André Dotzler
Henning Sanders
At RBOmnishore, we’re currently running a project that involves creating a proof of concept for the SAP product OMSA (Order Management for Sourcing and Availability) for a medium-sized German retailer. OMSA aims to help manage inventory, availability, and sourcing strategies in a central system. Following the motto of “making a promise you can keep”, OMSA is expected to enhance customer experience, for example, by preventing overselling. At the same time, it also helps align the company’s logistics goals, e.g. short delivery routes or low shipping costs, with the best possible customer experience.
In our role as SAP consultants/project managers, we are responsible for aligning the customer’s requirements with the features of the SAP product OMSA. Therefore, our main task is to fully understand these two elements to make the necessary functional configurations in SAP OMSA and other SAP products being used. What’s more, we guide the configurations that need to be set up within the shop system to interact with SAP OMSA. If we can’t achieve the desired results due to a mismatch between requirements and standard functions, then we bring various stakeholders together to discuss possible solutions and implementation strategies.
Structured and collaborative work is crucial here. Misinterpreting requirements can lead to a false assessment of the results from the proof-of-concept project – and, in some cases, the selection of an unsuitable product. Due to the many different stakeholders, it’s essential to precisely document goals and solutions to minimise the risk of project failure.