It wasn't until 1998, four years after the originally planned start date, that Phase three actually took off. Verne Evans, director of Supply Chain Management was to be in charge of the R/3 initiative to integrate both the supply and demand side of their business into the SAP system. The problem with their SOP for demand and supply was essentially there lack of any formal one. Most of Geneva's operations were separated from each other and acted independently. There number one goal was remove this independence and integrate all operations together. Once they had created a formal SAP process, which included manual entry of data and teams to analyze that data, they ran into somewhat of a problem. The production planning team occasionally was able to determine the production schedule of the next month one month prior, which essentially made their SOP redundant and time consuming.
SAP is an excellent database system, but that is all that the Geneva team saw it as. The goal of phase three was to integrate phase one (demand) and phase two (supply) in order to forecast an approximate production schedule based on that demand. Geneva's team didn't think SAP as it was had the capability of analyzing this data to create production schedules. SAP was used for data storage, not analysis. However, SAP eventually added the Advanced Purchase Optimizer module, otherwise known as APO. The APO added analytic functions to eh SAP software. This new module, combined with SAP's already existing SOP module, was believed to finally be able to meet Geneva's SOP needs.
A big part of phase 3 was Geneva's ATP, or available to promise. This referred to whether or not Geneva would be able to fulfill customer orders as was originally told to the customer. (citation.) With an accurate production schedule planner using SAP's SOP and APO modules, Geneva believed they would be in better position to inform their customers when to expect their orders, which would vastly improve their ATP business metric.