Case Study — SAP S/4HANA Transformation

Executing a Complex SAP S/4HANA Greenfield Transformation Across Supply Chain & Transportation

A multi-year SAP S/4HANA greenfield implementation to modernize supply chain operations, replace legacy systems, and enable integrated planning, procurement, and logistics — but execution risk emerged early across systems, ownership, and operational alignment.

The Situation

A complex greenfield transformation with fragmented execution

A global organization initiated a greenfield SAP S/4HANA implementation to transform supply chain operations, including transportation planning, procurement, and asset management.

The environment was complex:

SAP S/4HANA core implementation (SCM, Transportation, Procurement)
GPSMART used for Source-to-Contract processes
ARIBA supporting procurement workflows
Workday managing HR and organizational structures
Maximo supporting asset management, planned for phased retirement in Year 2

Key challenges emerged early:

Disconnected system landscape with unclear integration ownership
Transportation processes not aligned between SAP and legacy logistics workflows
Procurement split across GPSMART, ARIBA, and SAP with unclear future-state ownership
Maximo dependency creating parallel asset management processes
Lack of clarity on how roles and responsibilities would change across supply chain teams

Execution was at risk of fragmenting across systems, functions, and regions.

Where Transformation Broke Down

Execution risk was systemic, not isolated

Supply chain processes were designed in SAP without full alignment to transportation execution realities
Transportation module (TM) design lacked integration clarity with upstream procurement and downstream logistics execution
Procurement ownership split between GPSMART, ARIBA, and SAP created confusion in future-state workflows
Asset management processes duplicated between SAP and Maximo during transition planning
Stakeholder impact across logistics, procurement, and operations was not fully understood
Change treated as communications rather than embedded execution alignment

Operational ownership was unclear. Adoption risk was increasing.

What We Did

Embedding execution alignment across systems, functions, and teams

Synerquest was engaged to align execution across systems, functions, and operational teams — embedding change leadership directly into the delivery model.

Align

Established a unified execution model across SAP S/4HANA, GPSMART, ARIBA, Workday, and Maximo transition
Clarified system ownership and integration accountability across supply chain processes
Defined transportation (TM) operating model aligned to real logistics execution
Established executive sponsorship model across supply chain, procurement, and operations

Engage

Conducted stakeholder and impact analysis across logistics, procurement, asset management, and operations teams
Built a structured engagement model by role, function, and geography
Activated business unit leaders as accountable owners of supply chain process changes
Established change ambassador network across transportation and logistics functions

Enable

Designed role-based training aligned to SAP S/4HANA SCM and Transportation processes
Developed training pathways for planners, dispatchers, procurement teams, and operations
Embedded super user network across logistics and supply chain functions
Aligned training with system integration points (GPSMART, ARIBA, Workday)

Evolve

Implemented adoption tracking across transportation execution, procurement workflows, and asset processes
Established feedback loops to identify breakdowns between SAP and legacy integrations
Reinforced leadership accountability through operational KPIs
Supported transition from Maximo to SAP-aligned asset processes in Year 2

What Changed

Before and after execution alignment

Supply Chain Execution

Fragmented across systems and functions

Unified under SAP S/4HANA with clear ownership

Transportation Management

Inconsistent, partially manual processes

Standardized and integrated SAP TM execution

Procurement

Split across GPSMART, ARIBA, and legacy workflows

Aligned future-state procurement model with defined system roles

Asset Management

Parallel SAP and Maximo processes

Structured transition plan with clear ownership and phase-out path

Adoption

Unclear, reactive

Measured, role-based, and actively managed

Leadership Alignment

Inconsistent across functions

Structured, visible, and accountable across supply chain

Measurable Impact

Outcomes that held

Transportation execution standardized across regions within first go-live wave

Procurement and supply chain roles aligned across integrated system landscape

Adoption stabilized across logistics and supply chain functions within 90 days

Executive reporting integrated across procurement, transportation, and operations

Maximo transition executed without operational disruption in Year 2

Why It Worked

Execution aligned to reality, not the plan

Execution was aligned across systems, not treated as separate workstreams
Transportation, procurement, and asset management were integrated into a single operating model
Change leadership was embedded into delivery — not layered on top
Stakeholder engagement was structured and role-based, not generic
Adoption and performance were measured from day one
Sustainment and system transition (Maximo phase-out) were built into the design

This is what execution-led SAP supply chain transformation looks like in practice.