Organisation of licence management during a carve-out

Sector: Energy, Germany

The carve-out for a group of companies led to the re-organisation of licence management and the separation of all existing licences with an emphasis on SAP IS-U, SAP CRM, OpenText and special applications from the field of energy business. For any licences which could not be transferred, corresponding models were negotiated with possible software suppliers and the purchasing department provided with the required support. All the business processes specifically related to asset and licence management were analysed and expanded.

Further key points were

  • Providing operational and organisational advice in the area of licence management organization
  • Defining the scope of the required licences Clarifying the respective contractual situation and further professional requirements
  • Organising the supply structures and possible transfer scenarios for all the assets and licences
  • Supporting the purchasing department during the acquisition and re-acquisition of licences and maintenance agreements
  • Checking and expanding all the service processes

Assessment of the current IT sourcing

Sector: Automotive, Germany

As part of a company-wide cost reduction drive of the client, an international automotive supplier, our consultants structured the target requirements for an IT system that can support a worldwide company while meeting the cost restraints of an automotive supplier. Once again, Oparium benefited from its extensive knowledge in this sector.

Oparium used the full development brief to generate an IT key plan and prepare a corresponding sourcing concept, consisting of in-house functions, outtasking and outsourcing, in order to achieve a high level of service flexibility while at the same time benefiting from a reduction of and flexibility in costs.

The project culminated in the implementation of a new governance model that enables control of this type of IT landscape.

Analysis and tendering support for SAP application support

Sector: Pharmaceuticals, Germany

 

A worldwide presence and expansion had resulted in the previous support model being inadequate for SAP logistics. The support times had to be extended from a standard German business hours model to a 24/7 support model in order to meet the demands of the international business units.

During the first phase of the project, Oparium analysed the current support model before designing various sourcing models that incorporated not only the technical and content-related planning and costs, but also organisational development and processes.

The second phase of the project saw Oparium compile a detailed requirements profile for future SAP application support, prepare the tender (RFP), provide the client with a list of suitable service providers and develop the decision model.

 

Requirements analysis and request for proposals guidance SAP services

Sector: Sport and leisure, Germany

The client deploys SAP landscapes in several computer centres for ticket sales and merchandising. Seasonal business places a wide variety of demands on the availability of services. The quality of services from the existing service providers failed to meet the client’s expectations.

In the course of re-tendering, Oparium analysed the actual business requirements placed on the services and created a new architecture concept that provides the determined requirements with the necessary support.

Oparium was then commissioned to manage a tendering process in order to appoint a new suitable service partner. Oparium prepared the tender, put candidates through a recruitment process, developed appropriate evaluation models, applied a model to select two potential providers and managed the contract negotiations.

Organisational structure for IT consultancy and solution selling

Sector: IT hardware and software, Germany

After adding software products to its existing range, our client faced the challenge of further developing its sales capacity accordingly and extending its consulting services.

The initial task for Oparium was to design a development programme “consultative selling” for the changeover from product sales to solution sales. The change programme, consisting of an intensive training programme for the product account managers and the active coaching in sales situations, accompanied the introduction of the new consulting services.

In parallel to the change programme, Oparium was responsible for the design, management and coaching of pre-sales resources for services and consultancy in Germany, while developing standardised processes, price models and service models.

After analysing the competitors and the market, Oparium adapted the product marketing and the corporate positioning accordingly.

Cases