The alignment enables us to use resources of group headquarters more efficiently. In purchasing in particular, we are achieving tangible cost savings and a faster procurement process.
Head of Operations
Experience eMobility
End-to-end process integration for accelerated scaling
Our client, a leading provider of charging solutions within an international industrial group, was formed through the merger of several companies: from established e-mobility units to agile start-ups. This resulted in different corporate cultures, widely varying process maturity, and fragmented IT systems under one roof.
Initial Situation & Pain Points
The new business unit needed to be integrated into the group’s structures and process architecture.
Tensions between corporate and start-up culture (governance vs. speed).
Inconsistent workflows without an end-to-end view; duplicate work and media breaks.
Inconsistent master data and systems; hampered audit/compliance capability.
Slow, non-standardized cross-functional processes (e.g., purchase-to-pay, hire-to-retire).
Unclear ownership at interfaces—high coordination costs, friction in execution.
Our Approach
As-is analysis of all processes (business process mapping)
Definition and harmonization of consistent end-to-end processes such as O2C (Order-to-Cash) or P2P (Purchase-to-Pay)
Connectivity to the group’s process landscape established
Adoption of group processes, where appropriate
Efficiency gains achieved and measurable
Enabler implemented for implementing SAP S/4HANA
Results
A consistent process map has been established and process variants have been reduced by around 30%.
Procurement throughput is, on average, ~20% faster thanks to standardisation and automation.
Clear ownership per interface; less coordination effort and friction losses.
Cost savings by using centralised services (e.g. purchasing and finance shared services).
S/4HANA project starts on schedule. Process blueprint in place and departments aligned.
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