KEEN owns the environment.retailsolutionsowns the answer.
Evaluation Criteria
Built for What Matters
This proposal is organized through the lens of KEEN's weighted evaluation criteria. The structure is deliberate: make the response easy to evaluate, easy to discuss, and easy to defend.
25%
Solution and Industry Fit
Fashion/FVB expertise, architecture, and functional fit.
20%
Delivery Approach and Risk
Methodology, governance, testing, conversion, and cutover.
20%
Named Team and Staffing
Quality, relevance, availability, and continuity.
20%
Cost and Commercial Structure
Transparency, certainty, assumptions, and overall value.
10%
References and Outcomes
Comparable programs and verified results.
5%
Partnership and Knowledge Transfer
Collaboration, cultural fit, and long-term ownership.
A final note from our executive team
Built for KEEN. Ready for the work.
Thank you for including retailsolutions in your RFP partner selection process.
We are energized by the opportunity to help KEEN and the Fuerst Group turn the clarity of Phase 0 into a connected, resilient platform built for what comes next. For proposal clarification, Javier is your primary point of contact.
Eight things that shape our response. Select a topic to explore.
KEEN’s program & its objectivesOpenClose
KEEN and the Fuerst Group are replacing SAP AFS before it reaches end of maintenance on 31 December 2027.
The RFP covers a full lifecycle, multi-wave program (Private Cloud, Fashion & Vertical Business) across KEEN, KAB and KDR, then the wider group (KTH and Chrome), spanning six functional tracks.
Mobilization in early Q2 2027.
One margin truth is missing today: manual reconciliation across AFS, spreadsheets and regional systems grows with every store, channel and partner.
The major risks & how we address themOpenClose
A lean KEEN team
The program must stay business-led without overloading KEEN: a participation plan in Prepare, Phase 0 on RapidFashion, we draft and KEEN decides, one super-user pool and backfill for key SMEs.
Partner Able to Deliver a Vertically Integrated Solution
KEENs operations cover all verticals of a fashion company which brings complexities not seen in all S/4 Fashion implementations, KEEN needs a partner that has done it before, a partner that understands the intricacies of connecting all parts and making them work like one.
One big Wave 1 cutover
All regions go live together, so we move on readiness, not the calendar: regional readiness gates, fallback plans agreed early and floor-supported hypercare in every region.
Decide-Before-Design
Open decisions are the first threat to the timeline. From award, we help KEEN close them before mobilization, with recommendations and demos on RapidFashion.
One margin truth
Margin is reconciled by hand across AFS, spreadsheets and regional systems. One cost chain from factory to channel, reconciled from CO-PA to the ledger, has to be designed in from day one.
Data quality and migration
Data readiness gates every mock. From award, we support profiling and quality, with data quality scorecards per object through Prepare and Explore.
Why retailsolutionsOpenClose
retailsolutions is pleased to respond to KEEN/Fuerst Group’s RFP to replace SAP AFS with SAP S/4HANA Fashion across KEEN, its owned factories and the wider Fuerst Group. As a specialist SAP partner focused exclusively on Fashion, Lifestyle and Retail, we understand the complexity and importance of this next phase of KEEN’s journey.
Our Solution Architect, Roshan Sooriyabandara, was part of KEEN’s original SAP AFS implementation, bringing continuity, institutional knowledge and a deep understanding of KEEN’s landscape, design decisions and business processes.
We build on KEEN’s Phase 0: its material is loaded into SAP Signavio against our RapidFashion processes, so workshops validate and design the future state on a working S/4HANA Fashion system rather than start from a blank page.
We keep the program business-led and governed, so it lands on time and on budget without overloading KEEN’s lean team.
Our credentialsOpenClose
Deep industry experience in Fashion, Footwear and Lifestyle brands.
20+ years of exclusive focus on SAP solutions for Fashion and Retail.
SAP Gold partner: 600+ consultants and 200+ projects delivered.
Currently delivering S/4HANA at Caleres, PUMA and adidas.
Direct historical experience with KEEN’s SAP environment and design decisions.
Proven AFS to S/4HANA Fashion transformation experience.
Your priorities, our guardrails.OpenClose
Early Prepare time is spent with KEEN’s program and business leadership to agree what matters most; those priorities become the program’s guardrails for scope, time and budget.
We support SAP working out of the box and hold the line on scope: fit to standard first, local customizations only for agreed reasons with Design Authority approval, scope signed off at the end of Explore and change control on everything after it. KEEN sees the cost and schedule impact before agreeing.
Future innovation lands on KEEN’s timeline, through the AI roadmap, not inside this program.
Clear governance, fast decisions.OpenClose
An active steering committee, a joint PMO, decision packs with agreed turnaround times and a quality gate at every phase keep decisions moving and teams empowered.
Active leadership support is the strongest predictor of success, and we design the governance to make it easy for KEEN’s leaders to give.
A clean S/4HANA, built for KEEN’s businessOpenClose
A greenfield on standard, not a copy of AFS: owned plants and DCs run as two clean process models, with one margin truth from factory cost to channel margin.
For Japan and China, in-market consultants bring local language, statutory and business knowledge.
AI that speeds delivery todayOpenClose
Claude and Joule across the team, BPDs drafted with ProcessPath and AI-assisted development, always reviewed and only in KEEN-approved tools; our AI Applicability Service leaves KEEN a prioritized roadmap.
Under our Risk/Gain model, we continually pursue efficiencies with the goal of delivering a better product, reducing risk and effort, and producing cost savings for KEEN/Fuerst Group.
We look forward to the opportunity to partner with KEEN on this journey.
Darren Hunter President and Managing Director
One integrated program
Everything connects.
Explore the workstreams. See how governance, foundations and delivery phases bring them together.
Select a workstream. Preview its slides on the right. Click to pin; click again to release.
Governance
Foundation
Everything connects
Explore the program.
Hover over a workstream to preview its slides. Click to pin your selection, then use the arrows to explore.
←
10.8 References
Experience with outcomes.
Comparable programs, clearly stated roles and a candid view of what happened.
Comparable references
The experience behind the response.
Explore the actual scope, regions and delivery role for each engagement. Reference calls are arranged on request.
Business outcomes achievedResults, with the full context.
The response includes recovery work, successful go-lives and delivery challenges. Each role stays explicit.
More comparable experience
Three implementation stories
George. M&S. adidas.
George, Marks & Spencer and adidas: the challenge and our role.
A complex, heavily integrated legacy and SAP estate (FMS, MDG-RFM, CAR 2.0) nearing end of support, with fragmented data and a future-proof platform needed ahead of the Walmart separation.
02
OUR ROLE
Advising a phased move to SAP FMS and CAR 4.0 across target operating model, store inventory, purchasing, distribution, master data and forecasting, plus legacy decommissioning.
M&S
$23B revenue 2024/25 · 1,000+ UK stores
01
CHALLENGE
An 18-year-old ECC monolith at end of life with ~392 integrations and heavy customization, and an earlier program design under the previous SI that required remediation and re- estimation.
02
OUR ROLE
Lead system integrator owning the functional, solution architecture, program management and SAP AI workstreams of a greenfield S/4HANA transformation and full ECC decommissioning.
adidas
€24.8bn revenue 2025 record · ~62,000 employees
01
CHALLENGE
Global migration from apparel-specific SAP AFS to S/4HANA market by market, a fundamental data-model change, and scaling a single template from South Africa to high- volume European markets.
02
OUR ROLE
Solution architecture and specialist SAP expertise, advising alongside adidas's incumbent SI, with deep AFS-to-variant data- model knowledge that enabled successive market go-lives and de-risked the European core.
References
Fashion. Footwear. Retail.
Our customer experience, across the businesses that move people.
Our Customers and Experience
retailsolutions Customers
Our Consultants’ Past Customers
retailsolutions Customers
Our Consultants’ Past Customers
retailsolutions Customers
Our Consultants’ Past Customers
retailsolutions Customers
Our Consultants’ Past Customers
New brand · rapidly growing · proven experts
retailsolutions in North America
20+
Years of SAP Retail and Fashion Experience
Our consultants bring two decades of hands-on SAP Fashion and Retail expertise to every engagement
25+
S/4 Fashion/Retail Programs Delivered
Our teams have led end-to-end S/4 implementations across merchandising, supply chain and retail
15+
Senior Experts for Your Project
The same senior consultants, averaging 15 years each, will be assigned to your project
OUR NORTH AMERICAN CUSTOMERS
Fashion & Apparel
Footwear & Lifestyle
Sportswear and Hard Goods
Built on two decades of European retail expertise, retailsolutions is bringing proven SAP S/4HANA methodology and a world-class team to North American fashion & retail. You’re not hiring a brand, you’re hiring the team that built the track record.
10.2 Solution and Scope Response
One platform. Every part connected.
A clean S/4HANA core, shaped around KEEN’s products, factories, channels and regions.
Solution & Scope
Start with the right foundation.
Architecture, clean-core rules and the design proofs that connect the solution.
ExploreCloseArchitecture and clean coreConfiguration first, supported extensibility next. Architecture recommendations stay subject to KEEN’s Design Authority, with scope decisions made explicitly.
ARCHITECTURE & CLEAN CORE
One clean S/4HANA core. A connected ecosystem.
Customization is minimized in favor of standard SAP capability, side-by-side extension on SAP BTP, and configuration. Most requirements are met by configuration before a line of code is written.
Clean core
S/4HANA Private Cloud with Fashion and Vertical Business, embedded EWM with basic warehouse management for raw materials at the plants, and OSTA for store sales audit.
Greenfield
A fresh S/4HANA build from the RapidFashion baseline. The processes AFS supports today are rebuilt on standard, and no AFS code is carried over.
Connected ecosystem
Integration Suite for every flow into and out of S/4; business events for real-time notifications; side-by-side extensions only where needed.
Data boundary
Standard released CDS views feed Snowflake through SAP Business Data Cloud.
Clean-core guidelines
One decision path for every requirement, a clean-core level for every object and automated code checks that block anything that breaks the rules. Guidelines are agreed with KEEN at the start of the program.
RapidFashion baseline
We start from our preconfigured system, so design begins from a working solution.
The goal: A clean core that stays upgradeable for years to come.
DEVELOPMENT OBJECT TYPES · IN PRIORITY ORDER
Fit to standard first. Govern every exception.
01
Configuration in the RapidFashion baseline Standard
Fit to standard first; only deltas approved by the Design Authority are built.
02
Key-user extensibility: custom fields, logic and CDS views No code
Built in the key-user apps; reports are CDS analytical apps on released views, not classic ALV.
03
Released APIs, BAdIs and RAP in ABAP Cloud, on-stack Level A · default
ABAP for Cloud Development as the language version; released APIs, BAdIs and RAP only.
04
Classic API behind a wrapper class Level B
Design Authority approval; the wrapper lives in a separate component, is released for cloud use and carries a plan to move to a released API.
05
Side-by-side extension on SAP BTP Level A
Calls S/4HANA only through released APIs or events.
06
Classic ABAP on unreleased objects Level C
Governed last resort, with architect approval at the pre-code gate.
Never · Level D
No modifications, implicit enhancements, user exits, direct table writes, Z-copies of SAP programs or RFC_READ_TABLE.
On every object
A pre-code gate with justification, clean-core level and architect approval for any Level B or C approach; ATC and peer review on every transport. Priority 1 findings block release; Priority 2 needs lead approval.
ARCHITECTURE DECISIONS
Our recommendations
Agreed with KEEN’s Design Authority in Explore. Statuses below preserve the distinctions in the submitted proposal.
INTEGRATION
Middleware
SAP Integration Suite for everything that touches S/4HANA; Boomi only during the transition.
Our recommendation
Event broker
Event Mesh in Integration Suite to start; advanced event mesh if volume or replay needs grow.
Our recommendation
China
The local order management system posts into S/4HANA through Integration Suite, within China’s data residency rules.
Our recommendation
BUILD AND LANDSCAPE
Extensions
On-stack ABAP Cloud or BTP side-by-side, decided per object by the clean-core decision path and the Design Authority.
Our recommendation
Environments
N+1 landscape for parallel waves, a set refresh cadence and Cloud ALM for transports.
Our recommendation
Transitional architecture
AFS and S/4HANA run side by side between waves, with an interim POS sales upload between Waves 1 and 2.
Our recommendation
OPERATIONS AND DATA
Manufacturing warehouse
Embedded EWM with basic warehouse management for raw materials at KAB, KDR and KTH: putaway, bins and staging.
Confirmed with KEEN
Snowflake feed
Standard CDS views through SAP Business Data Cloud from Wave 1; depends on KEEN licensing BDC capacity.
Confirmed with KEEN
Bill of materials
OMSA, testing tools, WalkMe, AI units and BDC capacity validated with KEEN in Prepare, before Explore workshops.
To validate in Prepare
ExploreCloseFunctional tracks and design proofsAll six functional tracks share the same phase gates. Design proofs use KEEN scenarios and data on the RapidFashion system.
“Fit-to-standard workshops across all six functional tracks, resolution of open Key Design Decisions (KDDs) in partnership with named KEEN and the Fuerst Group business owners” (RFP 3)
Six functional tracks follow the same retailsolutions pattern, each led three in a box with KEEN, from Phase 0 processes mapped onto RapidFashion through to end-to-end testing across tracks.
Master data and article
Organization structure, business partner unification, site, article and variant model, merchandise hierarchy, seasons and assortments.
Purchase order continuity for the plants in Wave 1, then production master data, planning, orders, execution and costing in Wave 3.
Order to cash
Configurable order intake, contracts replacing AFS bulk, ATP, supply assignment, segmentation, the 3PL template, pricing and credit.
Direct to consumer
Store pricing and promotions, allocation and replenishment, store operations, POS sales audit, consignment and omnichannel.
Record to report
Universal journal, product costing, Margin Analysis, close and Group Reporting, intercompany, tax and cash management.
Goal: This is how every process is designed once, built from a working baseline and proven end to end.
OUR APPROACH BY PHASE
01
Prepare
Map Phase 0 processes and KEEN's 130-capability map onto RapidFashion BPDs and workshop decks per track
KDD list and proof-of-concept plan per track; workshop calendar with each track's business owner, process owners and IT lead
Load a governed subset of master data into RapidFashion for workshops
02
Explore
Day-in-the-life fit-to-standard workshops per track on the live RapidFashion system, using the matching workshop deck
BPDs and process maps for every in-scope process; integration, data and report requirements captured per process
KDDs decided through the Design Authority; design-phase proof points run per track
03
Realize: build
Configuration from the RapidFashion baseline; only approved deltas built
Functional specifications and RICEF per track, with show-and-tell after each drop
04
Realize: test
End-to-end test scenarios across tracks (forecast to buy, buy to receive, order to cash, store to sales audit, record to report)
UAT run by KEEN process owners and super users
05
Deploy
Track cutover tasks, business validation and sign-off in the integrated cutover plan
06
Run (hypercare)
Track leads cover hypercare for their processes, then hand over to KEEN support
DESIGN-PHASE PROOFS
Design-Phase Proofs KEEN Requires
What KEEN asks us to prove during design; each proof runs in Explore on our RapidFashion system with KEEN data and is signed off at the Explore exit gate
RFP 5.1, 5.2
Master data
Business Partner conversion with de-duplication and roles; site and storage-location structure; article and variant conversion covering model family, colorway, size, width, samples and B-grade
RFP 5.3
Procure to pay
Kinaxis immediate buy and future requirement into S/4; size disaggregation; owned and external factory; factory collaboration for EDI and non-EDI factories; ASN and in-transit visibility; reconciliation from plan to postings
RFP 5.5
Order to cash
Configurable order intake for EDI wholesale, marketplace, drop-ship, e-commerce and B2B; inventory allocation options across two regions; the 3PL/WMS integration template
RFP 5.6
Direct to consumer
POS integration for Shopify and Smaregi; OSTA sales audit for a US Garage and a Japan store; store allocation and replenishment; consignment sell-in vs sell-through; BORIS and buy-in-store ship-from-DC; loyalty
RFP 5.7
Record to report
Advanced Financial Close for one entity; account-based CO-PA against gross-to-net; FI-ICMR for Canada and US; tax localization for one country, the Netherlands; Group Reporting for a subset of entities
RFP 5.4
Manufacturing
Global design for all three factories with a modular wave approach; PP/DS only if a proof of concept justifies it
ExploreCloseKEEN’s key topicsOpen decisions and pain points are connected to their response topics, including factory collaboration, inventory availability, margin, local requirements and monitoring.
OPEN DECISIONS · PAIN POINTS · NEEDS
Key Topics We Identified
This is a list of open decisions, pain points and needs we have identified; we share our point of view on a selection of these in the following slides.
Open decisionSize planning: style-color to size quantities
Pain pointExternal factory collaboration
Pain pointManufacturing visibility
Open decisionOwned-factory PO collaboration and planning
Pain pointBOM maintenance and governance
Pain pointChannel inventory segmentation and availability
Pain pointWeekly batch allocation and order release
Pain pointPTO/TPO short shipments
NeedGlobal gross-to-net and margin methodology
Open decisionDTC and omnichannel in SAP (China digital, Japan POS, must-haves)
Open decisionConsignment accounting and revenue recognition
Pain pointFinance close and consolidation
Pain pointIntercompany stock transfers and billing (Canada)
Pain pointChannel-level profitability and margin analysis
Pain pointCO-PA to ledger reconciliation
Open decisionInventory valuation, landed cost and actual costing
Pain pointEuropean localization and statutory reporting
Open decisionCloud ALM integration monitoring and change control
Open decisionKinaxis to S/4 buy handoff
Solution & Scope
Built for the way KEEN works.
Follow the product, inventory and financial decisions through the business.
ExploreCloseSize planningTurn style-color demand into size-level quantities using distribution curves, with a clear treatment of KEEN’s planning challenges.
Size Planning: Style-Color to Size Quantities
Original slide 22 · visual reference
Distribution Curves: From Style-Color to Size
Original slide 23 · visual reference
Size Planning: Challenges and How We Address Them
Original slide 24 · visual reference
ExploreCloseOwned-factory collaborationProtect the AFS exit first, then connect demand to the shop floor. Owned-factory purchasing follows the response’s two-step sequence.
Owned-Factory PO Collaboration and Planning
Original slide 25 · visual reference
Owned-Factory Purchasing: Two Steps
Original slide 26 · visual reference
Owned-Factory Purchasing: Challenges and How We Address Them
Original slide 27 · visual reference
ExploreCloseBOM maintenance and governanceA trusted BOM from Centric to the plant, with clear ownership, migration decisions and a light approval step.
BOM Maintenance and Governance
Original slide 28 · visual reference
One Trusted BOM, from Centric to the Plant
Original slide 29 · visual reference
BOM Maintenance and Governance: Challenges and How We Address Them
Original slide 30 · visual reference
ExploreCloseChannel inventory and availabilityProtect channel commitments through the supply cycle. Segmentation and availability connect the right inventory to the right demand.
Channel Inventory Segmentation and Availability
Original slide 31 · visual reference
Segmentation Through the Supply Cycle
Original slide 32 · visual reference
Supply Protection
Original slide 33 · visual reference
Channel Inventory Segmentation: Challenges and How We Address Them
Original slide 34 · visual reference
ExploreCloseAllocation and order releaseOne availability and allocation engine, with a clear distinction between the jobs performed before an order ships.
We e k l y B a t c h A l l o c a t i o n a n d O r d e r R e l e a s e
Original slide 35 · visual reference
Advanced ATP and Allocation: One Engine, Two Jobs
Original slide 36 · visual reference
We e k l y B a t c h A l l o c a t i o n : C h a l l e n g e s a n d H o w We A d d r e s s T h e m
Original slide 37 · visual reference
ExploreCloseGross-to-net and channel marginOne pricing procedure feeds one ledger so gross-to-net and channel profitability can be compared on the same basis.
Global Gross-to-Net and Margin Methodology
Original slide 38 · visual reference
Gross-to-Net and Channel Profitability in SAP S/4HANA
Original slide 39 · visual reference
Gross-to-Net and Channel Profitability: Challenges and How We Address Them
Original slide 40 · visual reference
ExploreCloseDTC and omnichannelLocal storefronts retain their role while sales, returns and inventory connect to one SAP view. The response identifies the scope for China, Japan and core omnichannel needs.
DTC and Omni channel i n SAP (Chi na Di gi tal , Japan POS, Must-Haves)
Original slide 41 · visual reference
One DTC Pattern Across Every Market
Original slide 42 · visual reference
DTC and Omnichannel: Challenges and How We Address Them
Original slide 43 · visual reference
ExploreCloseFinance close and consolidationOne close calendar across entities, with the response’s approach to reconciliation, consolidation and routine work.
Finance Close and Consolidation
Original slide 44 · visual reference
Financial Closing Cockpit
Original slide 45 · visual reference
Finance Close and Consolidation: Challenges and How We Address Them
Original slide 46 · visual reference
Solution & Scope
One template. Local realities.
Regional, statutory and operating requirements stay visible in the global design.
ExploreCloseRegional and local fitOne global template, proven against the country, statutory and operating requirements that make each region different.
Regional and Local Fit (US, Canada, Europe, Japan, China)
Original slide 47 · visual reference
Regional and Local Fit (US, Canada, Europe, Japan, China)
Original slide 48 · visual reference
Regional and Local Fit (US, Canada, Europe, Japan, China) (cont.)
Original slide 49 · visual reference
Regional and Local Fit (US, Canada, Europe, Japan, China) (cont.)
Original slide 50 · visual reference
Solution & Scope
Connect. Observe. Control.
The interfaces, analytics, experience and controls that make the platform work.
ExploreCloseIntegration and EDIReusable integration patterns connect SAP to KEEN’s ecosystem, with explicit recommendations for middleware and event handling.
Integration and EDI
Original slide 51 · visual reference
Integration and EDI
Original proposal slide 52 — preserving its tables, labels, relationships and layout.
Show extracted text for reference
Every Wave 1 flow connects once to Integration Suite, which owns the partner mapping; interface IDs from the Integration Register
Master data: Centric SAP S/4HANA Article and BOM into S/4; identifiers and status back One canonical interface per object INT-MD-001 to 004 Planning: Kinaxis SAP Integration Suite Purchase orders into S/4 purchasing Mapping, monitoring, EDI and INT-PTP-002 events
Wholesale EDI: SPS Commerce S/4 to Integration Suite, then Integration Suite to SPS INT-OTC and INT-EDI-001 to 011 3PL and WMS template Manhattan, Metro, DSV, Hitachi and KS, 10 flows each INT-WMS, 50 flows
Interface techniques Released APIs and business events by default, Level A Standard IDocs for EDI only where a partner format needs them, Level B Inbound orders through the B2B sales order request API Files over SFTP only where a partner needs them: SPS, BOS No custom IDocs, RFC or direct table reads
Finance apps Tipalti, Adaptive Insights, Concur and Avalara INT-FIN-001 to 005
E-commerce and B2B Shopify KOL and NuOrder, moved from Boomi INT-KOL-001 to 009, INT-B2B-001 to 003
Boomi during the transition KEEN-owned flows not touching S/4, such as Salsify, WIDEN, ODH and BSN, until KEEN migrates them No new S/4 flows on Boomi
Integration and EDI (cont.)
Original slide 53 · visual reference
ExploreCloseCloud ALM monitoring and changeInterface monitoring, alerts and transport controls sit in one operating model across parallel waves.
Cloud ALM Integration Monitoring and Change Control
Original slide 54 · visual reference
SAP Cloud ALM: Key Features
Original slide 55 · visual reference
SAP Cloud ALM: Challenges and How We Address Them
Original slide 56 · visual reference
ExploreCloseAnalytics and reportingSnowflake remains KEEN’s enterprise analytics platform. Included design and support are distinguished from the separately priced extraction build.
Analytics and Reporting
Original slide 57 · visual reference
Analytics and Reporting
Original slide 58 · visual reference
Analytics: Included and Optional Scope
Original slide 59 · visual reference
ExploreCloseRICEF, Fiori and user experienceThe complete development scope is classified by object type, team, complexity and wave. Interfaces and conversions remain separate from other development.
Original proposal slide 61 — preserving its tables, labels, relationships and layout.
Show extracted text for reference
219 objects that we build, by team, type and complexity
BY TYPE
Team Interfaces Conversions Extensions Forms R Order to cash 60 7 9 8 Retail and DTC 25 - 5 - Procure to pay 18 5 8 1 Record to report 10 10 4 2 Master data 3 9 1 - Manufacturing 1 7 3 4 Total 117 38 30 15 Note: Extensions, forms and reports are estimated based on our list of typical custom The full list of all 219 objects is in the attached Excel file, KEEN_RICEFW_List.xlsx.
BY COMPLEXITY
eports Total Team Low Medium High Very High 9 93 Order to cash 33 39 16 5 1 31 Retail and DTC 4 23 3 1 3 35 Procure to pay 8 15 11 1 2 28 Record to report 7 20 1 - 1 14 Master data 5 6 2 1 3 18 Manufacturing 2 13 3 - 19 219 Total 59 116 36 8 izations necessary for the fashion industry.
ExploreCloseInfrastructure and environmentsA coordinated landscape supports build, testing, training and parallel waves, with responsibilities separated across SAP, retailsolutions and KEEN.
Infrastructure, Basis and Environments
Original slide 62 · visual reference
Infrastructure, Basis and Environments
Original slide 63 · visual reference
ExploreCloseSecurity, GRC and controlsSecurity begins in design. Role design, segregation of duties and Access Control continue through testing and into operations.
Security, GRC and Controls
Original slide 64 · visual reference
Security, GRC and Controls
Original slide 65 · visual reference
ExploreCloseArchitecture decisions and scope boundariesOpen decisions, options and exclusions are explicit so scope is agreed before it becomes downstream work.
Open Architecture Decisions and Our Recommended Disposition
Original slide 66 · visual reference
Standard, Configuration, Extensions, Custom Development and Third-Party
Original slide 67 · visual reference
Included, Optional and Excluded Scope
Original slide 68 · visual reference
10.3 Delivery Approach and Plan
A clear path. From design to ownership.
One integrated program, with decisions, testing, data and readiness moving together.
SUPPORTING DETAILSExplore the eight delivery stagesOPEN / EXPAND +CLOSE −
SUPPORTING DETAIL
The detail behind delivery.
Explore the eight stages of delivery and their original activities.
Methodology, governance and a global template with controlled local fit.
ExploreCloseMethodology, governance and quality gatesThe SAP Activate journey is governed through one integrated PMO, decision forums and phase quality gates.
Our S/4HANA Transformation Methodology
Original slide 70 · visual reference
Methodology, Governance and Quality Gates
Original slide 71 · visual reference
Control and Governance
Original slide 72 · visual reference
Methodology, Governance and Quality Gates
Original slide 73 · visual reference
Governance Forums and Decision Rights
Original slide 74 · visual reference
ExploreCloseGlobal template and fit-to-standardKEEN’s Phase 0 and the RapidFashion process baseline feed a global template, with local departures governed through fit-to-standard.
Global Template and Local Customizations (Fit-to-Standard)
Original slide 75 · visual reference
Global Template and Local Customizations (Fit-to-Standard)
Original slide 76 · visual reference
Fashion Process Scope
Original slide 77 · visual reference
Delivery Approach & Plan
A plan that connects every wave.
Sequencing, milestones, dependencies and the critical path.
ExploreCloseWave plan, milestones and critical pathWave sequencing, migration milestones and critical-path dependencies are presented together. The stated timeline relies on the support-extension assumption in the proposal.
Wa vePlan , SequencingandTimeline
Original slide 78 · visual reference
Wa vePlan , SequencingandTimeline
Original slide 79 · visual reference
Milestones, Dependencies and Critical Path
Original slide 80 · visual reference
Delivery Approach & Plan
Prove it before go-live.
Testing and migration turn readiness into evidence.
ExploreCloseTesting, QA and readiness criteriaTesting starts during design and build, with all thirteen test levels, traceability and clear entry and exit criteria.
Te sting , QAandAutomation
Original slide 81 · visual reference
Te sting , QAandAutomation
Original slide 82 · visual reference
Thirteen Test Levels: When, Who and What They Prove
Original slide 83 · visual reference
Entry and Exit Criteria for Each Test Cycle
Original slide 84 · visual reference
ExploreCloseAI-assisted testing and automationAI-generated test content is reviewed by qualified consultants. Tool options, data handling and automation remain explicit.
AI-Assisted Testing
Original slide 85 · visual reference
Te stAutomation : Perfec Tw inComparedwithTricentis
Original slide 86 · visual reference
ExploreCloseData conversion and migrationMigrate operationally necessary data through defined load paths, progressive mock cycles, validation and reconciliation.
Data Conversion and Migration
Original slide 87 · visual reference
Data Conversion and Migration
Original slide 88 · visual reference
From AFS to S/4HANA, Step by Step
Original slide 89 · visual reference
Three Load Paths, Chosen per Object
Original slide 90 · visual reference
Mock Cycles in Waves 1 and 3
Original slide 91 · visual reference
DataMove: Our Data Migration Accelerator
Original slide 92 · visual reference
Delivery Approach & Plan
Land the change. Own what comes next.
Cutover, hypercare, training and the transition to KEEN ownership.
ExploreCloseCutover and hypercareRehearsed cutovers, readiness decisions and floor-supported hypercare protect each deployment wave. The full original cutover material is retained below.
Cutover and Hypercare
Original slide 93 · visual reference
Go-Live Plan: A Structured, Rehearsed Cutover
Original slide 94 · visual reference
Go-Live Governance
Original slide 95 · visual reference
ExploreCloseChange, training and adoptionRole-based change and training assets are built for the global design, then reused and adapted for each wave.
OCM, Training and Adoption
Original slide 96 · visual reference
OCM, Training and Adoption
Original slide 97 · visual reference
OCM, Training and Adoption
Original slide 98 · visual reference
Digital Training Tool: Two Options for KEEN
Original slide 99 · visual reference
Delivery Approach & Plan
Improve the way we deliver.
AI-assisted delivery and the recommendations KEEN asked us to make.
ExploreCloseAI-assisted deliveryAI supports delivery within KEEN-approved tools. Human review and a governed applicability service remain part of the approach.
AI-Assisted Delivery
Original slide 100 · visual reference
Leveraging AI in Our S/4HANA Implementation
Original slide 101 · visual reference
The retailsolutions AI Applicability Service
Original slide 102 · visual reference
ExploreCloseRecommended timeline adjustmentsThe response’s recommended changes to sequence and timing are retained in full, together with their rationale.
Recommended Adjustments to Timeline and Sequencing
Original slide 103 · visual reference
10.4 Team and Staffing
The people. The expertise.
Meet the named team, explore their experience and see how the delivery model protects KEEN’s time.
What gets delivered, who owns the work and how KEEN accepts it.
The review and approval cycle
Keep decisions moving.
5days to review
3days to action
2days to approve
Deliverables & Responsibilities
Know what done looks like.
The deliverables register connects the work to its acceptance.
ExploreCloseThe deliverables registerEvery phase has an explicit deliverables register. The response’s review cycle and quality gates apply to acceptance.
Deliverables Register
Original slide 125 · visual reference
Deliverables Register (cont.)
Original slide 126 · visual reference
Deliverables & Responsibilities
Shared work. Explicit responsibilities.
See the responsibilities of KEEN, retailsolutions and third parties together.
ExploreCloseKEEN, retailsolutions and partner responsibilitiesResponsibilities remain visible across retailsolutions, KEEN, SAP and third parties, with the detailed RACI retained.
KEEN/FG/SI/SAP/Third-Party RACI
Original slide 127 · visual reference
KEEN/FG/SI/SAP/Third-Party RACI (cont.)
Original slide 128 · visual reference
Deliverables & Responsibilities
A clear route to acceptance.
Review, action, approval and the quality gate at every phase.
ExploreCloseAcceptance and decision turnaroundDeliverables follow the 5–3–2 review cycle, with escalation and decision turnaround agreed through governance.
Acceptance Approach
Original slide 129 · visual reference
Required KEEN/FG Decisions and Turnaround Times
Original slide 130 · visual reference
10.9 Risks and Differentiators
See the risks. Shape the response.
A candid view of the program risks, paired with the mitigations and tools behind our approach.
Risks & Differentiators
See it early. Address it together.
Decisions, people, schedule, regional fit and integration readiness.
ExploreCloseProgram risks and mitigationsThe response sets out material program risks and the specific actions proposed to mitigate them.
Most Significant Program Risks and Recommended Mitigations
Original slide 132 · visual reference
Risks & Differentiators
Tools that support the work.
The accelerators and delivery products described in the response.
ExploreCloseAccelerators, tools and productsDelivery accelerators and optional products are described with their purpose and scope, rather than treated as interchangeable capabilities.
Accelerators, Tools and Intellectual Property
Original slide 133 · visual reference
Our Retail and Fashion Products
Original slide 134 · visual reference
Risks & Differentiators
A working start.
Explore the RapidFashion and RapidRetail baseline.
ExploreCloseRapidFashion and RapidRetailRapidFashion and RapidRetail bring process content, enabling components and SAP-qualified delivery foundations.
RapidFashion and RapidRetail
Original slide 135 · visual reference
RapidFashion Accelerator Overview
Original slide 136 · visual reference
Our Process Coverage
Original slide 137 · visual reference
10.5 Commercial Proposal
The complete commercial picture.
Four proposals. One clear view of scope, options and commercial value.
10.5 / COMMERCIAL PROPOSAL · 19 Oct
Base scope. Clear options.
Original submission · 19 October 2026
BASE SCOPE TARGET COST
$14,476,616
The original base scope covers Waves 1–3 as set out in slide 139. The original slide does not list a Wave 3 continuity credit.
See base fees & creditsEXPANDCOLLAPSE⌄
Base scope fees at our rates
$15,661,898
Lighthouse Customer per-invoice credit: 9.5% on retailsolutions resources
−$985,282
Early start credit: start on or before 5 Apr 2027
−$200,000
Base scope target cost
$14,476,616
SEPARATELY PRICED
Choose the options. See the difference.
iS/4 feed to KEEN’s Snowflake through SAP Business Data Cloud: 90 extractors from standard, extended and custom CDS views; functional analytics roles staffed by KEEN; depends on KEEN licensing BDC.Analytics: BDC extraction build$949,728
iHosted digital training with pre-loaded documentation for standard processes, adapted to KEEN; after go-live KEEN keeps the license at extra cost or takes the content.SAP Enable Now, hosted by RED$15,000 fixed fee
iPer concurrent user: no-code SAP test automation with AI test generation and unlicensed execution bots; maintenance $2,500 a year after year 1.PerfecTwin by LG CNS$10,000 $5,000 / concurrent user
Hover or focus the i icons for the scope and pricing conditions.
Rough orders of magnitude KEEN requested
iBrief discovery, then Chrome adopts the global design with approved variations; minimal conversion from LogOn, integrations, testing and deployment; timing to be confirmed.Wave 4: Chrome Industries$750K to $900K
i760-hour monthly bank from one functional and technical pool, from the Wave 3 hypercare exit; $274K to $365K over 12 months.Post-go-live support (AMS)$22,800 to $30,400 / month
COMMERCIAL COMPARISONSee how all four proposals compareFees, credits, effort, delivery mix and the changes between optionsEXPANDCOLLAPSE⌄
Pricing / delivery
19 Oct
31 Oct
13 Nov A
13 Nov B
Base scope fees
$15,661,898
$13,799,776
$13,280,438
$12,554,558
Per-invoice credit
−$985,282
−$890,621
−$802,044
−$783,092
Early start credit
−$200,000
−$200,000
−$200,000
−$200,000
Wave 3 continuity credit
Not listed
−$340,000
−$340,000
−$340,000
Base scope target cost
$14,476,616
$12,369,155
$11,938,395
$11,231,467
Change vs 19 Oct baseline
Original baseline
−$2,107,461 (−14.6%)
−$2,538,221 (−17.5%)
−$3,245,149 (−22.4%)
Analytics build (before rebate)
$949,728
$631,488
$626,304
$626,304
Analytics instant rebate
Not listed
−$59,991
−$59,499
−$59,499
Hours
Not in comparison
105,950
103,413
103,413
Person-months / peak FTE
Not in comparison
611 / 53.1
597 / 51.2
597 / 51.2
South Africa delivery roles
Not in comparison
None
None
6 consultant roles
Source: KEEN Commercial Options PDF, pages 1–4, and original 19 Oct slide 139. Original 19 Oct effort and some credit detail are not supplied in the comparison PDF.
10.5 / COMMERCIAL PROPOSAL · 31 Oct
Base scope. Clear options.
As submitted · 31 October 2026
BASE SCOPE TARGET COST
$12,369,155
Global design, all functional and technical tracks, data conversion, testing, cutover, hypercare, OCM support and knowledge transfer, with KEEN team members embedded as agreed.
See base fees & creditsEXPANDCOLLAPSE⌄
Base scope fees at our rates
$13,799,776
Lighthouse Customer per-invoice credit: 9.5% on retailsolutions resources
−$890,621
Early start credit: start on or before 5 Apr 2027
−$200,000
Wave 3 continuity credit: Wave 3 starts on or before 29 May 2028
−$340,000
Base scope target cost
$12,369,155
SEPARATELY PRICED
Choose the options. See the difference.
iS/4 feed to KEEN’s Snowflake through SAP Business Data Cloud: 90 extractors from standard, extended and custom CDS views; functional analytics roles staffed by KEEN; depends on KEEN licensing BDC. Instant rebate: −$59,991.Analytics: BDC extraction build$631,488
iHosted digital training with pre-loaded documentation for standard processes, adapted to KEEN; after go-live KEEN keeps the license at extra cost or takes the content.SAP Enable Now, hosted by RED$15,000 fixed fee
iPer concurrent user: no-code SAP test automation with AI test generation and unlicensed execution bots; maintenance $2,500 a year after year 1.PerfecTwin by LG CNS$10,000 $5,000 / concurrent user
Hover or focus the i icons for the scope and pricing conditions.
Rough orders of magnitude KEEN requested
iBrief discovery, then Chrome adopts the global design with approved variations; minimal conversion from LogOn, integrations, testing and deployment; timing to be confirmed.Wave 4: Chrome Industries$750K to $900K
i760-hour monthly bank from one functional and technical pool, from the Wave 3 hypercare exit; $274K to $365K over 12 months.Post-go-live support (AMS)$22,800 to $30,400 / month
COMMERCIAL COMPARISONSee how all four proposals compareFees, credits, effort, delivery mix and the changes between optionsEXPANDCOLLAPSE⌄
Pricing / delivery
19 Oct
31 Oct
13 Nov A
13 Nov B
Base scope fees
$15,661,898
$13,799,776
$13,280,438
$12,554,558
Per-invoice credit
−$985,282
−$890,621
−$802,044
−$783,092
Early start credit
−$200,000
−$200,000
−$200,000
−$200,000
Wave 3 continuity credit
Not listed
−$340,000
−$340,000
−$340,000
Base scope target cost
$14,476,616
$12,369,155
$11,938,395
$11,231,467
Change vs 19 Oct baseline
Original baseline
−$2,107,461 (−14.6%)
−$2,538,221 (−17.5%)
−$3,245,149 (−22.4%)
Analytics build (before rebate)
$949,728
$631,488
$626,304
$626,304
Analytics instant rebate
Not listed
−$59,991
−$59,499
−$59,499
Hours
Not in comparison
105,950
103,413
103,413
Person-months / peak FTE
Not in comparison
611 / 53.1
597 / 51.2
597 / 51.2
South Africa delivery roles
Not in comparison
None
None
6 consultant roles
Source: KEEN Commercial Options PDF, pages 1–4, and original 19 Oct slide 139. Original 19 Oct effort and some credit detail are not supplied in the comparison PDF.
10.5 / COMMERCIAL PROPOSAL · 13 Nov A
Base scope. Clear options.
13 November 2026 · Option A
BASE SCOPE TARGET COST
$11,938,395
Global design, all functional and technical tracks, data conversion, testing, cutover, hypercare, OCM support and knowledge transfer, with KEEN team members embedded as agreed.
See base fees & creditsEXPANDCOLLAPSE⌄
Base scope fees at our rates
$13,280,438
Lighthouse Customer per-invoice credit: 9.5% on retailsolutions resources
−$802,044
Early start credit: start on or before 5 Apr 2027
−$200,000
Wave 3 continuity credit: Wave 3 starts on or before 29 May 2028
−$340,000
Base scope target cost
$11,938,395
SEPARATELY PRICED
Choose the options. See the difference.
iS/4 feed to KEEN’s Snowflake through SAP Business Data Cloud: 90 extractors from standard, extended and custom CDS views; functional analytics roles staffed by KEEN; depends on KEEN licensing BDC. Instant rebate: −$59,499.Analytics: BDC extraction build$626,304
iHosted digital training with pre-loaded documentation for standard processes, adapted to KEEN; after go-live KEEN keeps the license at extra cost or takes the content.SAP Enable Now, hosted by RED$15,000 fixed fee
iPer concurrent user: no-code SAP test automation with AI test generation and unlicensed execution bots; maintenance $2,500 a year after year 1.PerfecTwin by LG CNS$10,000 $5,000 / concurrent user
Hover or focus the i icons for the scope and pricing conditions.
Rough orders of magnitude KEEN requested
iBrief discovery, then Chrome adopts the global design with approved variations; minimal conversion from LogOn, integrations, testing and deployment; timing to be confirmed.Wave 4: Chrome Industries$750K to $900K
i760-hour monthly bank from one functional and technical pool, from the Wave 3 hypercare exit; $274K to $365K over 12 months.Post-go-live support (AMS)$22,800 to $30,400 / month
COMMERCIAL COMPARISONSee how all four proposals compareFees, credits, effort, delivery mix and the changes between optionsEXPANDCOLLAPSE⌄
Pricing / delivery
19 Oct
31 Oct
13 Nov A
13 Nov B
Base scope fees
$15,661,898
$13,799,776
$13,280,438
$12,554,558
Per-invoice credit
−$985,282
−$890,621
−$802,044
−$783,092
Early start credit
−$200,000
−$200,000
−$200,000
−$200,000
Wave 3 continuity credit
Not listed
−$340,000
−$340,000
−$340,000
Base scope target cost
$14,476,616
$12,369,155
$11,938,395
$11,231,467
Change vs 19 Oct baseline
Original baseline
−$2,107,461 (−14.6%)
−$2,538,221 (−17.5%)
−$3,245,149 (−22.4%)
Analytics build (before rebate)
$949,728
$631,488
$626,304
$626,304
Analytics instant rebate
Not listed
−$59,991
−$59,499
−$59,499
Hours
Not in comparison
105,950
103,413
103,413
Person-months / peak FTE
Not in comparison
611 / 53.1
597 / 51.2
597 / 51.2
South Africa delivery roles
Not in comparison
None
None
6 consultant roles
Source: KEEN Commercial Options PDF, pages 1–4, and original 19 Oct slide 139. Original 19 Oct effort and some credit detail are not supplied in the comparison PDF.
10.5 / COMMERCIAL PROPOSAL · 13 Nov B
Base scope. Clear options.
13 November 2026 · Option B
BASE SCOPE TARGET COST
$11,231,467
Global design and Waves 1–3, with selected consultant roles delivered from retailsolutions South Africa.
See base fees & creditsEXPANDCOLLAPSE⌄
Base scope fees at our rates
$12,554,558
Lighthouse Customer per-invoice credit: 9.5% on retailsolutions resources
−$783,092
Early start credit: start on or before 5 Apr 2027
−$200,000
Wave 3 continuity credit: Wave 3 starts on or before 29 May 2028
−$340,000
Base scope target cost
$11,231,467
SEPARATELY PRICED
Choose the options. See the difference.
iS/4 feed to KEEN’s Snowflake through SAP Business Data Cloud: 90 extractors from standard, extended and custom CDS views; functional analytics roles staffed by KEEN; depends on KEEN licensing BDC. Instant rebate: −$59,499.Analytics: BDC extraction build$626,304
iHosted digital training with pre-loaded documentation for standard processes, adapted to KEEN; after go-live KEEN keeps the license at extra cost or takes the content.SAP Enable Now, hosted by RED$15,000 fixed fee
iPer concurrent user: no-code SAP test automation with AI test generation and unlicensed execution bots; maintenance $2,500 a year after year 1.PerfecTwin by LG CNS$10,000 $5,000 / concurrent user
Hover or focus the i icons for the scope and pricing conditions.
Rough orders of magnitude KEEN requested
iBrief discovery, then Chrome adopts the global design with approved variations; minimal conversion from LogOn, integrations, testing and deployment; timing to be confirmed.Wave 4: Chrome Industries$750K to $900K
i760-hour monthly bank from one functional and technical pool, from the Wave 3 hypercare exit; $274K to $365K over 12 months.Post-go-live support (AMS)$22,800 to $30,400 / month
COMMERCIAL COMPARISONSee how all four proposals compareFees, credits, effort, delivery mix and the changes between optionsEXPANDCOLLAPSE⌄
Pricing / delivery
19 Oct
31 Oct
13 Nov A
13 Nov B
Base scope fees
$15,661,898
$13,799,776
$13,280,438
$12,554,558
Per-invoice credit
−$985,282
−$890,621
−$802,044
−$783,092
Early start credit
−$200,000
−$200,000
−$200,000
−$200,000
Wave 3 continuity credit
Not listed
−$340,000
−$340,000
−$340,000
Base scope target cost
$14,476,616
$12,369,155
$11,938,395
$11,231,467
Change vs 19 Oct baseline
Original baseline
−$2,107,461 (−14.6%)
−$2,538,221 (−17.5%)
−$3,245,149 (−22.4%)
Analytics build (before rebate)
$949,728
$631,488
$626,304
$626,304
Analytics instant rebate
Not listed
−$59,991
−$59,499
−$59,499
Hours
Not in comparison
105,950
103,413
103,413
Person-months / peak FTE
Not in comparison
611 / 53.1
597 / 51.2
597 / 51.2
South Africa delivery roles
Not in comparison
None
None
6 consultant roles
Source: KEEN Commercial Options PDF, pages 1–4, and original 19 Oct slide 139. Original 19 Oct effort and some credit detail are not supplied in the comparison PDF.
10.6 Assumptions, Dependencies and Exclusions
The boundaries behind the plan.
The scope, people, timing and pricing assumptions that make the proposal concrete.
Assumptions & Exclusions
The assumptions behind the proposal.
Read the complete numbered register, with KEEN’s clarifications reflected in the response.
ExploreCloseComplete scope, staffing, schedule and pricing assumptionsAll proposal assumptions remain available in their original sequence, including scope, staffing, schedule and price dependencies.
Assumptions for Scope, Staffing, Schedule and Pricing
Original slide 151 · visual reference
Assumptions for Scope, Staffing, Schedule and Pricing (cont.)
Original slide 152 · visual reference
Assumptions for Scope, Staffing, Schedule and Pricing (cont.)
Original slide 153 · visual reference
Assumptions for Scope, Staffing, Schedule and Pricing (cont.)
Original slide 154 · visual reference
Assumptions & Exclusions
Dependencies. Exclusions. Change.
The conditions, responsibilities and change-control boundaries behind delivery.
ExploreCloseDependencies, exclusions and change controlSAP and third-party dependencies, excluded activities and change-order triggers remain explicit.
SAP and Third-Party Dependencies
Original slide 155 · visual reference
Exclusions and Change-Order Triggers
Original slide 156 · visual reference
10.10 Exceptions and Disclosures
Every position. In the open.
The response’s explicit positions on RFP requirements, commercial terms and delivery arrangements.
Exceptions & Disclosures
Clear positions. No hidden conditions.
The exceptions, terms, ownership and delivery disclosures set out in the response.
ExploreCloseRFP, commercial and contractual disclosuresThe proposal’s exceptions and disclosures remain visible, including the stated positions on rehearsals, extraction and JIVS.
Exceptions to RFP Requirements
Original slide 158 · visual reference
Exceptions to Commercial or Contractual Principles
Original slide 159 · visual reference
Conflicts of Interest and Use of Subcontractors
Original slide 160 · visual reference
Exceptions & Disclosures
Evidence against the requirements.
Trace the mandatory qualifications and compliance checks to their supporting response.
ExploreCloseRequirements compliance and mandatory qualificationsMandatory qualifications and compliance checks link back to the response evidence.
Requirements-Compliance Matrix and Mandatory Qualifications
Original slide 163 · visual reference
Requi rements-Compl i ance Matri x and Mandatory Qual i fi cati ons (cont. )
Original slide 164 · visual reference
Requi rements-Compl i ance Matri x and Mandatory Qual i fi cati ons (cont. )
Original slide 165 · visual reference
Requi rements-Compl i ance Matri x and Mandatory Qual i fi cati ons (cont. )
Original slide 166 · visual reference
Supporting Detail
The detail behind delivery.
Explore SAP Activate by phase: entrance criteria, activities, deliverables and exit criteria.
Supporting Detail
One SAP Activate journey.
A continuous path from preparation to stable operations.
ExploreCloseOne SAP Activate journeyDetailed SAP Activate methodology supports the delivery narrative, with activities, deliverables and phase entry and exit criteria.
Our Approach: One SAP Activate Journey
Original slide 180 · visual reference
Supporting Detail
Prepare.
Mobilize the team, establish the program and get ready for design.
ExploreClosePrepareMobilize the team, establish the program and get ready for design.
Methodology: Prepare
Original slide 181 · visual reference
Key Deliverables: Prepare
Original slide 182 · visual reference
Supporting Detail
Explore.
Validate fit to standard, make the design decisions and prepare the build.
ExploreCloseExplore: high-level designValidate fit to standard, make the design decisions and prepare the build.
Methodology: Explore: High-Level Design
Original slide 183 · visual reference
Key Deliverables: Explore High-Level Design
Original slide 184 · visual reference
ExploreCloseExplore: detail designValidate fit to standard, make the design decisions and prepare the build.
Methodology: Explore: Detail Design
Original slide 185 · visual reference
Key Deliverables: Explore Detail Design
Original slide 186 · visual reference
Supporting Detail
Realize.
Build, integrate and prove the solution through testing and mock cycles.
ExploreCloseRealize: buildBuild, integrate and prove the solution through testing and mock cycles.
Methodology: Realize: Build
Original slide 187 · visual reference
Key Deliverables: Realize Build
Original slide 188 · visual reference
ExploreCloseRealize: testBuild, integrate and prove the solution through testing and mock cycles.
Methodology: Realize: Test
Original slide 189 · visual reference
Key Deliverables: Realize Test
Original slide 190 · visual reference
Supporting Detail
Deploy. Run.
Final preparation, cutover, go-live and the transition into stable operations.
ExploreCloseDeployFinal preparation, cutover, go-live and the transition into stable operations.
Methodology: Deploy
Original slide 191 · visual reference
Key Deliverables: Deploy
Original slide 192 · visual reference
ExploreCloseRunFinal preparation, cutover, go-live and the transition into stable operations.
Methodology: Run
Original slide 193 · visual reference
Key Deliverables: Run
Original slide 194 · visual reference
RICEFW Register
Every object. In view.
Explore the complete development register by team, object type, complexity and wave.
North American leadership, global delivery expertise and regional knowledge where the work requires it.
The Regional Advantage
Regional presence. Global depth.
Explore the delivery locations, regional capabilities and specialist partners in the response.
ExploreCloseRegional presence and global expertiseExplore the delivery locations, regional capabilities and specialist partners in the response.
Delivery Mix: Onshore, Nearshore, Offshore and In-Market
One team across time zones, with in-market consultants and onsite presence where it counts
WORKING HOURS ON PORTLAND TIME: WHERE EACH LOCATION OVERLAPS WITH PORTLAND
0:00 3:00 6:00 9:00 12:00 15:00 18:00 21:00 24:00 Overlap with Portland Portland PT, UTC-8 Full day; KEEN HQ; onshore leads KAB and KDR ET, UTC-5 7 hours UK GMT, UTC+0 1 hour Sri Lanka IST, UTC+5:30 2 hours; staggered shift KTH Thailand ICT, UTC+7 1 hour China CST, UTC+8 2 hours Japan JST, UTC+9 3 hours Red is time shared with Portland. Overlap windows: Portland morning with Europe afternoon; Portland late afternoon with Japan, China and Thailand early morning. Sri Lanka works a staggered shift with daily written handoffs; Japanese language support through our in-market consultants, documents in English. Illustrative: an 8:00 to 18:00 local day on standard time; daylight saving moves some windows by an hour.
IN-MARKET AND ONSITE PRESENCE
In-market Consultants in Japan for finance (Japan and China) and retail, and a finance consultant for Europe (VAT, Intrastat, local statutory), leading the regional fit reviews
Plant visits Every manufacturing plant (KTH, KAB and KDR) visited in Explore, to assess current processes first-hand
Targeted trips Explore (Portland), testing and hypercare (Portland and Japan): the people each activity needs, not every week or the whole team
Cutover Onsite at DCs and factories
* Resources overlaps can be adjusted to better support other regions (i.e. Japan, Thailand, etc.)
Subcontractors and Specialist Partners
One team under the retailsolutions banner: specialist partners work inside our tracks, under one accountability
One accountability, one contract, one point of contact for KEEN One plan, one RAAIDD, one status report and one repository; partner leads attend the joint PMO and work with the rs methodology and RapidFashion. Subcontractors are disclosed in the response.
OCM and training
Dedicated OCM and training team of six, across all three waves
SAP Activate with the ADKAR adoption model
Works with KEEN's OCM lead; KEEN leads the change On KEEN: six roles in our resource plan, across all three waves
Onshore functional leads
Track leads for PTP, manufacturing, OTC, RTR and retail and master data
In-market finance and retail consultants in Japan
20+ years moving IS-Retail, FMS and AFS to S/4HANA On KEEN: Multiple functional key roles
from Test automation tool
No-code SAP test automation with AI test generation
Full regression pack before every wave and release
KEEN keeps the regression pack after go- live On KEEN: our Test Manager owns the test approach
Sri Lanka Offshore delivery center
Our own delivery center in Colombo, Sri Lanka
Extends build and test hours with a staggered shift
Same methodology, tools and quality gates On KEEN: about 55% of person-months, offshore
How We Work Together with Our Partners
Who does what, in short; final responsibilities agreed with KEEN at mobilization Partner delivers retailsolutions owns KEEN owns
Change impacts, training content, train-the-trainer Integrated plan, functional input and content OCM direction and business messaging; approves and readiness evidence review, training environments wave readiness; provides SMEs and super users OCM and training
PTP, OTC, RTR and retail leads; in-market One team, plan and quality gates; rs methodology One contract and one point of contact; works with consultants in Japan and RapidFashion the leads in US hours Onshore track leads
Licenses per concurrent user with all features; six Test strategy, scripts and automation through our Chooses licenses and the LLM; owns the tool after months of onboarding; support $2,500 a year after Test Manager; scripts handed over editable go-live and runs future regression year 1 Test automation
Single accountability: retailsolutions answers to KEEN for every partner's work.
A personal note from our President
Your Next Chapter. Our Commitment.
DARREN HUNTER President and Managing Director
To the KEEN and Fuerst Group team,
We are pleased to respond to your RFP to replace SAP AFS with SAP S/4HANA Fashion across KEEN, its owned factories, and the wider Fuerst Group. We recognize the importance of this next phase of your journey.
Our relationship with KEEN's technology landscape is not new. Roshan Sooriyabandara, our Solution Architect, was part of your original SAP AFS implementation, and Kevin Smith, one of our Retail Advisors, also has KEEN experience. That familiarity is valuable: less time in Explore is spent understanding how your business works today, and more is spent deciding how it should work in S/4HANA.
We believe this program should be led by KEEN's business priorities, supported by clear governance, and disciplined about scope, time, and budget. Our approach starts with a working RapidFashion baseline, prioritizes standard SAP capabilities, and gives your leadership transparent decisions about change.
Our proposed solution is a clean S/4HANA foundation designed around KEEN's business. We also propose using AI-assisted delivery methods, with human review and only KEEN-approved tools, while keeping future innovation on KEEN's own timeline.
We look forward to the opportunity to partner with KEEN on this journey.
Darren HunterPresident and Managing Director
9. Mandatory Qualifications
Experience. Evidence. Fit.
Trace the mandatory partner qualifications to the experience, capabilities and delivery evidence in our response.
Mandatory Qualifications
The qualifications, with evidence.
The complete requirements register and supporting response references.
The complete requirements and compliance response in one continuous matrix. Select a slide number to view its original source.
SECTION 09 / SOURCE SLIDES 163–166
Requirements–Compliance Matrix and Mandatory Qualifications
How we meet each Section 9 mandatory qualification and the Section 11.1 compliance checks; slide numbers link to the evidence.
RFP
Requirement
How we meet it
Slides
9.1
Demonstrated SAP S/4HANA implementation experience specifically within apparel, footwear, or fashion-vertical retail/wholesale/manufacturing businesses: genuine SAP Fashion & Vertical Business (FVB) delivery experience, not general retail S/4 experience.
S/4HANA Fashion programs at adidas, PUMA, Holy Fashion Group and George; currently delivering at Caleres, PUMA and Carhartt. Workshops run on RapidFashion, our SAP-qualified, preconfigured S/4HANA Fashion system
, , ,
9.1
Experience implementing S/4HANA across combined wholesale, DTC/retail, and owned-manufacturing operations within a single program.
Carhartt: our consultants implemented retail, wholesale and manufacturing from SAP AFS to S/4HANA in one program, across North America and EMEA; retailsolutions now supports its B2B implementation. Acushnet adds S/4HANA Fashion with manufacturing; Caleres and
,
9.1
Experience with multi-entity, multi-currency, multi-region S/4HANA programs spanning the Americas, Europe, and Asia-Pacific.
adidas: global AFS to S/4HANA Fashion migration across South Africa and Europe; PUMA: European template and LATAM rollout; Acushnet: North America and Thailand, EMEA next; Carhartt: North America and EMEA
,
9.1
At least three referenceable clients with programs of comparable complexity, including at least one apparel, footwear or fashion client.
Eight comparable references on the Comparable References slide; Marks & Spencer, Caleres and adidas available as references (footwear and apparel included). Reference calls arranged on request.
,
9.2
Delivery capability: SAP S/4HANA Cloud Private Edition and SAP Fashion and Vertical Business.
Target design on S/4HANA Private Cloud Edition with Fashion and Vertical Business under RISE, clean core with side-by-side extensions on BTP; Fashion and Vertical Business programs at adidas, Holy Fashion Group, Caleres and Carhartt
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9.2
Delivery capability: Finance, Group Reporting and Embedded Analytics.
Finance close in Advanced Financial Closing with Group Reporting consolidation; one gross-to-net and margin methodology; embedded analytics in the global design; finance programs at Marks & Spencer
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9.2
Delivery capability: SAP manufacturing, production planning and applicable EWM capabilities.
Footwear manufacturing model for KTH, KAB and KDR: production planning, BOM governance and factory collaboration; embedded EWM with basic warehouse management for raw materials at the plants; Acushnet manufacturing reference; MFG Lead Diroshana Silva
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9.2
Delivery capability: SAP retail, Fiori and omnichannel/POS integration.
DTC and omnichannel design including China digital and Japan POS, channel inventory segmentation, Fiori-first UX; POS sales audit with CAR or OSTA at Holy Fashion Group, PUMA and Caleres
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9.2
Delivery capability: SAP BTP Integration Suite and/or Boomi.
Every integration that touches S/4HANA is built and tested on SAP Integration Suite; Boomi flows that do not touch S/4HANA stay with KEEN; one standard pattern for 3PL, WMS and trading partners
9.2
Delivery capability: complex global integrations, EDI and third-party logistics.
The Integration Register priced as it stands, 117 interfaces; one standard pattern for 3PL and WMS, order intake and EDI with SPS Commerce; end-to-end integration testing with the systems KEEN and third parties own
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9.2
Delivery capability: data conversion from SAP AFS and other legacy platforms.
Migration from AFS, LogOn and SAP B1 with mock conversions in Waves 1 and 3, the last a full cutover dress rehearsal, and reconciliation sign-off of each load; DataMove accelerator
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9.2
Delivery capability: deep knowledge of SAP data to power a Snowflake-centered enterprise data architecture.
S/4 feed to Snowflake through standard released CDS views and SAP Business Data Cloud: extraction design, source-to-target definitions and reconciliation included; the build of 90 extractors offered as an option
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9.2
Delivery capability: security, access controls and segregation of duties.
Role design, SAP Access Control and segregation-of-duties controls led by our Security / GRC Lead, including the audit-readiness improvements from Phase 0
9.2
Delivery capability: testing, cutover and organizational-change support.
Iterative testing with PerfecTwin as testing partner and tool; rehearsed cutover with go/no-go governance; OCM support with RED alongside KEEN's internal OCM lead
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9.3
An effective onshore, nearshore and/or offshore delivery model suitable for the global program.
Onshore US team with Portland-based partner roles, in-market consultants for Europe and Japan, and our offshore delivery center in Sri Lanka
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9.3
Ability to support stakeholders and implementations across North America, Europe and Asia-Pacific.
Onshore team in the US, in-market consultants for Europe and Japan/China and an offshore team in Sri Lanka that overlaps Asian business hours; local fit designed per market
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9.3
Local or regional expertise supporting Japan, China and European language, tax and statutory requirements.
In-market FICO consultants for Europe and for Japan/China and an in-market retail consultant for Japan cover local statutory, tax and language needs. Chinese language support
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9.3
A practical working-hours and communication model for global teams.
Overlap hours per region, a staggered Sri Lanka shift for US coverage and a set communication cadence; hypercarecoverage across KEEN's time zones.
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9.3
Ability to provide onsite support at KEEN/FG offices, distribution centers and manufacturing locations when required.
Onsite workshops, site visits to the plants and onsite testing and hypercare in Portland and Japan, under our travel assumption
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9.4
Named key personnel for key customer-facing positions, with their qualifications.
Eleven key people named: Susan Mark, Program Director; Derek Powell, Project Manager; Roshan Sooriyabandara, Solution Architect; Debraj Ghosal, Technical Architect; William Sheftall, PTP Lead; Paul O'Brien, OTC Lead; Jay Aiyar, RTL/MD Lead; Nemi Sojitra, RTR Lead; Diroshana Silva, MFG Lead; Lin Zhu, BDC Lead; Rifaath Fuard, in-market FICO, Europe. Other key roles named at mobilization
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9.4
Confirm availability of the named personnel.
Availability of every key role, by month, phase and wave, from the weekly allocation; confirmation for roles not yet named
9.4
Confirm planned allocation by program phase and wave.
Monthly staffing plan by team and by role, with the average allocation in each wave
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9.4
Confirm work location and time-zone coverage.
Work location and time zone for each key person, and the delivery mix by location
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9.4
Confirm relevant experience of each proposed individual.
Role descriptions for every key role and résumés for the named personnel; experience for roles not yet named
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9.4
Confirm any competing commitments that could affect availability.
Stated on the key personnel slides: no competing commitments that would affect availability
9.5
An SAP Activate-aligned or equivalent delivery methodology.
Our methodology on SAP Activate: Prepare, Explore, Realize, Deploy and Run, with entry and exit criteria, key activities and deliverables for each phase
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9.5
A fit-to-standard and clean-core approach.
Fit-to-standard workshops on our RapidFashion system, one global template with governed local customizations and a clean core under Design Authority control
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9.5
Strong program, decision, risk and change-control governance.
Steering committee, joint PMO, Design Authority and Change Control Board with defined decision rights, RAID management and decision turnaround times
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9.5
Disciplined testing, data-conversion and cutover methodologies.
Iterative test cycles with automation; mock conversions with reconciliation; a full cutover dress rehearsal and go/no- go criteria for each go-live
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9.5
A structured knowledge-transfer and operational-handover approach.
Knowledge transfer planned by role and wave, runbooks and a transition plan, so KEEN's team runs the solution by the Wave 3 hypercare exit
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9.5
Appropriate use of AI-assisted delivery consistent with KEEN's security, confidentiality and responsible-AI requirements.
AI-assisted delivery in approved tools only, with human review and no KEEN data used to train external models; the AI Applicability Service in Explore
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11.1
Proposal includes all required response files.
Response deck covering Sections 10.1 to 10.10, with the requirements-compliance matrix in the Appendix; full RICEFW list attached in Excel
11.1
Proposal provides named key personnel.
Key People have been named
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11.1
Proposal includes complete pricing and staffing information.
Pricing by wave, phase and workstream, roles and rates, payment schedules and the staffing plans; Wave 4 (ROM)and optional post-go-live support (ROM)
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11.1
Proposal clearly identifies assumptions, exclusions and contractual exceptions.
Assumptions, dependencies, exclusions and change-order triggers, plus exceptions to RFP requirements and to commercial and contractual principles
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11.1
Proposal does not contain a material deviation from the required scope or timeline.
Scope and waves as set in the RFP; differences are listed as exceptions, the BDC extraction build is offered as an option and timeline adjustments are recommendations.
Darren Hunter