1. DRIVING CUSTOMER SUCCESS
Schroder Salomon Smith Barney Investor Conference New York, NY – May 22, 2002
Nils Herzberg SVP, Industry Business Sector Manufacturing SAP AG

2. Safe Harbor Statement
Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of Words such as “believe,” “estimate,” “intend,” “may,” “will,” “expect,” and “project” and similar expressions as they relate to the Company are intended to identify such forward-looking statements. The Company undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect the Company’s future financial results are discussed more fully in the Company’s filings with the U.S. Securities and Exchange Commission (the “SEC”), including the Company’s Annual Report on Form 20-F for 2001 filed with the SEC on March 28, Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

3. Today‘s Customer Requirements
All Customers Want
Quick ROI
Reduced Cost of Ownership
Protection of existing IT investments
Lower switching costs
Many Customers Want
Tightly integrated targeted solutions
Complete end-to-end solutions
Guaranteed mission readiness

4. The Cost of Integration – Customer Reality
How to capitalize on existing IT investments ?
ERP legacy
~15 systems
Challenge: Cost of Integration
SAP R/3
~30 systems,
Versions 3.1I - 4.6B
15,000 interfaces
Development cost: ~ 75,000 USD / interface
Costs of ownership: ~ 10,000 USD / year / interface
Overall:
150 Mio. USD / year
ERP non-SAP
~25 systems,
different versions
E-Procurement
10 units
Technical systems
SAP Markets Enterprise Buyer
Professional Edition
Trading
e-Sales
Collaborative
Engineering

5. mySAP Technology Provides the Infrastructure ...
... to integrate several applications from different vendors to form
an open but consistent e-business platform
Infra- structure Services
Security
Global Standards
IT Land- scape Mgmt.
Portal Infrastructure
mySAP CRM
mySAP SCM
...
SAP R/3 Enterprise
Partner System
Web Application
Server
Legacy / Third Party
Exchange Infrastructure
mySAP Technology

6. Improve Bottom Line - Adaptive Supply Chain Network
Unilever East Asia Pacific
Integrated mySAP SCM and mySAP BI provides consolidated transparent information.
Solution: mySAP SCM
Make-to-stock (Collaborative Demand Planning)
Direct Procurement (Supply Chain Exchange)
Replenish-to-shelf (Vendor Managed Inventory)
e-Logistics
Performance Management (Analytical Web Services)
Benefits
Reduced inventories
Lower transportation cost
Reduced cash-to-cash cycle
Improved customer retention
Replenish- to-shelf
Performance Management
Coordinator
Carrier
Supplier
Promotion Planning
Direct Procurement
Supply Chain Exchange
Retailer

7. Manage Change - Role-Based Organizations
Solution
Review the content of SAP’s Role Library (Best Practices for mySAP.com)
Adapt to corporate objectives (mySAP Enterprise Portals)
Build role-based organization (mySAP HR)
Benefits
Applies directly
Accelerated business transformation
Manage-by-exception
Personal productivity (+10-50%)
General Motors It is critical to have a portal like this to gain efficiency in both our internal processes as well as our processes with our customers.
Roles
Workflow
Business
Rules 1 2 3
Change
Execution
Exception handling
Education
AS WAS
TO BE

8. SAP and our Customers: Building Partnerships
CEL
Customer Segmentation
Different offering for different needs
Customer Engagement Lifecycle
Creating value across the entire lifecycle
mySAP.com
Combining openness and flexibility with integration
Partner Value Net
Unique ecosystem
SAP Field Operations
Solution portfolio mgmt.
Partner Value Net
Corporate
Governance
Service Infrastructure

9. SAP Milestones over 30 Years
Smart Business Solutions
mySAP Technology
7,341 mill. € Revenue
29,000 Employees
18,000 Customers in Countries
One-Step Business
6,265 mill. € Revenue
25,000 Employees
15,000 Customers in 120 Countries
Client/ Server
424 mill. € Revenue
3,200 Employees
2,800 Customers in 35 Countries
R/2
Mainframe
5.1 mill. €
Revenue
60 Employees
50 Customers in 2 Countries
R/1
0.3 mill. € Revenue
9 Employees
1972
1979
1992
1999/2000
2002

10. Growth Drivers 2002 and Beyond
2002 is expected to be another challenging year, software sales trends continue to be unsettled in a tough economic environment
2002 sales to be expected up by around 15%
2002 operating margin excl. stock based compensation and TopTier acquisition cost to be expected up at least 100 basis points (2000: 20%)
Operating margin excl. stock based compensation and TopTier acquisition cost mid-term target of 25%
License revenue growth drivers: CRM, SCM, Technology & ERP
Migration path to mySAP.com:
Currently ~25% of global customers run mySAP.com
~15% of R/3 customers have migrated to mySAP.com
By 2005: 80-90% migration to mySAP.com

11. DRIVING CUSTOMER SUCCESS
Schroder Salomon Smith Barney Investor Conference New York, NY – May 22, 2002
Nils Herzberg SVP, Industry Business Sector Manufacturing SAP AG