Issue

This Key Decision Document (KDD) serves as a comprehensive guide outlining critical decisions, considerations, and recommendations essential for the implementation and management of Procurement Categories and their strategies with the new S/4HANA system. The current process is manual, fragmented, and disconnected. There is an opportunity to introduce more structure into the category management process by implementing a specialized system to improve efficiency, accuracy, and enhance visibility.

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, collaboration, spend analysis, performance monitoring and risk management. Being a standalone system, it is unable to directly integrate with SAP ERPs, SAP Ariba Sourcing and others.

The current process is manual, complex, and disconnected. Category strategies are developed by category buyers and are typically established at a global level, with raw material strategies being managed locally. These strategies are reviewed and updated every 3-5 years. For each category, the following information is maintained: Title, Category Manager, Owner, Presentation Date, Validity Date, Strategy Year, Global Yearly Estimated Spend, and an attachment containing the detailed category strategy. There is no formal approval or collaboration process in Convergence; instead, category managers, procurement, and key buyers work together on the strategies and mutually approve them.

Assumptions

• Syensqo's future ERP system will be based on S/4HANA Cloud Private Edition. This is also subject to a separate KDD KDD026 - SAP S/4HANA Deployment Model

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	Pro Con	Pro Pro	Pro Con	Pro Con
Criterion 2	Pro Con	Con	Pro Pro	Con Con
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.

Change log

Workflow history