A global chemical and cosmetics company, Kao generated consolidated net sales of ￥1.49 trillion in 2017 with 33,560 employees. Its premium beauty brands include John Frieda, Molton Brown, Goldwell, Jergens, Biore, Guhl, KMS, Curel, and Ban.
To position itself for robust growth, Kao desired higher performance from its P2P activities: improved efficiencies, purchasing power, contract compliance, data visibility, cost control, and greater automation. An enhanced and consistent user experience was deemed key to standardizing and harmonizing the myriad indirect purchasing systems across all business departments. The solution should support mobility and a single point of entry for business applications. Finally, the team needed it to be built on the existing SAP® ERP system whilst being future-proof for upcoming SAP S/4HANA® and digital business initiatives.
To address Kao’s business problem, we leveraged SAP Fiori® on a non-SAP S/4HANA® platform to synthesize the user experience by developing five customized business applications. The user experience journey was described by mapping the business needs with SAP Fiori® design guidelines and principles. We set up the cloud capabilities and SAP Fiori® landscape to enable implementation of the applications. We then coached Kao’s developer team to ensure continuity for future applications as business requirements change and evolve. Materials for proper knowledge transfer were provided.
With BearingPoint’s guidance, the implementation of SAP Fiori® within Kao has been tremendously successful, adding simplicity and efficiency to daily operations. The team’s technical knowledge, dedication, and commitment to the project have been exemplary. A job well done.
Matthew Teague, PTP Project Manager, Kao
Kao now has more consistent and efficient P2P processes resulting from the new applications implemented across EMEA. The SAP Fiori® applications deliver an enhanced user experience and optimized process execution (50% fewer clicks, 47% fewer screen changes, a 30% reduction in information) while fully supporting segregation of duties for auditing purposes. This positions Kao to have tighter budget control, and to leverage strategic sourcing in the future thanks to standardized processes and a single spending view.