Supporting SAP S/4HANA transformation
Project overview and objectives
When a $3B oil and gas manufacturing company came to us, they were in the midst of an acquisition and implementing a new Enterprise Resource Planning (ERP) system. With an execution strategy aimed at enhancing legacy processes, technology, and methodology, there was need for extra support and project management to stay on track. The goals of our engagement were to:
- Allocate resources across a multitude of initiatives and operational activities
- Streamline critical dependencies for integration, like chart of accounts mapping, reporting, product development, and master data design
- Align finance and accounting leadership, debunking the current “lift and shift” approach
- Supplement their finance and accounting departments with subject matter experts—so they could prioritize transformation
What we did
Keeping everyone on board with on one strategic vision, we:
- Provided key tactical changes to program governance that emphasized guiding principles
- Offered additional subject matter expertise to drive best practices in the new ERP design
- Reviewed prior key design decisions (KDDs) and re-validated outcomes—doing the same for future KDDs
- Matched five highly qualified finance and accounting resources to roles, executing day-to-day account activities
Impact
Overall, our collaboration and staff augmentation helped:
- Bridge the capability and bandwidth gap with robust program governance
- Increase visibility into KDDs and best practices for additional process improvements
- Realign cross-functional and external stakeholders
- Dedicate more time to focus on change management and ERP transformation
Undergoing an ERP implementation? See some of the challenges our clients face and how to combat them on our blog, or explore our ERP offerings.