Managing an SAP S/4HANA Rollout for a Third-Party Logistics Company

We recently partnered with a global third-party logistics company (3PL) to retire their legacy ERP systems with the latest SAP technology platform, S/4HANA. The solution was built on a global template provided by the client’s parent company, which was expanded significantly to support additional commercial models in the US. The multi-national project team rolled out a solution to support the future growth plans, reduce manual processes, and addressed their acute need for data accuracy. The SAP S/4HANA rollout also occurred in conjunction with the implementation of central procurement capabilities. The successful adoption of SAP S4/HANA and integration with the procurement software enabled smooth day-to-day operations and allowed them to achieve the objectives for this rollout project. 

The client already had robust and highly integrated processes with their business partners, using multiple operational systems such as MercuryGate, LoadStop, BlueYonder, a home-grown WMS system, and Coupa Spend Management. Crescense created a solution that provides end-users with the ability to monitor the integrations and manage any exceptions. This solution provided a simple path for future integration with other systems. 

Working closely with client counterparts, our team conducted workshops to examine the extent of customizations needed to augment the global template to adhere to the needs of North American business by designing process workflows. Ultimately, several business processes were adopted in line with our recommended best practices to limit the need for customization and system complexity. This also had the effect of creating better stability, visibility, and data reliability across the organization. 

Our team leveraged the Organizational Change Management (OCM) methodology to ensure the client’s organization and business partners were ready to adopt the new system. This included stakeholder assessments, targeted communications, and development of a community of practice. We developed training materials and guided the client through the training process to mitigate productivity declines as the system was deployed. Furthermore, careful planning - with multiple dry runs mimicking the upcoming cutover - was executed to ensure all teams had a thorough understanding of their roles and responsibilities at Go-Live. 

Due to these key partnerships and extensive preparations, the SAP Go-Live was successfully executed as a one-time global event. The Go-Live was subsequently supported across the client’s North America headquarters through a detailed hypercare support network. The strong partnership of trust that our team cultivated with the client ultimately guided the harmonious work throughout the project, enabling the project’s success. 

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This case study was originally published by a partner in our business ecosystem, Clarkston Consulting. Learn more about Clarkston here.