Browse real solutions DPRO customers built inside SAP — from procurement and manufacturing to finance and logistics.
17 use cases · 7 business areas · 28 capabilities
Procurement teams rely on the SAP ME5A report to review purchase requisitions before they become purchase orders. Identifying compliance risks — missing information, unclear descriptions, unusual purchasing behavior — required manual review and experience.
Production planners rely on the standard SAP COOIS report to monitor production orders. Identifying orders that need immediate attention meant manually reviewing hundreds of records and prioritizing by due date and risk.
Maintenance planning was managed with Excel and multiple SAP reports. A dedicated planning solution was evaluated but implementation cost was too high.
Sales Operations relied on manual email communication between three functional groups to manage RMAs and production status.
Approved invoices had to be manually tracked before being transferred to the Reverse Factoring partner, while ensuring no duplicates were ever sent.
Camtek needed a supplier evaluation solution combining purchasing KPIs with quality assessments. Standard SAP Supplier Evaluation didn't meet the need.
Camtek manufactures configurable machines. Comparing the configuration of two sales orders required significant manual effort.
Managing spare-part inventory across multiple territories while minimizing shortages and excess inventory.
Service Purchase Order initiators weren't authorized to update Purchase Orders, resulting in a completely manual process.
Shipment booking activities required multiple SAP transactions and manual updates.
Transportation planners needed a centralized system for planning deliveries and assigning drivers.
AGC needed to enhance standard SAP reports, automate recurring report distribution, and build custom operational tools without relying on expensive third-party solutions or lengthy development cycles.
Standard SAP inventory reports were read-only lists. Turning them into actionable work lists — and running the mass changes that followed — required heavy ABAP development, long queues, and change-committee approvals for every adjustment.
Internal audit and GRC required managerial oversight of changes to sensitive vendor master fields and a tighter grip on customer collections — needs that in plain SAP meant custom ABAP, Queries, and manual monthly follow-up.
Report enhancements sat at the bottom of the development backlog, and analysts were manually pasting data from multiple SAP reports into Excel and gluing them together with formulas — slow, error-prone, and impossible to audit.
Building a color-coded managerial invoice dashboard and pushing operational data files between SAP and downstream systems used to require significant developer time for every small change or new file format.
The sale of Lumenis to Boston Scientific split the company in two and required a full financial carve-out — creating journal entries on specific FBL1N/FBL3N records to separate the old and new legal entities. Standard SAP tooling could not orchestrate this at the record level, and downstream supply chain and finance processes had similar gaps.
