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
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.
Clear ownership of each interface results in 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.