Map the customer's real process in the discovery session

In discovery meetings and workshops, the customer's team explains how the work really runs: who does what, which systems are involved, where the exceptions and workarounds live. Sapeum captures it as they talk, structured into steps, owners, handoffs and decisions, so that context lives in one versioned record instead of your notebook.

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Challenges

Where forward-deployed context gets lost

Discovery ends up in personal notes

Discovery meetings and workshops surface the most important knowledge on a deployment, and most of it stays in one engineer's notebook, a call recording or a whiteboard photo.

The official process is not the real one

The customer's documentation describes how work should happen. The workarounds, manual handoffs and exceptions you have to build around only surface when you talk to the people doing the work.

Context leaves with the engineer

When an engineer rolls off or the deployment changes hands, the reasons behind what was built go with them. Nobody wrote down which process the integration was built around.

One-off builds nobody can maintain

Custom integrations and scripts pile up customer by customer. Without a record of the workflow each one serves, every change starts with rediscovering the process.

Product never sees the pattern

The same onboarding, approval or reconciliation flow turns up at customer after customer, but it reaches the product team as anecdotes from the field, not as something they can compare.

Deployed workflows drift

Once a deployment is live, it is hard to tell whether the customer's process still runs the way the build assumed, until something breaks.

How it works

How Sapeum fits a customer deployment

  1. 01

    Capture in discovery meetings and workshops

    Run the session as you normally would, in the room or remote. Steps, roles, handoffs and decisions appear as the customer's team describes the work, and the person who knows corrects the map before the meeting ends.

  2. 02

    Start from what the customer already has

    Ingest their SOPs, procedure documents, old process maps and call transcripts, or connect Google Docs, Microsoft 365, Confluence and Notion, so the first workshop starts from a draft rather than a blank canvas.

  3. 03

    Agree the target process with the customer

    Branch the future state from the captured baseline and get an exact list of every step added, removed and edited, for the customer to review and sign off before the work is scoped.

  4. 04

    Hold the process as data

    Steps, owners, inputs, outputs and handoffs are modeled, not drawn. Pull processes and their changes through the REST API, or export to PDF, DOCX, XLSX, PNG and SVG to share with the customer.

  5. 05

    Check live runs against the documented process

    Bring run data in from a warehouse, lake, S3, SQL, a spreadsheet or an inbound webhook, and see where the live workflow has drifted from the process the customer signed off.

LIVE
SAP Across the Business · 11:47
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[F] Master data[G] Close the books[J] Financial accounting and controlling[M] Manage interface failures[E] Product lifecycle through the business[K] Reporting andanalytics[L] Hire to retire[N] Govern change and lifecycle[F.2] Vendor[F.4] Pricing[F.1] Article[F.3] Site[G.1] Accruals[G.3] Consolidate acrossentities[G.2] Perform closereconciliations[J.2] Cost centers[J.4] Intercompanypostings[J.1] General ledger[J.5] Reconcile cash side[J.3] Profit centers[M.1] Monitor interfaces[M.3] Replay failedinterfaces[M.2] Investigate interfacefailures[A] Buy merchandise[H] Plan the assortment[D] Pay for it[I.1] Buyer overridereplenishment[I] Forecasting andreplenishment[C] Sell it[I.2] Turn into purchaseorders[I.3] Send purchase ordersto vendors[B] Move merchandise[L.3] Manage time andlabor[L.2] Manage org structure[L.4] Run payroll[L.1] Hiring[N.3] Approve changes[N.1] Manage changecontrol[N.4] Move controlledtransports[N.2] Test changes[J.5.2] Reconcile B2Breceivables[J.5.1] Reconcile cardsettlements[J.5.3] Reconcile bankstatements[D.2] Perform 3-way match[D.1] Receive vendorinvoice[C.1] Process POStransaction[C.3] Post sales andinventory movements intocore[C.2] Reconcile day insales audit[B.6] Kick off vendor claim[B.4] Get merchandise to stores[B.5] Move to block stock[B.2] Check shipmentmatches order[B.1] Receive merchandise[B.3] Put stock away[B.4.3] Manage freight andcarriers[B.4.4] Store receivesmerchandise[B.4.5] Update store-levelinventory[B.4.2] Plan loads[B.4.1] Allocate stockMismatchMatches orderDescriptionThe foundational records that everything else references.The client said article (the retail word for a product), vendor, site (store or distribution center), and pricing are all governed in a master data platform, with a real process around creating andchanging them.The client emphasized that this is the foundation the entire enterprise stands on, and that a surprising amount of discipline goes into governing data that on the surface looks boring.ProblemsIf an article is set up with the wrong unit of measure, or a vendor is set up with wrong payment terms, the client said the impact is foundational across the enterprise. Those errors do not stay put:they flow downstream into purchasing, receiving, finance, and can be found weeks later as a problem in the close.The client further emphasized that the hard part at this scale is getting the foundational records clean and keeping them clean, because errors there ripple.SystemsSAPMaster data platformDescriptionClient added that the close includes accruals, reconciliations, and consolidation across entities.Because the company is public, this work sits inside SOX controls. The client explicitly mentioned documented controls, segregation of duties,and approvals, and said that if a control throws an exception, they remediate it before they close, not after.The client also emphasized that this is a high-stakes, firm-wide effort with real external deadlines, because the market expects the company'snumbers on a schedule.The client now added that the close pulls in finance, the controllers, and their team.They further clarified that practical knowledge of how the close really works is not fully written down anywhere a system can see it.ExecutorsFinanceControllersClient teamProblemsThe client said some upstream data issues are only discovered about 3 weeks later as a problem in the close.If an interface did not run or a batch failed, it shows up as a gap in the close.The client now stressed that knowing how the close really works is part of the business's most valuable and fragile undocumented knowledge.SystemsSAPFrequencyPeriodically, including month-end and quarter-endDescriptionThis is where the accounting actually lives; the client described it as the heart of the ERP.They said every operational event discussed in the process becomes a journal entry somewhere in this area.The client added that payroll also posts back into this same financial core as one of the company's largest expenses.SystemsSAPDescriptionCross-cutting operational work around failed interfaces in the integration layer.The client also referenced workaround knowledge that bridges two systems that were never meant to talk, indicating that part of this processdepends on tacit operational know-how rather than fully system-visible documentation.ProblemsInterface failures are not quiet problems. A file may not arrive, a format may change, or a vendor may send something malformed. The clientsaid sales might not post and inventory might be wrong in the morning.They now added that a critical part of handling this is knowing which interface to check when sales look low, and that this knowledge is fragilebecause it is not really written down anywhere a system can see it.SystemsMiddlewareDescriptionClient said they would walk the lifecycle of a product through the business, with SAP showing up at every stage.SystemsSAPDescriptionThe output of all of thisfeeds reporting andanalytics.The client specificallymentioned the datawarehouse and analyticstools, serving needs from astore manager's daily salesdashboard all the way upto statutory filings andwhat the company reportsto the SEC.The client also emphasizedthat it is the sameunderlying data servingvery different audiences.SystemsData warehouseAnalytics toolsDescriptionThe client said this is a whole chain of its own focused on people.HR and payroll run on SAP's People Systems.SystemsSAP's People SystemsDescriptionCross-cutting governance over how changes move through the SAP environment and connected landscape.The client said you cannot just edit the system the whole company runs on.They now added that the big current program hanging over this governance work is the migration to SAP S/4HANA, SAP's newer platform. Because the environment is so interconnected, has somany integrations, and carries so much history, the client described this as a multi-year program, not a weekend upgrade.The client's center of excellence holds the standards, the documentation, and the institutional knowledge of how all these pieces fit.ExecutorsCenter of excellenceSystemsSAP S/4HANADescriptionThe vendor the businessbuys the product from isgoverned as master data.The client referencedvendor setup errors in acut-off example aboutwrong payment terms.ProblemsWrong vendor paymentterms can createdownstream issues.SystemsMaster data platformDescriptionPricing is also governed aspart of the master datafoundation.SystemsMaster data platformDescriptionThe article is the retailword for a product. Theclient cited article setup aspart of the governedmaster data foundation,including the example ofwrong unit of measurecausing downstreamissues.SystemsMaster data platformDescriptionSite master data covers astore or a distributioncenter.SystemsMaster data platformDescriptionAccruals are part of theclose process.DescriptionConsolidation acrossentities is part of the closeprocess.DescriptionReconciliations are part ofthe close process.DescriptionOperational events canpost into cost centers.SystemsSAPDescriptionOperational events cancreate intercompanypostings between theretailer's legal entities.SystemsSAPDescriptionOne place operationalevents land as journalentries, per the client.SystemsSAPDescriptionOn the cash side, the business reconciles card settlements, any business-to-business receivables, and the bank statements.The client clarified that they connect to banks as part of this landscape.SystemsBanksDescriptionOperational events canpost into profit centers.SystemsSAPDescriptionThe client said theymonitor those interfacesclosely.SystemsMiddlewareDescriptionAfter investigation, failedinterfaces may need to bereplayed.SystemsMiddlewareDescriptionWhen an interface fails, theteam has to investigate it.SystemsMiddlewareDescriptionClient cited this as one ofthe core ways SAP runsacross the business. Theclient also referred to thisstage as purchasing andnoted that upstreammaster data errors canflow downstream into it.The client added that thedownstreampurchase-order flow is thestart of what they callprocure-to-pay, one of thebig end-to-end chains.SystemsSAPDescriptionMerchants plan theassortment.They determine what thebusiness is going to range,in which stores, and forwhich season. The clientsaid this plan drives thebuy.ExecutorsMerchantsDescriptionClient added that SAP is how the business pays for it. The client also explicitly mentionedfinance as a downstream area affected by data errors.The client further added that, on the buying side, procure-to-pay finishes when the vendorsends an invoice and the business performs a 3-way match.ProblemsUpstream data issues can flow into finance.SystemsSAPDescriptionThe buyer can override themodel output when theyknow something themodel does not, such as aregional promotion.ExecutorsBuyerDescriptionAfter buying, the processincludes forecasting andreplenishment. The systemforecasts demand andgenerates replenishmentproposals automatically,store by store, so thebusiness is nothand-keying what everylocation needs.The client added that mostof the volume flowsthrough automatically.SystemsSAPDescriptionClient added that SAP is how the business sells it.The client clarified that at the store, the product gets sold.The client further clarified that while the customer is just tapping a card at a register, SAP is still involved downstream because each sale flowsback into SAP.The client now added that it is not just stores anymore: an online order or a buy online, pick up in store order can take a different path throughthe same machinery.The client further added that omnichannel made this much more complicated than it was 10 years ago.They now clarified that the point of sale is a separate system and e-commerce is a separate platform.SystemsSAPPoint of sale systemE-commerce platformDescriptionThe replenishment flow isturned into purchaseorders. The client said thisis the start ofprocure-to-pay, one of thebig end-to-end chains.DescriptionThe purchase orders goout to vendors.The client added that thebusiness exchangesdocuments with hundredsof vendors over EDI.SystemsEDISourcing platformMiddlewareDescriptionClient cited this as another core way SAP runs across the business.The client added that inventory accuracy is the heartbeat of a retailer, and that each movement in this flow—such as receipt, transfer, and shipment—is also a financial event in the background. The supply chain and the finance system are therefore talking constantly.The client further added that online orders and buy online, pick up in store orders can move through this same machinery on different paths depending on whether inventory is in a store, a distribution center, or in transit.SystemsSAPDescriptionTime and labormanagement is part of thepeople process andmatters enormously for aretailer with tens ofthousands of hours ofhourly store associates.SystemsSAP's People SystemsDescriptionThe organizationalstructure is maintained aspart of the HR process inSAP's People Systems.SystemsSAP's People SystemsDescriptionPayroll runs on SAP'sPeople Systems as part ofthe hire-to-retire chain.The client added thatpayroll posts straight backinto finance as one of theretailer's largest expenses,showing that theworkforce ties back intothe same financial core.SystemsSAP's People SystemsDescriptionHiring is part of thehire-to-retire chain andruns on SAP's PeopleSystems.SystemsSAP's People SystemsDescriptionChanges require approvalbefore moving onward.DescriptionEvery change to theenvironment movesthrough changemanagement.DescriptionChanges move throughcontrolled transportsunder SOX change control.DescriptionChanges are tested beforethey move forward.DescriptionReconcile anybusiness-to-businessreceivables.DescriptionReconcile card settlementsas part of the cash-sidefinance work.DescriptionReconcile the bankstatements.This relies on connectionsto banks.SystemsBanksDescriptionThe business performs a3-way match using thepurchase order. The audioappears cut offmid-sentence, so only theexplicitly mentioned detailis captured.DescriptionOn the buying side,procure-to-pay finisheswhen the vendor sends aninvoice.DescriptionAt the register, the point ofsale system processes thecustomer transaction asthe customer taps a card.The client clarified that thepoint of sale is a separatesystem.SystemsPoint of sale systemDescriptionAfter reconciliation, salesaudit posts the sales andthe individual inventorymovements into the core.The client added that oncethe sale posts, the moneyside kicks in. The saledrives inventory valuationand cost of goods so thebusiness knows its margin.The client further clarifiedshrink as inventory thatwalks out the door or getsmiscounted.ProblemsShrink can affect marginthrough inventoryvaluation and cost ofgoods. The client clarifiedthis includes stuff thatwalks out the door or getsmiscounted.DescriptionSales audit reconciles theday.It balances the tenders, thecash, the cards, and thegift cards, making sure themoney that should havecome in matches what theregisters say.SystemsSAPDescriptionA receipt mismatchtriggers a vendor claim; itdoes not just sit there orsilently flow through.DescriptionAfter put-away, the retailer moves merchandise from the distribution center to the stores.The client added that this includes allocating the stock, planning the loads, and managing the freight and carriers until the store receives it.They now clarified that the business uses third-party logistics providers in this flow.SystemsThird-party logistics providersDescriptionIf what shows up does notmatch the order—such as ashort shipment, damage,or the wrong item—thestock goes to block stock.DescriptionAt receiving, the business checkswhether what showed up matchesthe purchase order. The client saidthis is a real branch becausereceiving is never perfectly clean.DescriptionThe client explicitly calledout receiving as adownstream point wheremaster data issues canshow up.The client added thatinventory and its valueupdate in real time at thisstage.Receiving is also a branchpoint: if what shows updoes not match the order,the exception does notsilently flow through.ProblemsUpstream data errors cansurface during receiving.Receiving is never perfectlyclean; short shipments,damage, and wrong itemscreate exceptions thatmust be handled.DescriptionWhen the receipt matchesthe order, the stock is putaway.DescriptionThe business manages thefreight and the carriers fortransport to stores.The client clarified thatthird-party logisticsproviders are used here.SystemsThird-party logistics providersDescriptionThe store receives themerchandise.DescriptionStore-level inventoryupdates after store receipt,and that updated positionfeeds the nextreplenishment cycle.DescriptionThe business plans theloads for store delivery.DescriptionThe business allocates thestock as part of gettingmerchandise from the DCto the stores.
DM
SME: "…unless it's flagged, then it goes through the exception path first."

Resources

See it in action

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Capabilities

What Sapeum helps forward-deployed engineers do

Live discovery capture

Live voice capture in the room or remote, with steps, roles, handoffs and decisions extracted as people talk.

Ingest the customer's existing material

SOPs, procedures, old process maps and recorded calls become an editable first draft, not something you redraw.

Processes as data

Owners, inputs, outputs, SLAs and handoffs are modeled, so you can find the step with no owner before you build around it.

Future-state change lists

Branch a target process from the baseline, keep more than one candidate, and compare them side by side.

Exports and REST API

Take processes out as PDF, DOCX, XLSX, PNG or SVG for people, and through the REST API for the systems you are building.

Process telemetry

Compare live run data against the documented process, and see where the two have drifted apart.

Scenarios

Where Sapeum fits across a deployment

Discovery

Capture discovery meetings, workshops and walkthroughs with the customer's team into one structured, shared record.

Current-state mapping

Turn what the customer's team describes, plus their existing documents, into a process map in the same session.

Scoping

Design the target process from the real baseline and give the customer an exact list of which steps change.

Build and integration

Work from processes held as data, available through the REST API and exports, instead of re-reading meeting notes.

Go-live

Compare live run data against the documented process and see where the two have drifted apart.

Hand-over

Whoever picks up the deployment next starts from the captured process and its version history, not from someone's notes.

Pattern

Before and after Sapeum

Before

  • ✗ Discovery lives in personal notes and call recordings
  • ✗ Workarounds and exceptions surface late, in the build
  • ✗ Context leaves when the engineer rolls off
  • ✗ Recurring workflows reach product as anecdotes

After

  • ✓ Discovery is a structured map the customer's team corrected in the session
  • ✓ Workarounds and exceptions are captured in discovery, with owners attached
  • ✓ The next engineer starts from a versioned process record
  • ✓ Every deployment's discovery is captured in the same structure

FAQ

Frequently asked

Why is Sapeum relevant for forward-deployed engineers?

Forward-deployed work depends on understanding how the customer actually operates. Sapeum captures that in discovery meetings and workshops, in a structured form you can scope from, build against and hand over, rather than in personal notes.

Do we need the customer to prepare documentation first?

No. Live capture starts from the conversation with the people doing the work. If the customer has SOPs, older maps or recordings, Sapeum ingests them so the workshop starts from a draft, but nothing is required up front.

What about live capture and data handling on customer sites?

Live voice capture is an option, not a requirement: if the customer would rather not use it, start from their documents, SOPs and existing maps instead. Access is governed by role-based access controls and every edit is attributed. Sapeum has completed an independent SOC 2 Type 2 examination; trust.sapeum.com carries the current detail.

Can we get the process data into the systems we are building?

Yes. Processes and their change history are available through the REST API, alongside PDF, DOCX, XLSX, PNG and SVG exports. Run data can come back in from a warehouse, lake, S3, SQL, a spreadsheet or an inbound webhook, and process telemetry shows where live runs drift from the documented process.

How is this different from a wiki or a runbook?

Sapeum captures the workflow as structured data, with owners, decisions and exception paths, that you can version, compare across states and check against live runs, rather than prose that goes stale.

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SOC 2 Type 2 compliant

Our security and compliance posture is documented in full.

Trust center

Keep what discovery taught you

See how Sapeum helps forward-deployed engineers capture the customer's real process in discovery meetings and workshops, and keep that context with the deployment instead of with one engineer.

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