How to successfully implement SAP S/4 HANA

A successful transformation to a high performance organisation requires the seamless integration of the Digital Core building blocks into an end-to-end, customer- and process-oriented organisation. The holistic view of organisational design and digital core system creates added value with a view to security, transparency and efficiency - and thus a clear competitive advantage.

hpo management consulting and CNT Management Consulting, one of the leading European SAP consultants, have combined their core competencies to offer customers a holistic solution. Benefit from the partnership and learn in our joint webinar what it takes to get the most out of an upcoming system conversion or implementation (SAP S/4HANA).

• Characteristics of a high-performance organisation from 3:30
• Triggers for change from 4:55
• Business processes supported by Digital Core from 09:47
• The holistic consulting approach from 12:31
• Benefits from the holistic consulting approach from 17:30
• The structured transformation from 20:03
• Key Take-Aways from 25:41
• Q&A from 29:20

Webinar in German only.

The introduction of a new ERP system* is not only a resource-intensive but also a long-term investment. In order to create the right basis for the introduction, one should think about the fundamental functioning of the company and the business processes to be digitised. Holistic organisational design can create an ideal starting point for the changeover. The market performance architecture, an efficient business process model and the corresponding management structure derived from the strategy. The results form the basis for the successful introduction of a new ERP. The following project description provides an insight into the course of a project at an industrial company.

Aim of the project

The management of a manufacturer of electric drives recognised that the introduction of a new ERP offered a unique opportunity to redesign the historically grown process landscape. As a basis for the ERP, a strategy-based business process model was to be developed and the management structure was to be reviewed accordingly and adapted if necessary.

Approach

Phase 1: Analysis of the current situation

The process-related and structural gaps are identified on the basis of sector-specific design criteria and the optimisation potential is derived from this.

Phase 2: Development of the business process model

The business process model is designed according to the criteria of the High Performance Organisation and the corresponding management structure is defined (including job descriptions for the functions critical to success).

Phase 3: Business process design

The business process model is anchored in work processes and work instructions and compared with the design possibilities of an ERP in order to obtain the optimal starting position for the specification of the ERP. The resource allocation is determined.

By consistently involving the service providers, it was possible to develop a broad-based solution that made a relevant contribution to implementation security.

Benefit for the customer

Thanks to a clear methodical approach and the involvement of the key players, a high-performance business process model was developed. The top-down approach made it possible to concentrate the processes on the essential activities. Blind services and redundancies were eliminated. The company had an optimal starting point for the ERP implementation and achieved an efficiency increase potential of more than 10%.

* ERP = Enterprise Resource Planning.ERP systems are business software solutions for controlling business processes.