Professional Documents
Culture Documents
Table of Contents
3 4 9 15 21 26 27 Introduction background to the Retail Trilogy Project Test design and Scope Results: Highlights of Proof-points Choice of IbM Infrastructure for Retail SAP for Retail: A Comprehensive, Integrated Solution Conclusions
Introduction
Many leading retail companies have recognized the value of implementing an SAP Retail solution on IBM infrastructure. IBM and SAP have responded to the needs of the retail industry by completing a comprehensive proof of technology for the latest versions of the mission-critical SAP Retail applications on IBM infrastructure. The results are relevant for small to very large businesses. High volume point-of-sale data, combined with the increasing requirement for transaction data to be turned into actionable business information, represent ongoing challenges for retailers of all sizes. These challenges demand extreme performance and scalability from the supporting applications and IT infrastructure. Additionally, retailers are looking for reassurance that they can match the application with the infrastructure that best meets their performance, reliability, and cost requirements. Together, IBM and SAP initiated a rigorous 12-month multi-million dollar proof of technology project for the industry. Our overall aim was to demonstrate the fusion of application with infrastructure in a combined solution for retail-specific applications. Until now, comprehensive and up-to-date performance and configuration information has not been readily available. Without this, retailers have not been able to optimize their investment for the core time critical elements of the SAP for Retail portfolio spanning multiple systems on a choice of platforms. These documented tests enable our customers to optimize their investment in SAP for Retail running on IBM platforms. We conducted this extensive, rigorous proof of technology, fusing application and infrastructure to: Prove the scalability of defined SAP Retail industry processes on IBM technology Optimize the architecture and conduct tests that would provide guidance for detailed sizing and configuration Optimize the application configuration for common high volume retail scenarios.
This solution brief and the accompanying white paper lay out the background, approach, and results of the study. The results convincingly demonstrate the viability and value that the fusion of SAP and IBM technology brings to the retail industry. IBM and SAP are ready to support your organization in assuring your technology investment.
The tests focused on three areas that present time-critical and scalability concerns for our clients, and exhaustively exercised the related trilogy of components of the SAP solution to discover or confirm configuration best practices that we can now share with our customers: SAP Point of Sales Data Management application (POS DM) manages the flow of information between store devices and servers in store, and back office SAP Merchandising for Retail, which is the Retail version of SAP Enterprise Resource Planning application (ERP), is the core solution for corporate data and business processes, within the SAP for Retail solution portfolio SAP Forecasting and Replenishment application (F&R) is the powerful engine that manages the retail supply chain.
Note: This Solution Brief will use the abbreviations indicated in parentheses above for sake of limited space in graphics. One additional abbreviation to be used: BW = SAP NetWeaver Business Warehouse (SAP NetWeaver BW) 4
In order to realize the benefits of your SAP Retail solution, there are a series of daily operations that need to be executed in an effective and timely manner across different integrated SAP functional components (Figure 2). Insight into Shopper demand requires: Efficient POS Data Management Validated consumption data for supply chain planning Provision of data for analysis.
Anticipate Shopper Needs presupposes: Control of accurate data and synchronization across systems Up to date inventory management Consistent management of prices, promotions and assortments Timely ordering, including orders from warehouse/distribution centers.
Streamline Supply Chain Operations with: Daily forecasting for trends, events and seasonality Automated replenishment based on stock information, supplier restrictions and factors influencing demand.
POS DM
Insight Into Shopper Demand Efficient POS Data Management Validated consumption data for supply chain planning Provision of data for analysis
ERP
Anticipate Shopper Needs Control of accurate data & synchronization across systems Up to date inventory management Consistent management of prices, promotions & assortments Timely ordering, including orders from warehouse/distribution centers
F&R
Streamline Supply Chain Operations Daily forecasting for trends, events & seasonality Automated replenishment based on stock information, supplier restrictions & factors influencing demand
Number of Stores
Each of the most demanding steps was tested individually and then the integrated scenario represented the concurrent load across the SAP landscape during the critical path processing.
POS DM
F&R
Start order fulfilment: Create orders for internal & external supply
Update stocks across supply chain: Post goods issues in Distribution Centers
ERP
Time-critical
Not Time-critical
Create IDocs in POS DM
Not Timecritical
FRP-Run in F&R
Summarise nonaggregated sales data in POS DM Write non-aggregated sales data to POS DM Tlog tables
Write non-aggregated sales data to POS DM Tlog tables Post Warehouse Goods Issues in ERP Post Store Goods Receipts in ERP
Update MD, Stock, OP in F&R
06.00
12.00
18.00
24.00
06.00
12.00
POS DM
ERP
F&R
Phase 1
POS DM
ERP
F&R
Phase 2
DB Server System z
10
POS DM
IDocs POS Inbound
BAPI
ERP
Transaction database
Transactions
Standards Sales
Aggregate
Consumption data
VMI XML
Access Module
F&R
BW
Figure 8: POS DM architectural overview
BW Masterdata
11
ERP ERP holds the master records of products and suppliers, prices, locations, and assortments. It also holds all transactional information required for retail core processes, such as product lifecycle management, assortment control, sourcing and ordering, inventory management and valuation, order fulfillment and logistics execution. Figure 9 illustrates the process flow for inbound POS data, then how purchase orders are created and transformed into logistical documents, which will be processed in external warehouses to ensure products arrive on time and stocks are updated. The defined test scope covered those tasks which must be processed during the critical path processing window: Processing of IDocs Creation of purchase orders from Forecasting and Replenishment order proposals Creation of outbound deliveries.
ERP
POS Inbound
Process sales IDocs -> inventory update -> FI posting
Process Orders
External Vendor
Delivery to stores
Stores
Delivery to stores
12
Create purchase orders Stock transfer order: Create outbound delivery Create outbound delivery
F&R
POS DM
F&R Supply chain planning solutions need to help retailers to strike the ideal balance between minimizing inventory ownership and maximizing customer service. SAP Forecasting and Replenishment uses sophisticated algorithms and automation technology to accurately forecast sales, including promotions and events which influence demand (Figure 10). Specifically designed for retailers, F&R is made to scale, reach a high degree of automation and reduce user intervention to critical business situation with its inherent alert system Scalability and performance testing was performed for all relevant store replenishment tasks which must be processed during the overnight critical path processing window: Process consumption data Run forecasting and replenishment including exception handling, and create order proposals Transfer of order proposals to ERP
F&R
Transfer of relevant data
Master data Open Orders Stock DIFs Sales
POS DM PIPE
ERP
POS DM
Exception Handling
BW
Vendor
13
POS DM
Write non-aggregated sales data to inbound queue Write non-aggregated sales data to TLOG Aggregate sales data from TLOG 35M Line Items Create sales iDOCS from aggregated sales data
F&R
5
ERP
6
10M Purchase Order Items 7M Delivery Items External Vendor External WMS
7 8
Create Purchase Order & iDOCS 7M Line Items Create outbound deliveries & iDOCS Post warehouse goods issues 17M Line Items Post store goods receipt
10 11
= Sequence of execution
14
15
Results from the independent component tests During the independent component tests each SAP application workload was tested on a dedicated server with the full volumes of data in order to establish the maximum throughput possible on a single server. These results are shown in Figure 12. While providing valuable information about portions of the solution, individual component testing excludes the actual inter-system dataflow, coordination, concurrent load, and other effects as these cannot be tested in unitary tests. Hence, testing of the complete business process was accomplished during integrated scenario testing.
FRP Run 80M product/locations +Create Order Proposals 17.8M Line Items
31min
F&R
25min
3h 56min
Create Purchase Orders 17.42M Create Order Deliveries 6.97M
3min
3h 26min
ERP
2h 03min
1h 6min
POS DM
Additional benefit to retailers As part of the individual component tests we captured information for estimating the system size requirements for the SAP Retail environment. While we carefully and incrementally scaled the volumes and applied optimization capabilities of the IBM infrastructure, we monitored and documented the performance of the application environment throughout. This enabled us to construct the most comprehensive information for the sizing of the SAP Retail application ever available.
16
Results from the Integrated Solution We demonstrated in the integrated scenario the viability of the critical path for the complete Trilogy solution for large scale retail taking into account the inter-system dataflow, co-ordination, concurrent load and other effects inherent in actual retail environments. We demonstrated the end-to-end process with the same data that we used to demonstrate the scale of the individual Trilogy components. Our results in Figure 13 showed that we could process the same high volumes we demonstrated individually, in a stable, scalable, integrated environment. Importantly, we demonstrated that this could be achieved in a window well within the nightly processing requirements for most retailers. In the integrated scenarios, concurrent processing of the critical path delivered the following results: POS Sales data, aggregated into approximately 35 million consumption line items, processed concurrently by F&R, and by ERP (for inventory update and financial posting) in under 5 hours. The final steps of the integrated scenario were the transfer of the optimized order information from F&R to Retailcentric ERP transactions such as purchase ordering and delivery creations. The order proposals from F&R received by ERP were converted into 17+ million order line items and nearly 7 million delivery lines in just over 3 hours. This large scale processing enables retailers to have confidence in the scalability and stability of the combined SAP and IBM solution.
FRP Run 80M product/locations +Create Order Proposals 17.8M Line Items 3 hours 46 minutes Transfer Order Proposals
F&R
ERP
Process IDocs 139402 IDocs 34.8 MLine Items 3 hours 43 minutes
4 hours 22 minutes
POS DM
17
Optimized total cost of ownership through virtualization and resource sharing The more the infrastructure footprint can be reduced while still meeting the application requirements, the less investment is required and the lower the total cost of ownership (TCO). The PowerVM shared processor pools allowed multiple SAP systems to be housed on a single server. For the integrated retail scenario, all three systems share the processor resources according to the requirements of their processing load and according to a defined priority scheme. The graph below (Figure 14) depicts the peak requirements of all three systems during an integrated run. This shows the processor capacity which would be required for dedicated systems. As these peaks can occur at different times, PowerVM allowed us to meet the workload requirements with only 48% the total number of processors required on non-virtualized systems. This is a tremendous saving in hardware and software resources. Physical resource sharing allows the optimal use of infrastructure investment.
ERP
18
On the database server, System z, we demonstrate the resource sharing for the three concurrent databases. In this design, POS DM and ERP shared the same virtual machine, as their peak loads occur at different stages in the processing chain. Again we demonstrate how the peak requirements of nearly 20 Central Processors (CPs) are met by sharing just over 12 physical CPs (Figure 15). Since the average load on these resources was very low, at any given point in time the remaining processor power was available for other active work. Work Load Manager (WLM) and Processor Resource / System Manager (PR-SM) ensured the systems priority scheme matched the companys Service Level Objectives (SLO). As a result we were able to over-allocate processing resources, confident that we would be able to meet critical response time and batch run time targets. The combined System z database and POWER6 595 application server architecture demonstrated how the integrated retail scenario could be implemented to satisfy the strenuous retail industry business SLOs. With this architecture we were able to apply the best technical characteristics of each system to specific business requirements of the retail solution.
19
Here in Figure 16 we proved that the resulting processing times, for the complete integrated business process, remain stable over time and volume. We started with a medium retail volume and then doubled this volume; achieving this in somewhat less than double the run-time. The latter also proved the integrated process stability; executing an extended volume over nearly 13 hours.
HighVol 09:36
1X1x
04:48 MedVol
2X 2x
MedVol HighVol
00:00 Volumes
Figure 16: Stability over time and volume
1x
As the volumes of data grow, the processing window allowed by the business is most likely to remain fixed. We need assurance that the solution is able to handle increasing volumes of data in the same processing time by scaling out over more resources. In answer to scalability, we proved that by using additional resources we can reduce the longest running processing steps. During window of load where both ERP and F&R are concurrently processing the two highest load requirements, we showed that by using double the application server resources we can cut both the runtimes in half (Figure 17). This demonstrates that the volumes required can be handled in the window required by the business by applying additional resources.
64CPUs 128CPUs
ERP 1 to 2 servers
All existing POWER6 595 application servers were connected to the System z database server and all resources were retained to support the scaled-up configuration. Moving distributed databases from UNIX, Linux, or Windows is a safe process for customers, which is supported by SAP and IBM. In practice using SAP standard tools built on DB2 for z/OS capabilities it was possible to import, reorganize and compress each database in one step, then proceed rapidly with the next phase of testing.
Database Server
Virtual Disks
Size 3
21
SAN
POS DM CI+DB F&R CI+DB virtual Ethernet Backbone ERP CI+DB SAN
DS5100 18TB
DB2 V9.5 POS DM DB2 V9.5 ERP DB2 V9.5 F&R
22
Integrated test configuration For the high-end critical path tests, the architecture was extended to the heterogeneous configuration shown in Figure 21. The databases were migrated to DB2 for z/OS using workload management to enforce a further priority scheme, while the resource sharing implemented for the pure POWER6 landscape was carried forward into the final tests. Maximum test configuration This final test represented the very high-end volume for an extremely large retailer with a tight processing window for store replenishment activities, so for the high-load phase of the parallel processing an additional 595 application server was added as shown in Figure 22.
Two POWER6 595 64 CPUs z10 E56 50 CPUs DS8300 Turbo 40TB
DB2 POS
POS DM CI POS DM AS
POS DM DB
SAN
DB2 POS
F&R AS
DB2 ERP
DB2 ERP
F&R AS F&R CI
DB2 F&R
ERP CI ERP AS
DB2 F&R
23
This proof point also demonstrated how each IBM component in the test infrastructure played a crucial part in achieving the required results. IbM storage IBM System Storage DS8000 solutions are designed to deliver robust, flexible, highly available, reliable and cost-effective disk storage to support continuous operations for large enterprise and mission-critical workloads. They offer improved data protection through striped disks with dual parity (RAID 6) which can recover from the loss of two disks. IBM products help organize and manage a storage environment that can better accommodate explosive data growth while simplifying administration and addressing rising costs. IBM offers traditional hard disk storage as well as solid state disk storage for hot spot data structures.
24
SAN Volume Controller (SVC) SVC is used to virtualize the storage, which increases utilization, handles peak loads and avoids performance bottlenecks very efficiently. It also reduces total cost of ownership (TCO) with reduced power and cooling expenses while streamlining administration. In this project, SVC was used for the most throughput demanding portion of the trilogy F&R, as shown in Figure 23. It was possible to easily and quickly move data online to different groups of disks (few, many, lots of). We could then prove that a defined number of disks suffice to handle a given load and also to create a precise storage sizing profile. Besides deploying SVC to better manage the normal situation of growing data volumes, customers have increased flexibility, for example in order to migrate the production environment to newer storage technology. db2 IBM database systems on each platform are optimized for SAP software and highlights include: Simplified and tailored setup Performance gains at lower cost Data compression (software or hardware) Index compression DB partitioning Online backup One stop service and support via SAP processes.
Parallel database with DB2 data sharing on System z is a unique SAP certified scale-out solution that allows zero downtime maintenance and upgrades of the DB management system itself.
Few Disks
SAN Volume Controller
Many Disks
Medium Managed Disk load Group 2 (160 Disks) Max Load Managed Disk Group 3 (320 Disks)
Lots of Disks
F&R AS
25
26
Conclusions
The IBM infrastructure fusion, with the SAP Retail application provides a solution for retailers of all sizes. This rigorous deep dive into the Trilogy components and the requirements of the integrated solution in a near real-life implementation prove the most demanding retail volumes can be achieved.
Strategic clarity
With its comprehensive set of integrated business solutions, the SAP for Retail portfolio gives you the means and tools to drive your strategy through to execution. It will help you understand your shoppers preferences and react to demand while providing real-time visibility across your organization to pro-actively manage your business. This project demonstrated that the SAP for Retail portfolio operating on a choice of IBM infrastructure supports the critical retail processes involving extreme data volumes that need to be processed during demanding overnight time constraints.
Increased assurance
The joint Retail Trilogy project demonstrates that retail-specific business processes are well understood. The performance tests and system landscape deployed accurately reflect retailer needs, while the high volumes and configuration options represent real requirements. As a result, sizing recommendations are validated for medium and large customers while allowing for growth; and customers can have confidence in well-justified total cost of ownership (TCO) scenarios for various IBM and SAP solution options.
Operational excellence
With their combined industry expertise IBM and SAP can ensure the business efficiency of your retail solution. SAP for Retail solutions provide the essential business functions across the entire value chain from manufacturers through suppliers and retailers to consumers, with optimized processes and controls. IBM has been part of every significant technology innovation in retail, including point-of-sale systems, bar code and radio-frequency technology, as well as e-commerce.
27
Contacts For further information about the Retail Trilogy project and a copy of the White Paper please email the IBM SAP International Competency Center via isicc@de.ibm.com For SAP related enquiries or requests please use sap.com/contactsap Useful links To learn more about the solutions from IBM and SAP, visit ibm-sap.com For more information about SAP products and services for retail, contact an SAP representative or visit sap.com/retail For more information about IBM products and services for retail, contact an IBM representative or visit ibm.com/retail
IBM Deutschland GmbH D-70548 Stuttgart ibm.com/solutions/sap IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at Copyright and trademark information at http://www.ibm.com/legal/copytrade.shtml. Intel, the Intel logo, Intel Xeon and the Intel Xeon logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. UNIX is a registered trademark of The Open Group in the United States and other countries. Linux is a trademark of Linus Torvalds in the United States, other countries, or both. Microsoft, Windows, Windows NT, and the Windows logo are trademarks of Microsoft Corporation in the United States, other countries, or both. Other company, product or service names may be trademarks, or service marks of others. This case study illustrates how one IBM customer uses IBM and/or IBM Business Partner technologies/ services. Many factors have contributed to the results and benefits described. IBM does not guarantee comparable results. All information contained herein was provided by the featured customer and/or IBM Business Partner. IBM does not attest to its accuracy. All customer examples cited represent how some customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics will vary depending on individual customer configurations and conditions. This publication is for general guidance only. Photographs may show design models. Copyright IBM Corp. 2009. All rights reserved.
Copyright 2009 SAP AG SAP AG Dietmar-Hopp-Allee 16 D-69190 Walldorf SAP, the SAP logo, SAP and all other SAP products and services mentioned herein are trademarks or registered trademarks of SAP AG in Germany and several other countries. SPL03006-DEEN-01 (October 2009)