We have a business architecture layer. Process architecture layer. We have application architecture, data architecture, organization, technology, integration, execution, transformation, and execution. So these are different layers, and complete enterprise architecture taxonomy is simply domain to area, business capability, business process, business activity. So this is what exactly we are focusing on, and this is the way this entire— for only what's Case studies point of view, this is what exactly we will be bringing, right? So now we have value stage, value flow, business domain, business area, business capability, business activity. I think they missed out again. No, business activity. No, so it's fine. That's perfectly fine. The crucial, this value stage and process segment, value stream, break down a value stream, value stage will be dividing into that. This is how you understood already. Process segment is a different thing. Therefore, don't mix these 2 hierarchies. So we have business capabilities hierarchy, business design. Value flow, where it is fitting in, it is not interchangeable with value stream. Okay, in second, value flow is being used for high-level organizations. Then we have all these things. Okay, value chain, value stream, value stays, and value flow. Okay. So these are things how actually we'll be understanding from that point of view. Capabilities, we have process perspective, we have all these things. Now this is what exactly we now understood here. Value stream, value stage, business capability, business process, process segment, business activity, application, and data. This is the overall architecture model for OmniWorks. And Okay, business value propositions. This is perfectly fine. KPI, business service, business event, business rules, requirement, architecture state. Okay, so in this way, this is the entire thing they already covered. So it is pretty much straightforward. I can see it is already done. So I think this is what exactly we are covering here. Strategy is defining the why. Value is defining what value we're creating. Capability is defining what the enterprise must be able to do. Process defines how work is performed. Activity defines the work. Application and technology enable it. Data flows through it. Transformation changes it. And value stage sits between the value stream and enabling capabilities. This is the missing piece that marks your OmniWorks taxonomy sustainability. Also, I would like to add Add business activities also here and combine everything based on OmniWorks canonical meta-model and give me an overall meta-model of OmniWorks from SAP LeanIX point of view in ArchiMate format. Diagram. Let's see. So we are having different layers: strategy, value, process, business architecture, business process architecture. Solution, data, technology, transformation, performance. So OmniWorks ArchiMate style meta-model is this: strategy motivates value, value requires business architecture, business architecture enables the process architecture, process architecture is supported by application architecture, architecture— application architecture uses or exchange data between data architecture. Implemented on technology architecture. Then this is the overall way. This is ArchiMate style rather than this. Now put the Omniverse example into it. Okay, so this is what exactly we are having, this diagram, ArchiMate relationship. So we are having already this diagram. Now where recipe in IX fits in, this is the way. Okay, now I will say that put all the things here in this mental model into a diagram. So out of this, capabilities, application IT landscape will be maintaining SAP Analytics. Business process, business process hierarchy, activities will be maintaining SAP Signavio. Implementation requirements, testing, deployment, all will be maintaining in the SAP Cloud ALM. Then any kind of canonical semantics and governance, we will be putting in the EA governance layer. Okay, so SAP's current agentic toolchain is exclusively maintaining all of this thing. Okay. So now I will need an image covering the ArchiCAD format of OmniWorks to present everything so far we have discussed in a diagram, in an ArchiCAD model diagram. Okay, so let's see that. So meanwhile, we'll be opening up our SFL NIX and we'll be looking at few things there. Whatever the already we understood from this diagram, what are our business capabilities, only those part we will be focusing on, not the entire thing. So let me go there. This is what exactly we are looking at, right? And if I go for the— this is the— we are talking about the segment. These are the different process segments. There is many assets referring here, and the segments are further divided into your— so segments, uh, we do not have to maintain in the, uh, LeanIX, what I understood. But if I go to the business activities, uh, these are again— we have— let's see how it exactly looks like. If I selected develop brand strategy and planning, and this is the develop spend, develop spend strategy and plan. So this is the business process you can see. By the way, they're also, they're saying the business process only. Okay, I can see that plan to optimize. Okay, similarly, if I go to source, develop spend, and okay, similarly, analyze, analyze the organization spend profile, right? If you go here, they are of mentioning it as a business activity. And also there is a reference link, I can say that FPQC, even that is the link which you are following here. Go to that FPQC framework. Inside the framework even they are talking about this particular number. Okay, so they also follow the FPQC standard. And if you go to the FPQC standard, they are saying, uh, this is mentioned as a, uh, 10285. That is the FPQC code. Okay, so let me see that. Ctrl+C. FTQC. There's a number. Let's see what does it mean. This comes under supply chain procurement operational tracking tree, and it means analyze organization spend profile. You can see they have strictly following that. Okay, so in this way you put— this is an active 10285. Okay, this is an Analyze Organization Spend Profile. Okay, you can see that, and inside that you will be finding all the details. So even there is a process framework, and if you go inside it, if you search for that file, you will be able to understand now Supply chain point of view, where exactly this is fitting in? This is for an entire thing. Say Ctrl+F, 10,285. So I think this number may not be— I may not be getting directly because it's very low level. Let me check it out. This one I will close it, not required. So this is the one entire process framework, and inside this, okay, so I will be showing you in our map. Okay, we already have it inside the supply chain. If I go to the lab here, inside our Process Excellence lab. You will be finding all the details here. Let me go to the lab inside the process framework. This comes under your part. Okay, so 10,000. So I can find the number here, 10,000. I'm just telling you how you exactly find this number. This is the following efficacy, 10,285, right? So this is the linkage. Okay, I do not see here 285, right? 10,285. Yes, 10,285. Okay, somehow it is— I'm not finding it out, but it will be coming under what? Spend. So meanwhile, it is already now planned here. You can see this is the diagram we are looking at in our case studies. So this is pretty much covering entire thing. We have a strategy, value, business architecture, process. They have a 7-layer, right? Application, data, and technology. So we are all of these things we are having here. SAP Datasphere, all those tools. And from an architect point of view, this is pretty much good. From a vision, that's a drive strategy, outcome, KPI, initiative, requirement. Then we have governance, principle, policy, risk, compliance, architecture, roadmap. This is a typical archimedic diagram. Okay, value proposition, value chain, value stream, value stage, value, then stakeholder. Then a business architecture layer point of view, where business domain contains business area, contains business capabilities, this enables the business service. Okay, so same sequence also we have seen there, right? BDBABC. Okay, business domain, address domain, by the way. And we are having the business activities here. Okay, and organization role, business role, business event. Process layer point of view, value flow, end-to-end business process, and business process module, business process segment, business activity. Then we have activity examples, right? So this is how exactly— now after that we have solution capabilities realized by application, text boxes with service interface, and all of these things. So this is the actual thing from an ArchiMate point of view, okay? So now what we're going to do here, the next step, this ArchiMate diagram which we're looking at, I will be recommending that you go through that and identify. So meanwhile, I will be always, I will be definitely downloading it. Already it is publicly available. And the latest version you have to download. This is the, no, this is the old version, by the way. This is the 2024. Okay, go for 2026 version. You can just find it out, APQC 2026. Okay, and inside that you will find the latest one. So meanwhile, our man and the cat. So we understand how do you really go through it. Okay, I will be showing you because I already have mapped it already in our platform. Okay, so for that I have to go to Manage Supply Chain. So if you go to our Process Excellence Lab, once you're having a platform access, so inside that we have something called Manage Supply chain for physical products. Okay, this is one thing. And yeah, so this is the 4th one. Let me check if it is the one. Manage supply chain. Then we have procure materials and service. Yeah, this is the one. Procure materials and services. Then under that we have manage suppliers. So this is the one, I think. No, this is procure better service and develop sourcing strategies. Okay, develop sourcing strategies. Develop category plan, providing sourcing governance. Okay, develop spend profile, organize organizational spend profile. This is the one I think. Then other than that, this is a different one. 4 points. Select supplier. These are specific suppliers. Then we have a process point to the order materials, approve supplier quotes and all. Then we have supplier management. This is supplier management. This is the sourcing governance. Okay, so I thought this is not the way. Process rule plan for align material plan on this thing. So let me check it out for the Okay, I already have downloaded earlier. Let me check it out. I'm having that or not? FPQC. No, I have FPQC 2026. Excel. If I'm having it, let's see that. So we can download it from here directly. This is the latest one, 2026. Now we can simply go here. There's a PDF format of it, and yeah, so cross-industry. This is the taxonomy. I will see this. Let's see that. Okay, so I think it is asking for details. This is the PDF one I will be getting here. Excel one, yeah, this is the Excel one that you're talking about. And for this also I have to— okay, process, function of product. So there are industry-wise also, they're given here in detail. If I go here, you know, Let me put my name once again. Okay, I'm already having an account for it, so I don't have to go through this. I have to go to the industrial sector only. In general, I will be keeping it very simple. Anything I create here, you know, machinery. So I may have to directly log in and no, I will skip it, skip it, skip it. I will sign in. You already have an account, so I need to check it out. So let me— okay, so you can download it here anyway. So you can go through this, uh, we can check it out. Okay, so you can freely download, so it's not a problem. You can verify this. The idea is how do you capture all of these things and map it? Okay, so after you get it here, the next step is here to understand at the next level is we will go further. Okay, so these are different segments we have seen it, right? These are different. Okay, we have expanded up to segments, segment and business activities level. So business activity, this one. Okay, we go for collapsing everything. And you are expanding to segment only, you will be getting much this much. Okay, if you go to segment, these are all expanded to segments. Okay, wherever you can see, this is a kind of a diagram process segment. These are not different process segment. Okay, everywhere we have expanded till the segment. Okay, this is also everywhere. Okay, segment only. All the space, these are different different segments. Is a process segment from what I understood, what we understood from this entire activity. Entire thing is this is segment. So I will say that maintain this all this business segment in a table. Maintain this business segment or business process segment. In a tabular format, in a layer format, in a Notion table. Okay, so it will update that in my Notion. That point of time we'll be checking in. But another key item, key things I have to understand is once we understood, so plan to optimize sourcing and procurement, this is the segment. Okay, and we have done what? Develop spend strategy and plan. So for everything we have to check The corresponding capability BDVABC, BDVABC everywhere. Okay, you go to the capabilities, it will talk about that only, and in description it will say that evaluating the spend profile that enables planning for procuring materials and services. So all of your homework is today, go to this diagram, go to this map. Okay, this is the reference business architecture hierarchy panel. Okay, inside that we have a reference business architecture business process hierarchy details. Business process value, all the things we're having it. Okay, so if you go to individually, so develop spend is a develop spend and spend strategy and plan. This is the one. Okay, then we have a source to contract. Inside that we have sourcing products. Okay, and services. This is the one. Even may go to manage procurement contracts. Next one, you can see how this BD BABC also changing it here. It is not the constant here, right? If I go to plan supply, okay, this changes again further. Okay, so if I go to purchase products direct, I'll be changing. This is changing frequently or depending upon your segment. Okay, so you try to understand because it will take some time what exactly the business is doing is very lengthy one. Deliver product to fulfill, right? Inside that we are having so many sub BD, BA, BC, BA, BC, PA, BD, BA, BC again. Okay, all the details you'll be finding here. Yard management starting from supply chain planning, supply chain collaboration. This is the lengthiest one I can see here. Okay, so this, uh, have to— you have to visualize all of these things. So what are the things that are done In any, each and every segment, because it will take some time to understand. Okay, manage transportation. So this is the activity we do, track and trace. Okay, all of these things. Okay, similarly managing warehouse if you are doing. Okay, so these are the different things you are doing it from a warehouse point of view. If you are doing a monitoring and optimizing logistic performance, these are the activity we do. Similarly request to resolution. So this is again sourcing and procurement point of view. Deliver product to fulfill. Okay, so this is what this was previously. It was for inbound. This is for outbound, right? So all the details you need to capture in the notes, you can see, and also mention your BDVABC. Okay, business domain, business activity, sorry, business area here, this area, and business capability. How exactly these are mapped together. Okay, so this will be giving you the more clarity and You can see we have just picked up one. Okay, there are 100+ such processes. Okay, so now if you understand, realizing how the understanding this is very important compared to when you go to the other details part of it, because unless until you understand this, going further is not be very helpful, especially for the beginners, or even if you're an expert, right? This view, this is an enterprise view. Okay, from business process we were talking about. Okay. You have to be very, very strong in this area. Okay, so that it will be very helpful whenever you are understanding. So to give a full picture. Okay, so we are not trying something learning from silos. Okay, so this is the activity we may do. So let's start with the develop spend and strategy plan. Okay, and we will be doing this activity BD, B, A, B, C: business domain, business activities, business capabilities. Okay, so we'll start with develop spend strategy plan. So meanwhile. Already we have this table. Okay, so OmniWatt process segment layer matrix, it is already created for us. So we will go to that Notion page and we will be seeing further. So let's see how it is actually maintained. Open the link. एसपी सिग्नल के प्रोसेस सेगमेंट लेयर मैट्रिक्स। ओके, सो व्हाट वी आर सीइंग हियर इज़ लेयर प्रोसेस व्यू। ओके, सो फ्रॉम हियर व्हाट यू आर सीइंग फॉर द सोर्स टू पे फॉर डायरेक्ट फिजिकल प्रोडक्ट्स And this is the process segment. How many are there? There are 6 things we have seen. So in our diagram, how many are there? 1, 2, 3, 4, 5, 6. 6. There are 6 or more. Monitor and optimize. Where is that? So now let's try to understand this plan to optimize. Let me see the diagram. No, this is okay. But what we are missing here is plan to optimize sourcing and procurement coming where? Let's see that question because this is not exactly understood. Plan to optimize sourcing and procurement. Plan to optimize sourcing and procurement. Plan to optimize. Then we have what? Develop spend strategy and plans. Develop spend strategy and plans. These segments I couldn't find out. Okay, so they are saying manage transportation inbound here. If I see that, this is one example they have given here. Capture all the segments from the picture, and it should be updated in our Notion table. So if you go to any of the business capabilities also in the right-hand side, I think further they have not classified further. D9x ideally it will be appearing as business capabilities. So 21 supply chain segments. Okay, so let's see how many are there. Let's count it a bit. 1, 2, 3, 6, 7, 9. Now they're counting 21. They have not counted this one, I think. 1, 2, 3, 4, 5, 7, 10, 15, 16, 16. This is This comes to 22, by the way. Let me check how the count they are doing it. Okay, maybe this managed transport, so we are not anyway considering. Let's say we will go to the develop this one also. This is the BDVABC. For this, for this we do not have anything. Okay, but this is what we are having it. And inside this we are having this analyze organization strength profile. If I go here, for this I get it. Then we have business capabilities here. Business capabilities is not maintained here. Signavio, right? You will be finding all these things in your Plan IX, once you go there. But at this level, we'll be finding here, if you go to the capabilities layer, okay, I have these things, okay, these things you'll be finding here, procurement strategy management, okay. I have just only explanation I can see for this business capabilities, right? Let's see what it is saying. Okay, I can see the entire thing now. So if I go here for the— so where is that? And this is the process layer, and we have been referring this as our North Star. Yeah, this is what we're following: one, two, three, four, five, six, seven. Under that, we are having further, right? So this is what exactly we are following. See if I can capture it here. Okay, this is the canonical business process. They have captured everything from here. I will putting here the first one, plan to optimize sourcing and procurement. So that one I don't see anywhere. That is a business segment. Plan to optimize, I don't see. The next one is develop sprint strategy and plans. Ah, here I see plan to optimize sourcing, and this is the value flow actually they're saying. Okay, this is the value flow. Okay, I understood. Plan to optimize Sourcing and procurement. Plan to optimize sourcing and procurement. Under that we have develop spend strategy and plans. Okay, this is the one we are having here. So develop spend strategy and plans. Okay, so in this way how these things are maintained. So I'm just capturing here. This is for develop spend strategy and plans. Okay? And next one is here. And for that, we are having develop current strategy. This is a BD EABC. We have taken it here. Then we have a source to contract. Where is that? So this is one plan to optimize sourcing and procurement. We have then level of spend strategy and plans. So here we do not have as such. These are the value flow. Okay, so development strategy done. Then we have under that, so next one is we are having a source to contract, right? Source to contract is having 2 things: source products and services. Manage procurement contracts, source product and services, and manage procurement contracts. Okay, if I go here, sourcing products and services, these are my BD, BA, BC— business domain, business area, business capabilities, right? So if I do here source product and services, I will be coming to this part of it. So I will be doing this activity. Exclusively for sourcing product and services. So let me do the mapping here again. This is for sourcing product and service, sourcing product and services. So now the next one is we have, after understanding this, managing procurement contracts. So it is including negotiation and execution of contracts which legally binds the suppliers with the company. That is the meaning of it. Okay, so we will go deep dive at a point of time, but today we are just focusing at the segment level. Okay. So we will be capturing this for managing procurement contracts. If you go here, this is the one, managing procurement contracts. And Notion is the best, okay, for this. I don't find any other tools which will be this kind of a view and all. For me, at least, I'm comfortable with this. Okay, so the next one is we will be looking at— the idea is to understand the segment, understanding the corresponding BD, BADC. Business domain, business active, business area, business capabilities. Now the next one is a plan supply inbound. Okay, where is that? Plans. So it will be coming under plan to optimize fulfillment. Plan to optimize fulfillment. Where is that? Okay, so at a point of time I'll be arranging it. So the plan to optimize fulfillment, inside that we have a plan supply inbound. Okay, so plan supply inbound, if I go This is the plan supply inbound, and these are the BD, BABC, business domain, business area, business capabilities. Okay, so I will go from here and I'll be capturing. So what does it do? This plan supply inbound is planning supply capabilities and quantities required for the smooth functioning of all fulfillment processes, excluding the actual production. Includes creating material and replenishment plan and collaborative supply chain. So it's the entire material requirements. So exclusively for planned supply inbound, we do it. So this is the technical definitions. Okay, we will focus in later point of time detail part of it. But this is what exactly we understood. Okay, so now this is the one. Then we have after that planned supply inbound, we have something called purchase products direct. Okay, so whenever— yeah, this is very simple, including creating requisition, processing source assignment, releasing the PO for the direct procurement of materials and services. So this is something you will be finding. Purchase products— purchase product is where? Inside the procure to receipt. Procure to receipt direct. Okay, procure to receipt direct. We are having 3 things here, and inside that we will be finding, uh, Purchase Products Direct. Purchase Products Direct. Yeah, this is the one. Purchase Products Direct. And inside this Purchase Product Direct, we are having these things. These are my mini BABC: business domain, business area, business capabilities. Okay, so now purchasing a product point of view. Direct product point of view. These are my BD, BA, BC. Business domain, business area, business categories. So let me capture it here. Purchased under the purchased products. Okay. So at a point of time, we'll be improvising it. We will be going deeper then. Okay. So this is from again an architecture point of view. Purchased product is done. The next one is we have Deliver product to fulfill inbound. Okay, this is having a lot. Okay, so I may have to little deliver product to fulfill means it is having a entire. Okay, is covering inbound logistics from managing transportation and dock and air logistics to receive products. Analyzing and monitoring logistics performance is also addressed here. Okay, so deliver product to fulfill here what we are saying here. This covers this much. Okay, I think this is not possible to cover an entire thing. I may have to take a second screenshot. So this I go here, this entire thing is here up to transportation execution. Then again I have to take another screenshot for the next part of it. This is we are covering under what deliver product to fulfill. Okay, deliver product to fulfill in the inbound segment. Okay, inside that we will be having here, uh, deliver product to fulfill. Okay, and if I go back, these are the different BDBA, BC. Okay, entire thing I have to capture here, so I will be capturing Maybe I will be a single diagram where I can fulfill. Maybe I will little bit zoom out, zoom in. Okay, so I can still— let me see if I can fulfill. Yeah, now it is visible. The entire capability map is coming up. This is for deliver product to fulfill. Okay, so now I will be taking a picture of it and tagging. I think this will fix it. This is the one, and I can put a picture here which is covering the entire thing here. Okay, so now after delivering product to fulfill, we have the next one. So I will go to the next one is Next one is we have— we are not going to the next level, but if you go to the managed transportations and all, they have again further classification. Okay, managing transportation. So here we are having supply chain execution, supply chain planning, supply chain enablement. Okay, so these 3 things you have to understand. This one I can little bit zoom out. So it is not a problem. Okay, so managing transportation under deliver to product full. So we are having a segment here. Let's see, we're having managed transportations here. No, managed transportation layer, they have not covered here. It'll come under this only. So managed transportations, no, this will not come here. Okay, so this will come under this. Okay, so I'm just segmenting here directly. You can see that managed transportation has this much. This is managed transportation, managed transportation. Okay, so now the next one is we have managing warehouse and inventory. This is also very important topic. Inventory management inbound. Now here I will be showing you the entire thing up to this returnable packaging processing. This is the mapping. Okay, so managing warehouse inventory from an inbound point of view, this is the one. The next one is we have monitoring and optimizing logistics performance. This is the third one. So today's your task is we're having access to the NINAI system. Go and create all the business capabilities, okay, exclusively for this area. Okay, so that is a task for you. So now what we'll be going here is these are done for deliver product to fulfill. We have done this. Okay, now the next part is request to resolution, request supplier claims and returns. Okay, so this is another part. Quickly we will do this. Then we have— no, this one will not come here. This one will be coming here. Request resolution. Okay, so I will be deleting here. Request to resolution. From here we come up. Request to resolution. After doing this, we have deliver product to fulfill. Under this, this is a long one. Under request to resolution, we have something called deliver product to fulfill. Yeah, this one, outbound without order promising, this one. And here it comes, this entire thing. I have to zoom in, it's a lengthy one. I think this is enough. No, still it is not visible. Okay, I think this much is enough. So this one I will be capturing here. Deliver product to fulfill outbound. And inside that, what we have, managed warehouse. This is an outbound inventory. Already we have seen in earlier scenario, but it's from an outbound. Previously we have seen from inbound point of view, product to fulfill. And this is more from an outbound point of view. Very similar, but still in capturing for our understanding. And later point of time, we'll be analyzing further. The next one is managed transportation. So here also repeating, but this is from an outbound point of view. Okay, so now the next one is monitor and optimize logistics performance. Okay, so this part we have done. Next is invoice to pay. This is a process supplier invoices. So if I go here, I can zoom it here a little bit. It's pretty much visible. Process supplier invoices. This comes under invoice to pay. Invoice to pay is here. Process supplier invoices. And from here, I can pick up this. Include processing of supply invoice, consider debit credit memo settlement over consignments, and evaluated receipt settlement process supply invoices. Then we have Process accounts payables and release payment. So this is where process accounts payables and this different one, what is the invoice to pay? In that it will come. Okay, so now the next one, manage supplier and collaborations. Inside this we have managing suppliers and network. We are having 5 things here, so we'll capture quickly them. Manage suppliers and network collaboration. Manage suppliers and network collaboration. Manage suppliers and network collaboration. Yeah, this one. So this is the one we have captured. Next one is manage sustainable operations. So this is sustainability topic. And this is more of a corporate function. I will capturing here this way. This comes under manage sustainable operations. Yes. Then we have the next activity. Manage material and substance compliance. Now this will give you more clarity as we are doing in this granular level. We'll be going further level, but anyway, this activity is a must you should do in any of the project, at least from your understanding point of view. Those are freshers and beginners. It looks easy, but at the same time confusing also. Manage material and substance compliance. Manage material and substance compliance. This one. Okay, and I will go here. I will putting it here. The value flow is manage suppliers and collaborations. Manage supply chain collaboration. Yes. So now what I will do here, manage material is done. Manage supply chain operations. So this is your again BDBABC. So we're very careful about these things. Clarity the key here. So this is an activity. We have to do here. This comes under what? Manage supply chain operations. This one. Okay, now almost we are at the end. Manage international trade operations, export management, import management, all of those things. This is the last one from a segment point of view, but we have not completed yet. We have having another 2 levels in depth. Okay, so that part we'll be doing the next week and next sessions, and we will continue from here. And this part is we are covering under Manage International Trade. So this is what exactly we're operating. Okay, so I think we are done with this. So now what I will be doing here is I will be counting them once again. So we are having how many are there? And this level, 1, 2, 3, this is the value flow level, 3, 4, 5, 6, 7. So at a value flow level, we're having 7. Value flow. How many are there? I will say that create a view on value flow point of view. So if I filter any of these things, I should be understanding which are the different process segments. Value flow. Also add icons to each and every Notion page in this page. So this is an AI activity we have given to this page. And meanwhile it is doing it, I will be giving you exactly the point where exactly Linux will be doing that activity. This is from a Signavio point of view, but from a Linux point of view, if you go your Linux tool— I actually, I think, logged out, so I log in. I think it's taking some time. Otherwise, in our strategy tool, I will be capturing. Let's try that. So we'll be going to our strategy and architecture lab. Same thing, we have followed the Linux structure only. So inside that, I will go to our studio and lab, and we will be capturing that. So let's see whichever is coming first. And this comes first. This is our strategy and architecture lab. Inside that, if I go to the lab here, I will go into our fact sheets. So here we have different things. So I will log in. Okay, so what we can do, we can create a fact set. So I was saying that we'll be creating business capabilities, right? So I have to choose business capabilities here. And level 1, we have a level 1, level 2, level 3, right? The capability domain, capability, and sub-capability, right? So now what I will be doing here is So I will be creating a fact set like this. Same process you can follow in LeanIX. This is slightly maybe different, but more or less similar only. So let's say I have to create it. Okay, and level 1 is capability domain. Okay, so let me go there. I need to create a fact set for business domain. Sorry, business capabilities in SAP Analytics. How do I do that? Give me the list. Okay, so at the level 1, we are having a capability domain here. That means these are the different things we are having. So capability domain, we have our business capabilities. Then next one is we are having, right? Okay, so we will be seeing the Lennox point of view. Let's see that. It's opening up. Let me refresh this page. Yeah, it is opening up. So we'll go to the inventory, and inside that we will be trying to create it. So we have business capabilities. We are present in my system. 10 capabilities are already created. Already I see procurement sourcing is already there. Okay, so I don't have to create it. Okay, and you can see this is how the segment is. Business capabilities, you can see. And inside this, this is my inventory. This is how it looks like. And then I will go here and I will check it out from directly here. So let me check. I already have this procurement and sourcing related business capabilities. So what should I do? I already have this fact sheet related to sourcing and procurement. How should I proceed? So meanwhile, you want to create from scratch, you can do that because it's a demo system. I don't worry. I'm not worried about it. If I go to create a new fact set, I can come here like this. So business fact capability like this. Okay, and I can definitely write, you know, detail. So let me go here. Document sourcing is already there. This is level 1. And so do not create another level 1. Continue from here. You'll be creating a level 2 now. Okay, we're decomposing like this. So under document sourcing, these are mine and 2. Okay, so how many are there? 4. Okay, this is a capacity hierarchy, not a copy of Signavio process. This is a capability hierarchy, not a process hierarchy. Right? So this is what exactly we are going to create here. Procurement strategy and planning. These are my level two. These are my level two I'll be creating. Okay? So in this way, I can create and I will be showing you one level two procurement strategy and planning. Okay, and this is the one I will be creating. Create and start another. So procurement strategy and planning has been created, and I will be creating the next one, spend management and analytics. I'm doing it manually. There are faster way of doing it. But when you start, it's better to start like this. So create and start. So I will be create and start another. This is already there. Okay, so I have to create the second one. Spend management and analytics. Create and start another. Next one is we have supplier management. Supplier management. You can scan another. Then we have sourcing management. Sourcing management. Sourcing management is done. Create and start another sourcing management is done. Then next one is the RFX management. RFX management is done. We have a supplier evaluation and award management. Then we have Contract management. Then we have purchasing management. Then we have supplier collaboration. Then we have procurement performance management. Then we have sustainable procurement. Then we have a material and substance compliance. This is a capability hierarchy. Remember, this is not a process hierarchy. Process hierarchy is different. Business capability hierarchy is different. Process hierarchy we do not maintain in LeanIX. This is something we're maintaining in SigmaVUE. So in this way, you will be understanding these are different kind of fact sets. And, uh, and for all of these things, so we have to Map it to the parent. Okay, so the parent one is what? So parent is procurement and sourcing. So for this means once you go to relationship explorer, once you edit it, this is my relationship explorer information sheet. If I go here, edit it, I will be able to edit it here. So what I will do, I will go here simply. Hover around it, I should be able to edit it here. So this is the one parent, parent of the facts. It's not the relation. So I have to maintain the parent here. So parent is who? It's the business capabilities we have to maintain. Procurement, sourcing and procurement, right? Document strategy. Procurement sourcing, right? So this is the parent. And let's say all of these are active from 1st of September. And I will simply now save it. Okay, so now I will go to this procurement and sourcing here, and from there it will be easy for me to maintain all of these things. Okay, so I will go to that procurement and sourcing. From there you can maintain. So this is the way you can maintain your parent-child relationship of this business capabilities. I think you should complete this activity before the next session if you're having an access to LeanIX. Otherwise you can reach out to me. Thank you very much. Take care. Bye-bye.