On September 25, 2023, MOSO Power and Decision successfully held a celebration party for the launch of the SAP S/4HANA Cloud project at the headquarters of MOSO Power. Senior leaders and project team members of both Mosopower and Decision attended the celebration meeting to witness and celebrate this milestone moment.



MOSO Power has specially awarded Decision the honorary title of "Excellent Service Provider" and thanks MOSO Power for its unanimous praise and high recognition of Decision's professional strength.


About MOSO Power Supply
MOSO Power Technology Co., Ltd. (Abbreviation: MOSO Power Supply, stock code: 002660) was established in 2006. It is a national high-tech enterprise, a global advanced power supply solution provider and an iconic enterprise in the domestic power supply industry. It is also a Shenzhen Well-known brand, Guangdong Province Famous Trademark, China Well-known Trademark Enterprise, with more than 340 domestic and foreign registered trademarks and more than 300 intellectual property rights.

In March 2012, it was successfully listed in Shenzhen and became the first domestic LED driver power supply industry. In December 2020, Jinan State-owned Assets became a shareholder, and MOSO Power was transformed into a state-owned holding enterprise. Under the operating system of state-owned assets background system + private incentive mechanism, it ushered in a new round of rapid development opportunities.


Background of the project

Since its establishment, MOSO Power has always adhered to industry and focused on the development of consumer electronics power supplies and LED intelligent drive power supplies. It has maintained a leading position in domestic and foreign market shares for many years, and cooperates with customers all over the world.
The company continues to develop rapidly, its business scale continues to expand, and its competitive advantages continue to strengthen. At the same time, corporate management risks are also becoming increasingly apparent:

• The synergy between production and sales is not good, overseas business volume has increased significantly, and it cannot be integrated with existing business within the system;
• The business models of various legal entities have changed, and a large number of related-party transactions have emerged;
• The depth of application of the original ECC system needs to be increased, and the scope of coverage of organizations needs to be expanded;
• The business model has been innovated, and the original ECC system can no longer meet the needs of enterprise operation and development.

Project Objectives

Through this project, Decision helped MOSO Power build an integrated business management platform, establish a standardized, normalized, and globalized management model, realize scientific, efficient, and sophisticated smart operations, and drive the steady implementation of MOSO Power’s strategic goals.



Adhering to the lofty vision of becoming the world's top new energy solution provider, MOSO Power is actively seeking change and chooses Decision to implement the SAP S/4HANA Cloud ERP cloud project as the core system for its innovation and transformation. By upgrading digital management, it can achieve Business innovation and growth.


Project value



After 274 days, Decision's professional consulting team, with its extremely rich implementation service experience, worked with members of the MOSO Power project team and key users to complete:
30+ key solutions
139+ process documents
210+ development projects
50,000+ master data quantity

From project preparation, demand research, blueprint design, solution implementation, launch preparation to successful launch, based on the strategic goals and operating status of Mosuo Power, Disen helped it achieve:

Financial Management
- Refined management structure: building a complex enterprise management structure and financial and management statement consolidation system;
- Cost control system: sophisticated product cost planning and quasi-real-time actual cost accounting system to achieve group cost restoration;
- Expense analysis: maintain the allocation rules for each business unit in advance, and the system automatically generates allocation data;
- Integration of business and finance: automated posting from business to finance + simplified splitting and batching of manual financial vouchers to achieve semi-automatic accounting of inter-company entrusted processing, accurate and detailed profit center accounting, and integration of financial to business data such as sales gross profit analysis Traceable.

Sales management
- Unification and standardization of group processes: customer master data, price master data, credit master data, customer material numbers, recyclable packaging management, sales orders, delivery orders, reconciliation and invoicing, cross-company sales;
- Efficient collaboration between sales and production planning: organized management, unified rules, and process operation;
- Cross-company sales realize efficient collaboration of internal transactions: Hong Kong companies receive orders for domestic companies to produce, and one sales order realizes cross-company sales, achieving efficient collaboration between companies.

Demand model and plan management
- Enable planned work orders, and the system runs the main production plan, reducing the workload of production scheduling and solving the problem of disconnection between SO orders and work orders;
- Enable the independent demand function for material preparation to solve the problem of untimely long-term material preparation; use weekly rolling planning work orders to transfer production work orders to accurately feed materials and reduce inventory sluggishness and other problems.

Work order execution and case closure management
- Complete management and control of the entire work order chain;
- Material requisition, work reporting (from standard working hours to actual working hours), and warehousing quantity control;
- Progress reports to follow up on open work orders.

Purchasing and Inventory Management
- Procurement warehouse business segmentation: standards, accessories, steel mesh, returns and replenishments, transfers, inter-company procurement, purchase order execution reports, production order picking, cost center picking, internal order picking (R&D), and inventory counting;
- Asset procurement business specifications: standardize asset procurement business, OA applies for asset procurement, and simultaneously generates asset purchase orders to SAP;
- Integration with peripheral systems: Integrate with peripheral systems such as OA/MES/SRM to standardize and facilitate business operations and achieve multi-system linkage and data sharing.

Master data management
- Design a three-layer material classification system: 5 major categories, 35 medium categories, and 414 small categories;
- Different material classifications give different characteristics and attributes: accurate analysis of material characteristics and applications;
- Set unified material coding principles according to product level;
- Automatic integration with PDM system: Integrate with PDM system to realize automatic creation and modification of materials.


Leader's speech


Special thanks to the leaders and project team members of Decision and MOSO for their support. I hope everyone will continue to maintain forward-looking thinking and vision, maintain high standards for quality and the pursuit of innovation, constantly improve this system, maximize it, and contribute to the company. The development of the company continues to inject new impetus.


I am very grateful to the leaders of MOSO for their trust and recognition of Decision. I am also grateful to the teams of MOSO and Decision for their efficient collaboration and close cooperation in the project. Today's launch of SAP S/4HANA is a new starting point for MOSO's digital transformation and a new beginning for digital work. I believe that with the support of SAP and the Decision team, Moso will achieve a new leap.
The end of a period is also a new beginning. I hope that in the future, Moshuo will continue to optimize business processes, explore the management model belonging to MOSO, and create digital operations for the group's business under the guidance of SAP's best practice management ideas.
The successful launch of this project is the crystallization of the collective wisdom of both teams. The implementation attitude of the project teams of both parties is the key factor to ensure the success of the project. Through implementation, the group not only explored best business practices, but also refined the team's management and organizational capabilities and cultivated the group's elite SAP team.



In this project, Decision helped MOSO Power successfully launch the SAP S/4HANA Cloud project, which laid a solid digital foundation for MOSO Power's globalization strategy, embarked on a journey of digital transformation, and set a new path for state-owned power companies to transform digitally and go overseas smartly. Another benchmark.

In the future, Decision will also rely on its rich implementation experience, deep resources and professional strength to bring more transformation assistance to global enterprises and use digital power to light up the light of wisdom.

 

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