The challenge
The enterprise ran a long established ERP that had been customized extensively over many years. The accumulated custom code made upgrades risky and slowed the introduction of new processes, while plants had developed local variations that fragmented reporting.
Supply chain and finance data were difficult to view in near real time, so decisions often relied on reports that were already out of date. The business needed a modern core that could support faster planning and a more connected operation.
Leadership set clear expectations that the transformation would standardize processes where it made sense while protecting the continuity of plant operations and order fulfillment.
Technology landscape
A heavily customized legacy ERP with significant technical debt and a large catalogue of bespoke developments of varying business value.
Plant level process variation and shadow systems that had emerged to fill functional gaps over time.
Interfaces to manufacturing execution, warehouse and logistics systems that depended on the ERP and had to remain stable through the transition.
Our approach
We ran a structured assessment of the existing landscape, analyzing custom objects to distinguish those that delivered real value from those that could be retired in favor of standard functionality. This shaped a pragmatic target design built on fit to standard where practical.
We defined a global template for core processes with controlled local flexibility, then planned a phased rollout by region and plant to manage risk and spread organizational change over a sustainable period.
We engaged plant and functional leaders early so the template reflected operational constraints, reducing the need for rework once deployment began.
Implementation
We implemented SAP S/4HANA around the global template, re-platforming essential custom logic cleanly and replacing low value customizations with standard capability. Integrations to execution and logistics systems were rebuilt or adapted to preserve continuity.
Data migration followed a rigorous cycle of profiling, cleansing and repeated mock loads, with business owners validating master and transactional data ahead of each cutover.
Every wave combined thorough integration testing, cutover rehearsals and focused training, followed by hypercare so each site stabilized before the next wave began.
Outcomes
- Standardized core processes reduced the plant to plant variation that had complicated consolidated reporting and cross site comparison.
- A modern, real-time core gave planners and finance teams more current information, supporting quicker and better informed decisions.
- Retiring low value customizations lowered the maintenance burden and made future change easier to adopt.
- The phased rollout protected order fulfillment and plant operations, so the move to the new core did not disrupt the ability to serve customers.