| Status | |
| Owner | RUSNAK-ext, Peter |
| Stakeholders |
Issue
This Key Decision Document (KDD) serves as a comprehensive guide outlining critical decisions, considerations, and recommendations essential to the implementation and management of Procurement Categories and their strategies with the new S/4HANA system.
Recommendation
Summarise the recommendation being made for the reader, leaving the pro/con evaluation and exact decision-making process to the subsequent sections.
Background & Context
At the moment, Convergence is used as a repository for category strategies at Syensqo. It is a custom tool that was developed on top of Salesforce, which lacks functionalities for category strategy development, contract management, performance monitoring, collaboration and communication. Being a standalone system, it is unable to directly integrate with SAP ERPs, SAP Ariba Sourcing and others.
It is a manual and disconnected proces.
New Contract Lifecycle Management (CLM) tool should also include contract authoring, a critical phase in the contract lifecycle management process, involving the creation and drafting of contract documents. This process is foundational to establishing legally binding agreements between parties and requires careful attention to detail to ensure that the terms and conditions accurately reflect the intentions and obligations of all involved. Effective contract authoring can mitigate risks, prevent disputes, and foster strong, mutually beneficial relationships between parties.
Assumptions
Clearly describe the underlying assumptions which informed or limited the choices available, or impacted the decision: cost, schedule, regulatory requirements, business drivers, country footprint, technology, etc. Include links as necessary. This section is important because a future change in circumstances might invalidate some key assumptions, which then prompts a decision to be revisited.
Constraints
Capture any constraints or limitations inherent to the recommended option. This could be aspects which, if changed or removed in future, could cause the decision to be revisited or invalidated. For example, a constraint might be that a new product has significant gaps in important functionality, which caused an older alternative to be recommended. If those gaps are closed in future, this might cause the decision to be invalidated.
Impacts
Describe the impact of the decision on other aspects such as other processes, infrastructure, other SAP modules or systems, data cleansing and migration, developments, automations, interfaces, in-flight projects, etc.
Business Rules
Currently, no specific business rules have been identified. Further updates may be determined during the detailed design phase.
Options considered
List the options (viable options or alternatives) you considered. These often require a longer explanation with diagrams, or references to other documents (links are best, but attachments are also possible). Use enough detail to adequately explain what you considered so that a project or business stakeholder reviewing this decision will not come back and ask "did you think about...?"; this leads to loss of credibility and questioning of other decisions. This section also helps ensure that you considered enough suitable alternatives rather than just copy/pasting SAP's recommendations.
Option A: Option Title
Describe the option in sufficient detail for a reader familiar with the subject matter to understand it properly
Option B: Option Title
Describe the option in sufficient detail for a reader familiar with the subject matter to understand it properly
Option C: Option Title
Describe the option in sufficient detail for a reader familiar with the subject matter to understand it properly
Option D: Option Title
Describe the option in sufficient detail for a reader familiar with the subject matter to understand it properly
Evaluation
Outline why you selected a position. The best format could be a pro/con table (sample below), but is up to you as the author. You must consider complexity, feasibility, cost/effort to implement, but also ongoing operational impact and cost. You must consider the program principles and explain any deviations in detail. This is probably as important as the decision itself.
Option A | Option B | Option C | Option D | |
|---|---|---|---|---|
| Criterion 1 |
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| Criterion 2 |
|  Con |
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| Criterion 3 |  Pro | Con | Con | Pro |
See also
Insert links and references to other documents which are relevant when trying to understand this decision and its implications. Other decisions are often impacted, so it's good to list them here with links. Attachments are also possible but dangerous as they are static documents and not updated by their authors.
