SAP S/4HANA transformation projects differ depending on the chosen objective, analysis and ambition. In the following, we present successful implementations that illustrate the chosen project path depending on the initial situation and ambition.
New control in a harmonised system
An international plant manufacturer used the changeover to SAP S/4HANA primarily to harmonise its business processes - with the aim of improving cooperation between its European companies. The previous system landscape, structured according to legal units and countries, was not suitable for this. In a greenfield project, we worked with the client to change the processes, set up the new system and transfer the subsidiaries to the new way of working in just 16 months.
Modernise the tried and tested and pull it onto one system
When migrating to SAP S/4HANA, a company in the healthcare industry focused on merging diverse systems to facilitate data provision and improve reporting. The existing business processes were already mature ("Smart Brownfield").
Focused objective and a prototype
With a view to the available resources, a regional energy provider decided to focus the transformation project: As part of the changeover to SAP S/4HANA, the billing systems were not adapted for the time being, but the core processes in finance and ordering were set up anew in order to achieve a higher degree of standardisation.
Together with the customer, we developed a project system, which we then used as a reference for a new process landscape. As a "living" system, this prototype forms the basis for the next steps in the transformation.d a prototype
Consulting, Head of SAP & Finance Transformation
KPMG AG Wirtschaftsprüfungsgesellschaft
Cutting off old habits with a control system
A German financial services provider took the migration to SAP S/4HANA as an opportunity to "clean up". The existing processes were fragmented according to business areas, there were many in-house developments, and the data stock dated back to the nineties. The goal of the transformation was to leave this "old world" behind. A major challenge was to involve all departments in the design of the new business processes and to find a common language for the future model. Together with the client, we tested the Powered Enterprise process model in workshops and adapted it to the company.
"Customer First" and strong growth at the heart of the business strategy
An internationally operating pharmaceutical company had just adopted a customer-centric strategy. Therefore, as part of the migration to SAP S/4HANA, all working methods were put to the test with regard to the question "What can we improve for the customer? At the same time, the M&A strategy and growth were the focus of the analysis: The goal of the migration was to be able to integrate any acquisition into the existing group in the most efficient way with a modern and harmonised ERP system and to reduce post-merger efforts.