All Foundries

商品管理と取引

データに基づくインサイトと、セキュアで機動性の高いプラットフォームにより、グローバルな商取引を支えるトレーディングエコシステムを変革します。

顧客とマーケティング戦略

パーソナライズされたつながりある体験を通じて顧客エンゲージメントを再構築し、信頼と長期的な価値を築きます。

デジタルエンジニアリング

アイデアをスケーラブルなデジタルソリューションへと転換し、デザイン・テクノロジー・エンジニアリングの力で加速させます。

ステーション・スタジオ

デジタルイノベーションでモビリティハブを再定義し、移動中の人々と企業に、よりスマートでサステナブルな体験を創出します。

サプライチェーン＆インダストリー5.0

変化を予測し、目的を持って効率性を実現する、強靭で知的な供給ネットワークを構築します。

サステナビリティ

責任あるイノベーションを推進し、組織がネットゼロ目標を達成し、将来の世代に良い影響をもたらすよう応援します。

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

Four business units, one technology roadmap after the merger

After an acquisition, a retail group ran four business units on four technology stacks. NTT DATA mapped processes, applications, ERP, CRM and infrastructure across all of them and designed a low-risk transition roadmap. The group now works from a prioritized portfolio of initiatives, with synergies identified for each unit.

Four business units, one technology roadmap after the merger

小売

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

Pharmacy and health retailers compete on the visit itself: the counter, the advice, the lab test. This retailer measured its digital maturity with NTT DATA, organized more than 16 initiatives into cross-functional work cells and tracked each result. Average ticket rose 8% and lab and diagnostic services sales grew 18%.

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

お問い合わせ

A connected finance model built for scale

A company transformed fragmented financial operations by aligning core corporate processes with SAP S/4HANA. An end-to-end process model, a hybrid organization and a renewed service and governance approach connected network, procurement and billing processes while automating 65% of transactional areas.

Establishes the transformation context through a wide, human-centered view of corporate finance operations.

65% automated

Transactional areas automated

First mover

First corporate area aligned with SAP S/4HANA

Three domains

Network, procurement and billing integrated

European benchmark

Reference model for efficiency and best practices

Uses scale, architecture and connected work zones to convey a repeatable operating model without implying an unsupported industry or client location.

From silos to a European benchmark in financial process efficiency

The company needed to replace fragmented financial processes and manual transactional work with a more efficient, scalable and robust operating model.

目的

Improve the efficiency, scalability and robustness of financial processes by removing organizational silos, automating transactional areas and establishing a service and governance model designed to support performance, quality and innovation.

機会

Use the end-to-end SAP S/4HANA process model to set a new standard for the group, building on the experience of the first corporate area to align its processes with the platform.

Moving finance beyond fragmented processes

The transformation had to connect core financial processes, reduce manual transactional activity and introduce an operating and governance model capable of supporting the company’s ambitions for efficiency and scale.

主な課題

Uses physical document streams to represent the integration of network, procurement and billing processes without artificial overlays.

1: Disconnected process domains
Network, procurement and billing processes needed to be integrated through an end-to-end model.

Focuses on talent development and cross-role collaboration rather than technology alone.

2: A new organizational balance
The initiative required a hybrid organization model that could balance efficiency with talent development.

Makes governance tangible through shared review, traceability and human accountability.

3: Service and governance gap
The company needed a defined service and governance model for more transparent and consistent management.

Shows automation as a grounded operational process with human quality oversight.

4: Manual transactional activity
Transactional areas required automation to reduce their dependence on manual work.

解決策

An end-to-end model combining process, organization and technology

NTT DATA optimized the financial process model, renewed the supporting technology infrastructure and introduced a more transparent approach to service governance. The response addressed process integration, organizational design, governance and automation as connected parts of the same transformation.

End-to-end process integration

Integrated network, procurement and billing processes within the SAP S/4HANA-aligned model.

Hybrid organization model

Introduced an organizational model designed to balance operating efficiency and talent development.

Evolved service governance

Established a service and governance model with a more transparent management approach.

Transactional automation

Automated 65% of transactional areas as part of the financial process transformation.

影響

Finance became a benchmark rather than a back office

The transformation automated 65% of transactional areas and made Finance the first corporate area to align its processes with SAP S/4HANA. The resulting model is presented as a European benchmark for efficiency and best practices, with financial processes described as more scalable and robust.

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