Bring transformative intelligence to all your business processes
See how you can benefit from ready-to-use AI for your core business processes — including, lead-to-cash, design-to-operate, source-to-pay, and recruit-to-retire.
With SAP Cash Application, we have achieved an automation rate of 99% and can automatically assign almost all incoming payments correctly. That takes a lot of the pressure off us in the Shared Service Center.
Team Leader for Payment Processing, SBB AG
Intelligent demand sensing enabled by SAP IBP for Supply Chain helps us reliably predict demand for a wide range of products, so we can meet our goals for greater production and growth.
Alfred Benny Christensen
Senior Solution Architect, Arla Foods Amba
SAP Conversational AI helps us stay resilient and agile by connecting powerful chatbots with existing systems. This lets service teams focus on adding value to the business and has lightened their workload during the COVID-19 pandemic.
Robert van Uden
Senior Solution Engineer, Coöperatieve Rabobank U.A.
With support from SAP, we have been able to extend the functionality in SAP SuccessFactors solutions to create an innovative solution that helps employees identify and develop the skills that will be vital in the digital world and the future of our company.
Gabriel de Diego
HR Strategy and Transformation Director, Telefónica S.A.
What are analysts saying about SAP?
SAP ranks #3 of 30 in Embedded AI
Explore why Omdia recognizes SAP as one of the world’s most AI-forward SaaS companies. SAP delivers a breadth of end-to-end AI capabilities built into the full context of its applications while offering customers the flexibility to deploy custom or pre-trained AI models.
Frequently Asked Questions
The lead-to-cash process covers all activities related to marketing and selling products and services, managing and fulfilling sales orders, providing after-sales services, and, finally, invoicing customers, managing accounts receivable, and collecting payment. It also covers the management of customers and channels as foundational elements of the process.
The process varies mainly based on the type of customer (such as B2B versus B2C), the channels through which the products and services are being offered (such as direct sales, digital commerce, and physical stores), and the type of products and services that are sold (such as simple, tangible products, configurable products, engineered products, intangible products, one-time or recurring services, complex solutions, or projects).
The design to operate (D2O) process includes the entire lifecycle of products in an end-to-end, connected, and interoperable supply chain process from how a product is designed, planned, manufactured, delivered, to how it operates and is maintained.
The planning stage of the process involves defining supply chain, manufacturing and service-fulfillment strategies; planning demand, inventory, and supply; aligning plans through sales and operations planning; and finally, managing supply chain performance. The planning process culminates in the initiation of operational procurement.
The production stage of the process includes production planning, production operations, quality management, and production performance management – for both tangible and intangible goods.
The delivery-and-fulfillment stage of the process differs for tangible goods versus services. For tangible goods, it covers inbound or outbound deliveries in any context as well as order promising, warehouse and inventory management, dock and yard logistics, transportation management, and logistics performance management. For services, it involves service planning and scheduling, service execution and delivery, and service performance management.
The process concludes with enabling and foundational activities, such as data management, collaboration, identifying and tracking material, and sustainable manufacturing operations.
The source-to-pay (S2P) process includes all activities associated with managing the comprehensive sourcing and procurement of goods and services. It starts with procurement planning and managing spend, followed by sourcing and supplier selection, negotiating and managing supplier contracts, and preparing and executing operational procurement. The next steps are goods receipt, initiating potential returns and claims, processing supplier invoices and accounts payable, including final payment to the supplier, and managing supplier data.
The source-to-pay process varies mainly based on the type of product or service being purchased. Variations of S2P cover, for example, procurement of indirect and direct products, services, and solutions (such as a combination of products and services), as well as field service materials.
The recruit-to-retire (R2R) includes all activities associated with hiring the internal and external workforce and managing their lifecycle in the organization. It involves strategizing and planning human resource requirements, identifying and onboarding new talent, developing talent to enable growth, and retaining talent through appropriate reward-and-recognition strategies, as well as managing all recurring and administrative tasks throughout the workforce lifecycle. The latter includes the management of workforce-related data and lifecycle events such as promotions, relocations, or final offboarding, managing travel and expenses, and periodic payroll and expense payments.
The R2R process will vary depending on whether internal employees or the external workforce is being managed. The entire travel-to-reimburse process is embedded within R2R as well.