and the latest version of its teller system. The first branch was due to be live by the end of 2008, followed by a rapid roll-out. However, by mid-2009 Al Khaliji had put all its IT projects on hold, having gone enormously over budget. SAP was just one of a number of vendors to have sold systems to the Qatari bank. Other vendors included China Systems and Misys. SAP provided no comment on the situation. It was thought that China Systems’ Eximbills and Misys’ Opics went live. The bank subsequently selected Temenos’ T24 and went live with it after a 15-month implementation, in early 2014. Spiralling costs have also been a feature of the implementation at Commonwealth Bank of Australia (CBA). A project started in 2008 with an initial anticipated cost of AU$580 million. However, there was then a doubling of the initial estimate and the extension of the project by nearly a year. Reasons cited by the bank included extension of the SAP suite to CBA’s subsidiaries, ASB Bank and Bankwest; enterprise-wide branch rejuvenation; rising expenses on software maintenance and development; and the lack of skilled resources. Nonetheless, in a letter to shareholders, issued in April 2011, the bank described the project progress as ‘excellent’. ‘All retail customer information, term deposit, savings and transaction accounts now operate on the new SAP platform,’ it said. ‘This represents in excess of ten million customer accounts, which makes it the largest banking migration in Australian history.’ The project was finally completed in H1 2013. SAP picked up its share of wins in 2009, mainly in Western


Europe and Latin America. The most notable was a deal with Deutsche Bank, to overhaul its domestic operations. The aim was to standardise the software as much as possible for payments, savings applications, account management and in-house management operations, said a spokesperson from the bank. It was thought that Deutsche Bank’s acquisition of Deutsche Postbank in 2010 influenced the new parent’s decision. SAP would do most of the work at Deutsche Bank and the project was expected to take about five years. By mid- 2012, it was thought the bank was ready to go live although there was some upheaval around this time with the departure of CEO, Josef Ackermann, after ten years at the helm and the halting of a long-term project at the bank to implement Temenos’ T24 for private banking. 2010 saw SAP hold fairly steady in terms of new deals versus the previous year. As in 2009, it recorded eight wins for Loans Management but there were only three wins for Deposits Management (versus six in 2009, nine in 2008, 16 in 2007). The Deposits Management wins came in Mexico, Namibia and at a mid-tier bank in Canada. The Loans Management wins included an Islamic signing from a financing entity in Malaysia, another Canadian recruit and two further Mexican wins (both from the Temenos base). Among the deals was a first microfinance institution, Compartamos Banco in Mexico, selecting SAP in late 2010 having abandoned an earlier project to implement Temenos’ T24. From SAP it took Loans Management plus BPM and CRM software. SAP talked of the importance of Compartamos as a reference in helping win new business in Latin America. By late 2012, it was mid-project and running late. However, a smaller, earlier taker of Loans Management in the country, Montepio, was live by this time.


By 2011, SAP was making less noise about its wins than in the past, perhaps because of the experiences of some of those takers. Nonetheless, it was a relatively successful year in terms of sales for Deposits Management as it more than doubled its sales tally of the previous year, gaining seven new name wins including a handful in Latin America, Landshypotek in Sweden and RBS in the UK. Little information was provided on the latter deal although it was known that the project would focus on implementing a deposit liquidity engine for the corporate banking part of RBS. However, while the fortunes of Deposits Management picked up, the supplier gained only three wins for Loans Management, versus eight in 2010. Geographically, Latin America certainly seemed to be


the success story of 2011 for SAP. Of SAP’s ten deals across its different banking applications in the year, six were in here: two in Brazil (Banco Intermedium and Banco Regional de Desenvolvimento), two in Costa Rica (one of which was Banco Cathay de Costa Rica), one in Colombia and another in Mexico. This compared with three Latin America deals for SAP in 2010, out of a total of eleven. Australia-based Macquarie Bank reached the first milestone of its five- year, AU $250 million ($197 million) core banking software transformation project. The bank is replacing a range of disparate back office platforms with the SAP for Banking solution, which comprises the Deposits Management and Loans Management systems. Accenture is the delivery partner. The first component of the project, will support the bank’s new business line – transactionaccounts. In the later phases, the existing products across the entire loan and deposit portfolio of Macquarie Bank will be moved onto SAP for Banking, as well as nearly one million clients. Regulatory reporting will also be supported by the new platform. The OPEC Fund for International Development (OFID) is a major lender and, in the last few years, has been building an infrastructure to improve its automation and streamlining its core business processes. At its heart are SAP’s ERP, Treasury and Loan Management systems, plus Fundtech’s Swift service bureau. By the end of 2015, both SAP’s treasury and lending systems were due to be fully live, which shall achieve the initial vision to have a fully integrated enterprise platform within OFID.


India-based Adarsh Credit Co-operative Society has been a pioneer with its implementation of almost wall-to-wall SAP software, including for channels and core transformation. The roll-out has been fast and smooth, with the institution reaping the benefits, particularly in its push to aid financial inclusion in the country. In March 2016, Commerzbank went live with a set of finance and risk solutions powered by the SAP Hana platform. The German bank is working with SAP to digitally transform its operations for connected line-of-business transactions, simplified closing processes and regulatory compliance. In October 2017, Lloyds Bank chose SAP’s Deposits Management, Payment Engine and Omnichannel Banking solutions, all powered by the SAP HANA in-memory data platform. The new system will be used to improve its trade finance, invoice finance and client monies platforms.


Back Office Systems & Suppliers (BOSS) | www.ibsintelligence.com


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