Free SAP P_SAPEA_2023 Practice Exam with Questions & Answers | Set: 2

Starting with the current processes will help to understand the capabilities that are needed in a new application. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.

• Mapping business capabilities to these processes will help to identify the gaps in the current capabilities and the areas where improvement is needed. This will help to ensure that the new application meets the needs of Wanderlust and addresses the issues plaguing the existing application.
• Relating Wanderlust processes to industry standard processes will help to identify applications that are already being used by other organizations. This can be a good way to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.

The other two options, Comparing the costs of those market leading online marketing applications and Understanding the features of leading online marketing applications available in the market through product demonstrations and ranking the applications in terms of features, are not as critical at this stage. The costs of the applications can be compared once the shortlist of applications has been finalized. The features of the applications can be understood through product demonstrations once the shortlist has been finalized.

Therefore, the best course of action is to start with the current processes, map business capabilities to these processes, and identify which application(s) in the market can deliver such capabilities. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.

Here are some of the benefits of taking a process-centric approach to selecting a new marketing application:

• It can help to ensure that the new application meets the needs of the business.
• It can help to identify applications that are already being used by other organizations.
• It can help to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.

• Goal - Increase supply reliability of Lithium batteries
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%
• Business Capability – Plan Battery plant supply based on demand from car plants
• Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants

Verified References: 1: https://www.indeed.com/career-advice/career-development/how-to-create-strategy- map | 2: https://creately.com/guides/what-is-a-strategy-map/ |  3: https://www.lucidchart.com/blog/strategy-mapping-example

For creating a Business Strategy Map, especially in the context of increasing the supply reliability of lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives. Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific actions:

• Goal - Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH aims to achieve. It sets the direction for the subsequent elements.
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%: This is the measurable target that will drive value for the company by reducing reliance on external sources.
• Business Capability - Plan Battery plant supply based on demand from car plants: To achieve the value driver, the company must develop the capability to plan and adjust the battery supply in alignment with the demand from its car manufacturing plants.
• Initiative - Demand and Supply Planning (SAP IBP) implementation for both battery and car plants: This is the specific action or project that will build the required business capability. Implementing SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to support the goal.

This sequence shows how each element supports the achievement of the strategic objective, ensuring that initiatives are directly contributing to the company's goals and value drivers.

For the Chief Enterprise Architect at Wanderlust, it is crucial to map stakeholders according to their stance on the transformation project, which will inform the approach for engagement and communication. The categorization into proponents, opponents, enthusiasts, and resistors is based on the stakeholder's level of support and their readiness for change.

Here's the categorization based on the provided stakeholder feedback:

• SCM SPP Application Owner in IT - Enthusiasts: This stakeholder has begun upskilling in S/4 HANA eSPP, indicating a positive attitude towards the transformation and readiness to embrace new systems.
• Wanderlust Greenbush, Australia Plant Head - Opponents: The plant head discourages consolidation of instances due to the need for flexibility and frequent regulatory changes, showing resistance to the transformation project.
• Wanderlust Europe Business Head - Promoters: The business head favors consolidation to improve end-to-end visibility of the battery supply chain, which indicates support for the transformation initiative.
• Dealer Management Application Owner in IT - Resistors: Preferring continuity due to heavy customization and niche business requirements suggests resistance to change, likely driven by fear of losing position or control over the existing system.

For successful transformation, the Chief Enterprise Architect should actively engage with each type of stakeholder differently, working to mitigate concerns, leveraging enthusiasm, and turning opposition into support wherever possible.

The Sustainable Business Model Canvas approach for assessing new business models, especially for smaller farms with smaller budgets, starts with understanding the unique value propositions tailored to the needs of small-size farm owners. This is crucial in creating offerings that resonate well with the target market's requirements and constraints. Following this, detailing customer relationships and channels becomes essential in establishing and maintaining a strong connection with the market segment, ensuring the delivery mechanism aligns with their preferences and capabilities. The next step involves identifying the key activities, resources, and partnerships necessary to deliver on the value proposition effectively, which is critical for operational execution and sustainability. Subsequently, defining the revenue streams and cost structure is paramount to ensure financial viability and strategic pricing that aligns with the target market's budgetary limitations. Lastly, delineating the eco-social benefits and costs integrates the broader impact of the business model, aligning with sustainable and ethical business practices, which is increasingly important for modern enterprises.References = This sequence is aligned with the methodologies proposed by Alexander Osterwalder in the context of business model development and specifically tailored by SAP for digital business modeling and value engineering within the SAP ecosystem. This approach encompasses strategies for optimizing business processes through value discovery workshops and the application of value management processes across various lifecycle phases (Source: SAP Enterprise Support Services documentation, Digital Business Modelling guidelines, and SAP Value Engineering methodologies).