Four plants. Four ways of doing the same thing. That was the situation at an India-based manufacturing company that had grown through a combination of expansion and acquisition, and ended up with production, procurement, and costing processes that varied by location because each site had solved its own problems locally over the years. They engaged Accely for SAP S/4HANA implementation services to bring the whole thing onto a common foundation.
Standardisation projects are politically harder than technically hard. Every plant manager has a reason why their way works. Some of those reasons are legitimate and need to survive into the new design. Others are habits. Sorting one from the other was where the early SAP S/4HANA implementation services work concentrated, before configuration started.
Accely ran design workshops at each site rather than pulling everyone into a central location. Slower, but it meant the plant teams engaged properly instead of nominating someone to attend and report back.
The costing model was the most contested area. Different plants were absorbing overheads differently, which made cross-plant comparison effectively impossible. The new design uses a common costing structure, which several plant finance teams pushed back on before agreeing.
Planning had been running plant by plant with limited visibility into group-level material availability. Consolidating that gives the procurement team leverage they did not previously have.
The rollout is sequenced by plant, starting with the largest site. Lessons from that go-live feed into the remaining three.
The client cited Accely’s manufacturing depth as the reason for selection. For a multi-site standardisation programme, a SAP technology partner with the delivery capacity to run parallel workstreams matters. Working with a SAP global partner company also gave them confidence in the support model after go-live.
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