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success story
Process consulting in
Preparation for SAP S/4 HANA
Creating the conditions for a successful SAP S/4 HANA transformation with structure and transparency
The process and system landscape at EP Power Minerals has grown and become more complex over the years due to company acquisitions. In addition, support for the existing SAP R/3 system will be discontinued in the future. For this reason, EP Power Minerals GmbH wanted to harmonize its current business processes within its entire organization, leverage existing optimization potential and prepare the organization for the upcoming transformation to SAP S/4 HANA.
The collaboration with Rothbaum was very professional and on an equal footing. The structural and transparent approach in particular was very beneficial for the overall project. The management-oriented preparation of the results for the steering committees was also helpful.
Damian Pazur, Head of Project Management/ M&A
EP Power Minerals GmbH
- The EP Power Minerals Group sees itself as a European competence leader in the management of cementitious materials and blasting abrasives as well as industrial waste
- EP Power Minerals is part of EPH Holding with > 10 subsidiaries
- More than 200 employees generate over 150 million euros in sales
Services
- Preparation of the SAP S/4 HANA transformation within the EPPM organization
- Process consulting, optimization and change management as part of the transformation
Results
1. inventory & process recording:
- Recording the business processes
- Recording the IT system landscape
- Identification of weak points
2. target process design & requirements definition:
- Design of target processes (end-to-end)
- Creation of a catalog of requirements
- Derivation of decision points
3. recommendation for action & next steps:
- Preparation of a recommendation for action
- Handover of the requirements to the implementation partner
Project description: Process consulting in preparation for SAP S/4 HANA
The aim of the project was to carry out a transparent process analysis within the EP Power Minerals organization, uncover weaknesses in the existing processes and define global end-to-end processes. In addition, the organization and the process landscape were to be prepared for the transformation to SAP S/4HANA. The project was divided into four sub-projects (holding company and three business units), all of which followed the same procedure: A project initiation, the as-is analysis of the process and system landscape and the subsequent target target image design and requirements definition.
Procedure
Together with the project teams in the sub-projects, the relevant ERP and non-ERP business processes in the individual areas were first identified and then visualized with the process participants.
The next step was to identify and document the weak points, e.g. manual data transfers/system breaks, susceptibility to errors, duplications, etc. Based on the weak points and SAP best practice approaches, target processes (end-to-end) were developed in several workshops and requirements for the future process and system landscape were derived. The sub-project results and decision points were presented to management in regular steering groups.
Results
Overall, the main weaknesses in the current process and system landscape were identified and four target process landscapes per business unit and 72 target processes were developed. On this basis, four catalogs of requirements were drawn up and then handed over to the implementation partner. Decision points relating to the desired business and system architecture were also prepared for management on an ongoing basis. The process owners, key users and managers were thus involved during the as-is analysis and the development of the target processes and were taken on board for the upcoming transformation.
Dominik Fackler
Senior Manager
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