METHODS, MODELS AND WORKFLOW USED IN KEY … · BANTA VIOREL - COSTIN THE BUCHAREST UNIVERSITY OF...

Annals of the „Constantin Brâncuşi” University of Târgu Jiu, Economy Series, Issue 2/2018

„ACADEMICA BRÂNCUŞI” PUBLISHER, ISSN 2344 – 3685/ISSN-L 1844 - 7007

METHODS, MODELS AND WORKFLOW USED IN KEY PERFORMANCE

INDICATORS SOFTWARE - A CASE STUDY

BANTA VIOREL - COSTIN

THE BUCHAREST UNIVERSITY OF ECONOMIC STUDIES,

e-mail: [email protected]

Abstract

One of the biggest challenges of an economic entity that has deployed an Enterprise Resource Planning (ERP)

system is to adapt and implement certain module / software applications, within system, thus solving the requirements

of the business environment. In our case is, the ERP system is SAP, and the programming language is ABAP, with the

latest technologies WebDynpro. The Z-KPI tool software application is addressed to the financial-accounting

department and aims to monitor the activity of the employees involved in the finance and accounting division - specific

activities, in scope: Account Receivable (KPI for issued invoices; KPI for on incoming payment procesing; KPI for

costs). In our case we will exemplify exactly the adopted methodology, the models used as well as the workflow of the

documents, approved by the management together with the department managers - we have the purpose: the activities

developed and quantified for the Accounts Receivable department. Our big challenge was to adapt the Z-KPI module

within the SAP ERP system. The purpose of this paper is to provide a solution that can be applied in an ERP system -

in our case SAP (System and Applications, Products) using ABAP (Advanced Business Application Programming).

Some of our data were automatically collected (we also have manually data added in the application) from SAP and

according with designed KPI formulas, developed by the management of the company, these are displayed in the

established reports. This Z-KPI development application - module is used in a big gas and oil company. Details

regarding the study, implementation and testing of the module-software application will be shown in this article

Keywords: SAP, SaaS, ABAP, o Data, WebDynpro technologies, KPI - Key Performance Indicators, ERP - Enterprise

Resource Planning

Clasificare JEL: C61, C81, C88, M41, Y10

1. Introduction

The main discussion regarding this article is the development and adaptation of a software

module within an ERP system, in this case we are talking about SAP. SAP is an ERP (Enterprise

Resource Planning) system, so we will discuss how the systems have evolved over the years [1].

We will not insist much on the evolution of such systems, which we want to recall, is that this term,

ERP, it brought, for the first time by the well-known consulting firm Gartner Group in 1990. This

ERP concept has improved everything that has involved the management of an economic entity,

and not only, has ordered / grouped, the stages underlying a business with everything that

encompasses it [1], [2], [3], [4]. The evolution, in time of ERP systems (concepts) is show in Figure

1.

Regarding SAP (System and Applications, Products), in 1972, this system appeared in the

world of ERP systems, the first module made by the five former IBM employees, being an

economic one. The SAP R / 2 product was launched in 1980, becoming one of the most widely

used IT products, bringing SAP AG among the "players" to be among the top ten over the years.

SAP combines the functionality of several information systems, all transactions are real time and

more, all current information is available to all divisions belonging to a company, regardless of the

location where are placed those who use such software system [5]. SAP has been constantly

evolving, so in 1992, for the first time, the "R / 3" concept - client architecture - standardization of

standard software solutions, after this success, the company becomes the world leader in delivering

standard solutions. What brought this new solution was that the problem of compatibility with

many hardware platforms and operating systems has been resolved (AIX, Linux, HP-UX, IBM,

Solaris, z / OS, Microsoft Windows and Unix) [6].

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Figure 1 – ERP Evolution

In terms of business-related software, SAP has introduced a new success phase so it has

passed from using mainframe (meaning that all components of the SAP system are on a single

machine-server) to an architecture with three layer-e (one layer for the database, another layer for

the SAP application, and the last layer for the application-user relationship - SAP GUI). This

solution has brought SAP Company to the top of global firms since the 1990s, so SAP R / 3 has

been the bussines software solution that adapts to any sector of the industry, in 1990s, SAP being

the world leader in business software solutions [7], [8,] [9]. In 1996s SAP comes with first version

of SAP R/3, meaning 3.1 which enabled in that period the concept “Internet-enabled”, solution

which will be standard in all SAP versions / software applications / solutions.

In 1999s was presented the new business software strategy called “mySAP.com”. The SAP

company introduced the "SAP Web Application Server" concept that allowed programs to run

using "ABAP" or "Java Engine (J2EE)". A number of "Web-service" benefits have been used since

that time, most of all SAP solutions using that technology. The SAP NetWeaver solution is the SAP

product that uses this architecture, this solution is known as the "web-based" solution and is used

from now on, in all software solutions, provided by the company SAP [10].

The SAP NetWeaver Integrated Platform contains four integrated components: Application

Platforms, Process Integration, Information Integration and People Integration as described in the

Figure 2. SAP offers two types of modules that are later used in day-to-day activities, namely

functional modules functional and technical modules [11]. All of these modules are functionally

integrated one with each other, thus providing a complete business solution. We want to highlights

here some of the active SAP modules: FI - Financial Accounting, CO - Controlling, TR - Treasury,

SD - Sales & Distributions, MM – Material management, PP – Production planning, QM – Quality

management, PM – Plant maintenance, HR – Human resources, PS – Project systems, WF –

Workflow, IS – Industries solutions [12], [13], [14].

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Figure 2 – SAP NetWeaver integration / architecture

2. Software Requirements Specification - techniques used for calculation of KPI’s

This study aims to explain the KPI's methodologies and techniques used in the economic

departments of an oil and gas company and to adapt them to a local module / application within an

ERP system, namely SAP. More tha that this ZKPIs module / application will be used via SAP

Portal, for mobility via SAP Fiori or using SAP Cloud. Our desire was to be able to adapt to SAP

using the ABAP programming environment - using the latest WebDynpro technology, business

environment requirements. They wants to use this application not only in the office but also outside

it so that the restriction technology, not to be an impediment, the use of smart phones, tablets, to be

available to any colleague in the economic departments.

In this case, we are discussing about the activity performed in the Accounts Receivable (AR)

department, inside of Business Unit Finance division, the final target is to collect, monitor, and

count of:

Invoices - "Number of issued invoices in AR", "Number of invoices / FTE", "%

Automatic AR invoices";

Payments: "Number of incoming payments", "Number of payments / FTE", "%

Automatic incoming payment";

Costs: "Cost / FTE", "Cost / payment", "Cost / invoice"; “FTE” – means full time

employee.

The realization of this module has gone from the desire of the business environment (the AR

team) to have an integrated software solution in the SAP system. This system that is used by them

every day, more, the old application came out of maintenance and how the pressures on costs is

becoming more and more pronounced, it has been desired to transform this into an SAP module.

That's when we joined the SAP Competence Center, and we proposed an integrated in-house SAP

solution that we called the Z-KPI tool [15], [16], [17].

The arguments that have been used to develop such an application, to the detriment of buying

a similar product software market, were as follows: the product will be integrated into SAP,

internally developed (maintenance can be maintained without additional costs), knowledge both

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KPI and programming are internally maintained and are tailored to the requirements of colleagues

in accounting in line with business analysis.

In the oil and gas company that I have done this study, the following KPIs are used and are

presented in this paper (AR - Accounts Receivable; Inv. - Invoices; PP - payments proposal; FA -

Fixed Assets; FTE - Full Time Employee; CMDM - Central Master Data Management), we are

focusing for the AR department:

AR / KPI issued invoices: Number of issued invoices in AR

AR / KPI issued invoices: Number of invoices / FTE

AR / KPI issued invoices: % Automatic AR invoices

AR / KPI on incoming payment processing: Number of incoming payments

AR / KPI on incoming payment processing: Number of payments / FTE

AR / KPI on incoming payment processing: % Automatic incoming payment

AR / Cost KPIs: Cost / FTE

AR / Cost KPIs: Cost / payment

AR / Cost KPIs: Cost / invoice

FA / Capitalizations: Number of document lines-capitalizations

FA / Capitalizations: Number of documents / FTE

FA / Costs: Cost / FTE

FA / Costs: Cost / capitalization

CMDM: Customers

CMDM: Total MD creation/changes per FTE

CMDM: Vendors

CMDM: Materials&Safety data sheets

We have performed a series of Functional Specification, together with department

management and Finance Division, to find the best criteria for counting the activities performed, to

find the best way to achieve the data collection Specification), as well as creating the necessary

formulas to be built / adapted in the application that will be programmed into ABAP (WebDynpro).

Our desire was that everything to be adaptable / customizable so that our interaction with the

application created was as time-consuming as possible (new elements can be added to be used in

future formulas, interactive reports can be built, data can be exported, data can be imported). We

have also taken into account the goals each manager / employee has each year, so that the results of

this application will later help to achieve the objectives of each employee. In this way, we have

made the application intensively used either by adding data manually or by automatically collecting

data from the SAP system, of course after performing posting activities in the reference system.

One of the key points in our analysis was the comparison of the years with regard to the

detailed analytical data, here, given that within the Bucharest service center were brought activities

from other countries, where the oil group has activities. Thus, we can talk about a significant

increase in the carried out economic activity but also about a higher fluctuation of the staff serving

such clients (in our case we are talking about oil extraction, marketing, sales and distribution of

petroleum and non-oil products, etc.). With regard to data collection, our analysis refers to 2017,

here we have collected the data for the whole year, the analysis being done in the quarter, so the

tables below will highlight this analysis - the comparison was made with the year in 2016. From the

KPIs point of view, all analyzes have been focused on invoices, invoices versus employee (FTE),

but also on electronically loaded ones. All the results obtained with the ZKPIs module must follow

the processes set by the organization's management.

A number of key points, focus points, are highlighted every month, after the month closing

and the KPIs described above, Figure 3 describes the main focus points:

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Figure No. 3. – The main Focus points

In the following table, Table 1, we will highlight the KPIs types, set as well as the formulas

that are the basis of the results, obtained by data collecting, on the one hand - manual or on the

other hand - automatic one.

Table no. 1 AR KPI Formulas – calculated fields

Solve

Order

Item Formula

1 '% AR electronic invoices' ='AR automated invoices' / 'AR No of invoices'

2 'AR invoices/FTE' ='AR No of invoices' / 'AR Invoice FTEs'

3 'AR payment proposal/FTE' ='AR payments proposal' / 'AR payments FTEs'

4 'AR cost/FTE' =('AR cost invoices' + 'AR cost payment') / ('AR Invoice

FTEs' + 'AR payments FTEs')

5 'AR cost/invoices' ='AR cost invoices' / 'AR No of invoices'

6 'AR cost/payment' ='AR cost payment' / 'AR payments proposal'

7 '% AR payment proposal' '2016 Q Av.' ='AR automatic payments' / 'AR payments proposal'

8 '%Automatic payments' ='AR automatic payments' / 'AR payments proposal'

9 'AR payment proposal/FTE' '2016 Q Av.' ='AR payments proposal' / 'AR payments FTEs'

We have to take into consideration that, in our tool Z-KPI application, the following points

(criterias) are established:

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1) when a cell is updated by more than one formula, the value is set by the formula with the

last solve order.

2) to change the solve order for multiple calculated items or fields, on the Options tab, in the

Calculations group, click Fields, Items, & Sets, and then click Solve Order.

In the following, once we have established the above formulas (Table 1), we will detail what

data we collected from the AR department regarding the Invoices, payments proposals, as well as

what costs were highlighted to address the up requirements.

Table No. 2. Colected data from a periode (one year) – AR - Invoices

INVOICES 2016 Q.AV. 2017 Q.AV. Q4/16 Q1/17 Q2/17 Q3/17 Q4/17

No of issued

invoices in AR 264.864 252.563 262.516 218.945 221.339 267.531 302.436

No of invoices /

FTE 19.472 17.851 20.116 16.316 17.049 18.306 19.416

% Automatic AR

invoices 98,20% 98,10% 98,4% 98,0% 98,0% 98,1% 98,1%

FTE invoices 13,6 14,1 13,1 13,4 13,0 14,6 15,6

-manual invoices 4.751,8 2.211,0 4.329,0 4.484,0 4.358,0

-automatic

invoices 260.151 247.641 258.187 214.461 216.981 262.489 296.632

Av – average

“Q.Av.2017” = (“Q1/17” + “Q2/17” + “Q3/17” + “Q4/17”) / 4

“No of invoices / FTE” = “No of issued invoices in AR” / “FTE Invoices”

“FTE invoices” = “No of issued invoices in AR” / “No of invoices / FTE”

“% Automatic AR invoices” = “AR automatic invoices” / “AR No of issued invoices in AR”

In the following picture we have detailed the proper graphical representation of the data collected

below:

Figure No. 4. – Invoices representations results

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We can conclude (as a remark) that the number of invoices are constantly, with significant

deviation in Q1, Q2 based on calculations of some additional taxes and automatization of some

processes. Another remark is that we automatized some processes, based on that a lot of invoices

are created automatically, as we can see in Q3 and Q4, 0% of invoices are done manually, so it’s a

major advantage for the company, because some manual work is disappearing.

As discussed from the beginning, we will continue to refer to the payment proposal activity

so we will have, so in the next table we have collected data for an entire year, so, after this we can

conclude if our KPIs are fulfilled or not:

Table No. 3. Collected data from a period (one year) – AR - Payments

Payments 2016 Q Av. 2017 Q Av. Q4/16 Q1/17 Q2/17 Q3/17 Q4/17

No of incoming

payments 473.505 581.930 487.076 450.799 474.984 652.301 749.635

No of payments / FTE 22.555 28.618 22.908 25.627 25.617 29.861 32.089

% Automatic incoming

payment 52% 53,0% 51% 53% 51% 51% 56%

FTE payments 20,993 20,3 21,3 17,6 18,5 21,8 23,4

-manual payments 228.273 111.505 238.260 211.173 234.845

-automatic payments 245.827 308.597 248.816 239.626 240.139 333.822 420.799

“Q.Av.2017” = (“Q1/17” + “Q2/17” + “Q3/17” + “Q4/17”) / 4

“No of payments/FTE” = “No of incoming payments” / “FTE payments”

“% Automatic incoming payment “= “No of incoming payments” / “automatic payments”

“AR payment proposal/FTE” = “No of incoming payments” / “FTE payments”

“%Automatic payments” = “automatic payments” / “No of incoming payments”

Graphically, we have the following picture:

Figure No. 5. – Payments proposal representations results

We can conclude (as a remark) that the number of payments proposal are not constantly, with

significant deviation in Q3, Q4 based on calculations of some additional taxes and automatization

of some processes. Another remark is that we automatized some processes, based on that a lot of

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payments proposal are created automatically, as we can see in Q3 and Q4, no manualy payments

are done, so it’s a major advantage for the company, because some manual work is disappearing.

The last stept, regarding our data, is referring to costs, we can see how mauch is the cost for

manualy or automatically work, we will continue to refer to the tacking costs, so we will have in

the next table we have collected data for an entire year, so, after this we can conclude if our KPIs

are fulfilled or not. In the below table, we have data received from Accounts Receivable - AR

department, in respect with this segment, costs, is an important one, in the analysis done by us for

KPIs software application.

Table No. 4. Collected data from a period (one year) – AR - Costs

Costs (EUR) 2016 Q Av. 2017 Q Av. Q4/16 Q1/17 Q2/17 Q3/17 Q4/17

Cost / FTE 9.366 9.514 9.932 9.720 9.273 8.647 10.416

Cost / payment 0,4 0,3 0,4 0,4 0,4 0,3 0,3

Cost / invoice 0,5 0,5 0,5 0,6 0,5 0,5 0,5

“Q.Av.2017” = (“Q1/17” + “Q2/17” + “Q3/17” + “Q4/17”) / 4

“AR cost/FTE” = (“AR cost invoices” + “AR cost payment”) / (“AR Invoice FTEs” + “AR

payments FTEs”)

“AR cost/invoices” = “AR cost invoices” / “AR No of invoices”

“AR cost/payment” = “AR cost payment” / “AR payments proposal”

Graphically, we have the following picture:

Figure No. 6. – AR Costs representations results

As a remarks we can conclude that the costs/FTE in AR department are not constantly, with a

lot of deviations in Q1, Q2, Q3 and Q4 based on two points: employee fluctuation and process

automation (Q3 and Q4 are significantly opuses). Another remark is that, even we automatized

some processes, based on that, a lot of costs are constantely (cost/payment, cost/invoice). This is

normal because we have monthly deviations in terms of employees and performed activities in this

AR department. Cost / payment proposals is decreased, so it’s a big plus for the company, because

some manual work is disappearing. Cost / invoice are stable so we can conclude that, even we

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received additional work for our people, from another subsidiary, additional activities performed by

automation and robotics, help us the reach our main KPI goal.

3. The design of Z-KPIs software module application

Enterprise resource planning - ERP - as it is known, it's coming with a lot of advantages in

terms of modeling and managing existing processes in the company. Our company use ERP-SAP,

this integrated system comes with a lot of good points and the new technology (for this research we

used ABAP programming language for ZKPI tool, and, WebDynpro (WD) facilities are used for

Web displays) is applied in the business environment, in order to help the management of the

business to reach the targets [16], [17], [18].

Many companies use SAP as an integrated system. SAP wished, over time, to meet its

customers with innovative technologies. Thus, when WD was launched, a data Web display data

was wanted. The business environment has received this innovation very well and has put it into

practice in most of the applications (they can create UI’s – Web User Interface) [19], [20], [21],

that have been developed over time.

Here are some of the benefits of this WD new technology inside ABAP (Figure no. 7):

Figure No. 7. – WebDynpro advanteges

Many of the benefits that once a company chooses to have an integrated system - SAP - are

visible after a certain period of time when this system develops and offers the possibility of further

beneficial developments for each department. The system is auditable, which gives serious

consideration to future developments. These developments, as is our case with regard to the key

performance indicators, help the business to manage their business.

The willingness of the business community to develop their own ideas makes possible a

number of developments that, in our case, make new technologies work, WebDynpro being one of

them. This has led to this development where our input from a technical point of view has made

ZKPI's implementation a successful group-wide success. We want to grow this module in the future

and its ability to adapt to SAP Portal and SAP Fiori (mobility) to be easy to achieve.

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4. SAP zKPI’s module application implementation

The ZKPI’s application developed in SAP, by us, using WD technology is shown in the

figure 8. This figure contains the ZKPIs application structure and how she looks like. We use for

this KPI z-module software programming language ABAP (Advanced Business Application

Programming), WD and SAP Portal [24]. This programming environment was made by SAP, a

German company, as we can find in the technical specification information. This programming

language was developed since 1980 and it is a 4GL programming language and was used starting

with SAP R/3 concept situation [25], [26]. We have included the concept of LDBs (Logical

Databases), and this concept is included in one of the first programming language - ABAP, this

means that, the concept regarding abstraction perspective is included in the database. Everithing

mention by me above, is included in the latest vesion of ABAP programming language. More than

that, starting with 1992’s, this language was used for creating programs in R/3 product [16], [18],

[22], [23].

SAP NetWaver platform/concept support ABAP and Java in terms of development, all three

components, business applications, the operationg system and the databases, have an abstraction

component, this means and help SAP to not be dependent directly regarding machines, servers,

databases, so we can conclude that we can move (instal) from one platform to another [27], [28].

Other components are introduced, like Company codes (Company code, Company code

name, Legal entity, Country, Division, Segment (Corporate, E&P, etc.), Start date, End date,

Category and Type of service (Transactional services, fully serviced, fully serviced w/o statements,

not serviced /small activity, Serviced by OGS, Transactional services)), Customers (Customer list,

Customer data, Customer products (product name (GSFIN – ACCOUNTS PAYABLE, GSFIN –

ACCOUNTS RECEIVABLE, GSFIN – STOCK ACCOUNTING, etc.), company code, logical

system)), KPI master, Products, Units of measure, Users and Service Lines.

Figure No. 8. – Application menu

As we have mentioned, the data that comes with the ZKPI application can be added manually

and automatically (through programs created by us and to which we attach a job to run them in

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certain times). There are some SAP jobs which are created for extracting data, in order to be initial

data for KPI tool, this data will be filled in specific forms and tables, according to the KPI

processes. Next step is adding the company code data which is going to be the first level of KPI's

report; this data can be taken from the FI module. Another step will be adding customers, in our

scope, this is done for creating a special code, which is used in KPI master where all components

are unified in order to create the unique KPI code.

In the figure 9 we presented the main action regarding the concept, the package where a KPI

application is created and where all additional data are put together, based on input data existed in

the module / software application.

Figure No. 9. – SE80 Tranzaction - application software concept

In the following step (Figure no. 10), we want to show, how a SAP Z-form is presented, for

adding data in the tool, we can see how we will add a KPI and how we will customize the formula,

which, after that we will collect the data from the SAP system. Some data are introduced in the

module ZKPIs software, using manual input, according with clear rules and procedures received

from Finance division. The software module created by us, is a customizable one, so, the

interaction with the technicians, the developers, is used only to solve certain new requirements,

related to new activities from the Finance department and to the new reports that are to be created.

We want to mention that this module application is a customizable one, so, in particular, we

can also add additional fields, where a different type of finance data can be stored. The basic data

and the formulas to be applied are entered into the application by the application manager after they

have been discussed with the team and department heads. Our analysis, when we started to create

ZKPI's has highlighted, that existing formulas is very common (about actions - no common data),

which make sense in several departments. These data will be after that viewed based on established

selection, monthly, quarterly or yearly:

Figure No. 10. – ZKPI’s Application software concept – adding data

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We used standard and customer tables, all are connected and are used for KPIs management

processing. All used KPIs transactions refer to the Web Dynpro technology / pool and to the initial

screen. For our tool / module software applications, all components / programs are written using

ABAP methodology and WD concepts. We used a development guideline for software

developments, there are some clear rules which guide the developer to create a structured

application.

5. Conclusions

This paper highlights the fact that the existence of an application, within an ERP integrate

system - SAP, can only help the business environment in everyday activities. We have done this

study to show to those who are interested how to model an application in an integrated system, and

how this application-module can be done with as low a cost as possible.

Undertaking such a study will allow those studying KPIs in different companies to compare

the resulting data and formulas accepted by the business environment so that they can accept a

common proposal of what counts and highlighting the activities performed.

One of the main objectives, was to analyze qualitatively the data, and to develop a common

guideline for KPI analusis and measures performed, agreed by both, managers, teamleads and

employees.

Contextually, the adaptation of a software application in the KPI management area in an

ERP-SAP system is commonly used by large companies, that use internal development as an

instrument, help to save unjustified expenses. These costs are low, because there are not involved

external resources in the implementation of the application. As a conclusion, when the internal

software developments are done, with internal programmers, will be considerable cost savings, in

the company.

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One of the main findings of this article concerns the current state of knowledge based of KPI

management implementation in Romanian organizations, in fact is the understanding of how can be

used an integrated ERP system in a big oil and gas company, in Romanian company’s /

organizations. However, after a lot of discussions, the intention to implement such a KPI strategy

seems to be on the managers' agenda. Another result of the research is related to the nature of

knowledge management in terms of KPI processes, how this KPIs help the managers to take the

right decisions, approaches in place or most likely to be embraced by Romanian organizations. The

author focused to develop and adapt a software tool for storing, monitoring and reporting of

Finance/Accounting area activities, inside existing SAP integrated system.

Z-KPIs software application was developed using ABAP (Advanced Business Application

Programming) and integrated in SAP (System and Application, Products) environment; the

programming was done in the ABAP using the latest technologies WebDynpro (a web application

framework - server-side runtime environment). As a further future research objective we foresee to

analyze / design / implement how we can create a map of design KPIs knowledge management (a

strategic roadmap) for different companies.

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