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The connection between SAP's Business Process Model (BPM) and the Business Capability Model (BCM) lies in how the end-to-end business processes are enabled by the business domains and capabilities outlined in the BCM. Each business activity in the BPM is supported by one or more business capabilities from the BCM. This linkage ensures that the company’s capabilities are directly tied to the business activities and processes, providing a clear line of sight from high-level business strategy down to operational execution.References = This connection is standard in enterprise architecture where processes are designed to be supported by capabilities, ensuring that capabilities provide the necessary functions to execute the processes effectively.

EA principles are the foundational statements that guide the prioritization and execution of initiatives in alignment with business and IT strategic objectives. Each of the objectives and decisions on the left should align with the principle that best supports it.

Here is the best correlation between the objectives/decisions and the EA principles:

• Minimize water loss during Lithium extraction
• Reluctant to move Core to Cloud but open to consider cloud for collaboration
• Smart Battery, Charge and Insta-Perpetual Warranty initiatives
• Substitute bespoke applications
• Total cost of ownership optimization

These alignments are based on the understanding that the principles should enable and support the objectives and decisions. For example, environmental compliance is directly supported by the principle of legal and regulatory compliance, while the move to the cloud for collaboration aligns with adopting common applications. The initiative for smart batteries correlates with driving business agility and fostering innovation. Replacing bespoke applications with standardized solutions aligns with minimizing technology diversity, and the principle of maximizing applications and innovation supports the objective of optimizing total ownership costs.

• Goal - Increase supply reliability of Lithium batteries
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%
• Business Capability – Plan Battery plant supply based on demand from car plants
• Initiative- Demand and Supply Planning (SAP IBP) implementation for both battery and car plants

Verified References: 1: https://www.indeed.com/career-advice/career-development/how-to-create-strategy- map | 2: https://creately.com/guides/what-is-a-strategy-map/ |  3: https://www.lucidchart.com/blog/strategy-mapping-example

For creating a Business Strategy Map, especially in the context of increasing the supply reliability of lithium batteries, you need to establish a logical flow from overarching goals to specific initiatives. Here’s the correct sequence, beginning with the broad goal and narrowing down to the specific actions:

• Goal - Streamline internal supplies of batteries: This is the broad outcome that Wanderlust GmbH aims to achieve. It sets the direction for the subsequent elements.
• Value Driver - Halve dependence on external battery suppliers from 50% to 25%: This is the measurable target that will drive value for the company by reducing reliance on external sources.
• Business Capability - Plan Battery plant supply based on demand from car plants: To achieve the value driver, the company must develop the capability to plan and adjust the battery supply in alignment with the demand from its car manufacturing plants.
• Initiative - Demand and Supply Planning (SAP IBP) implementation for both battery and car plants: This is the specific action or project that will build the required business capability. Implementing SAP Integrated Business Planning (IBP) will help in better demand forecasting and supply planning to support the goal.

This sequence shows how each element supports the achievement of the strategic objective, ensuring that initiatives are directly contributing to the company's goals and value drivers.