• Creation of a global ERP template
• Standardized rollout and implementation approach
• Full compliance with legal and tax requirements as well as GxP requirements

• has decided to implement a global ERP solution for all commercial and operational departments based on the SAP solutions ERP, SRM, MDM and BW. The project team consisted of subject matter experts, internal and external IS members and a CSV & C team. The complete template development was introduced on the basis of the Best Practice Pharma Process Model by CNT Management Consulting GmbH.
• Success factors during the creation of the ERP template and during the rollout projects were the global template steering team, which was in close contact with IS members and subject matter experts.
• Implementation of the template functionalities was supported by a “CNT” offshore team in India.

• Creation of a global ERP template, replacing legacy systems
• Compliance with legal and tax requirements as well as GxP requirements
• S/4 pre-study, identifying impacts and business benefits
• Define a digital roadmap (S/4)

• CNT acquired Advisum. The Advisum employees were managing the global ERP template and rollouts at UCB.
• Set-up of ERP template for all worldwide operations
• Implementation of the template functionalities
• GxP compliance
• Integration with MES and LIMS system
• Supply Chain integration (3PL, CMO)
• Plants abroad and intercompany process implementation
• Advanced Planning system
• Business Intelligence
• Installation of Advisum Data Quality Monitor to assess and improve the quality of master data

• Conversion of the global GBS System ECC to S/4HANA considering the validation-relevant test and documentation requirements.
• System conversion in a global big bang.
• Base for further innovations and rollouts.

• Proof of concept to ensure technical feasibility and as a basis for implementation planning.
• 1st phase „make it work”: initial technical conversion and testing of the central template processes, followed by a system freeze of the operational R/3 system.
• 2nd Phase „validate and convert“: Focus on country-specific localizations that are used in the worldwide roll-outs, the validation of all critical functions and the preparation of the go-live.
• Productive conversion (big bang): conversion of the entire system (approx. 70 company codes in 40 countries including 400 surrounding systems and 900 interfaces within 4 days).

• Creation of a global ERP template for the diagnostics area
• Replacement of 3 individual SAP systems and different ERP systems
• Standardized rollout and implementation approach
• Global networking of all processes and locations

• A globally harmonized template was created that meets the logistical and financial requirements of all diagnostics sits while complying with the Groups specifications.
• In the new ECC system based on a HANA database, PLM7, TM, GTS and MDG, among others, were implemented or connected
• In a total of 3 rollout phases, -15,000 users at 10 locations in DE, CH, US, SA and CN have been added to the system.

• Implement harmonized processes to facilitate initegrated supply chain, production, commercial and finance processes.

• Supply chain
• A significant amount of the projected benefits of the new supply chain model defined by GLOBE depend on the implementation of a new, harmonized ERP system:
• Reducing net working capital by lowering inventory levels
• Supply chain costs savings
• Reducing write off of inventory
• Easier management of complex supply chain
• Basis for automated, flexible supply chain KPI reporting with reduced effort

• Roll-out of the global SAP Ariba template to the following countries: UnitedKingdom, Ireland, Mexico, Puerto Rico and Spain
• Replacement of existing legacy systems (e.g. SAP SRM)
• Change Management at the affected locations and ensuring 1:1 implementation of the template
• Enforcement of global guidelines (keyword governance) at the site

• Application of a standardized roll-out methodology
• Local team leaders as responsible project managers for the successful implementation in the affected locations
• Exclusively digital procurement process via Ariba network
• Stringent process management and governance of the project
• Close cooperation with the global functions

The global processes were developed for Phase A with a focus on FICO, SD, Logistics/WM, Purchasing (Indirect Purchasing)/MM and Master Data Management.
This was carried out in five phases:

• Scope definition and program setup (‘Prepare’ phase)
• Definition & description of the process template (‘design’)
• Development of IT solution (‘Realization’)
• Test phase (‘go-live preparation’)
• Implementation (‘Cutover and Go-Live’)

• To achieve the project objective, a greenfield approach with a template approach was chosen
• The IT and process landscape was redefined based on SAP S/4HANA
• Naming of the main processes based on a best practice approach

• Implementation of standardized, electronic document exchange with suppliers using ARIBA-SCC
• Existing solution for the order monitor and the invoice receipt monitor could continue to be used with the ARIBA integration, which did not change the workflow for departments
• Thanks to the implemented integration and ARIBA-SCC, the customer is now able to exchange documents with their suppliers via a standardized and certified platform
• The procurement process could be accelerated and the susceptibility to errors minimized by automating the exchange of documents

• The detailed analysis of the current and target process resulted in a catalog of requirements that served as the basis for both the software selection as well as the definition of the blueprint. The template development and introduction in the main companies of the respective fields in AT took place in one step. At the same time, the template was launched in the UK and AE.
• For the best practice approach, the certified industry solution from CNT, proSolution©, was used.

• SAP S/4HANA New introduction with consideration of a best-in-class industry template for plant construction and mechanical engineering: proSolution
• Close integration of the SAP know-how carriers of Litostroj Power in order to
• improve weak spots of the legacy system
• to keep the total external expenditure as low as possible
• Implementation of some proSolution add-ons for overall process optimization

• Redefinition of the overall process using the proSolution methodology
• Introduction of SAP PS as the logistical and financial core of the overall process
• Template definition as basis for further rollouts

• Replacement of local ERP systems based on a best practice approach
• Definition of template processes as a basis for rollouts
• Standardization of controlling processes
• Flexibility with regard to local logistical process adaptation

• During template development, the main processes of the most important branches were taken into account and the general process specifications and delimitations were defined. Particular attention was paid to an overall approach in the highly integrated SAP ERP system in order to be able to handle business processes efficiently in the future. The certified industry solution from CNT – proSolution – was used.
• By the standardized integration of the EDM system (Engineering Data Management System) friction losses between the construction and the logistic completion are avoided as far as possible.
• It was ensured that the automotive division of the Leitner Group (snow groomers of Prinoth GmbH) could be seamlessly integrated into the overall landscape at a later point in time. This posed a particular challenge, as the production requires a special process mapping.

• Improvement of the logistics and controlling processes
• Introduction of an integrated reporting system on a P&L basis through:
• continuous structures from calculation to the actual values and from incoming orders to reporting to the management
• fully available and verified budgets

It was necessary to adapt the current process in order to provide the project management with a simple way for project cost monitoring from the project planning phase to the internal project completion.

Subsequently, the SAP standard options were utilized as far as possible together with the proSolution AddOn proCosting and the following goals were pursued:

• Efficient planning and execution of customer projects
• Possibility to map consistent overall processes in a homogeneous system landscape
• Cost and budget planning on a P&L basis
• No data redundancies

• The starting point for the optimization was the deviations in the WBS BOMs for design and logistics. In the first step, the WBS BOM was defined as a core element for all processes in an investment project.
• The technical implementation is based on the SAP-certified CNT industry solution proBOM. This solution can be used to convert design bills of materials with specified quantities into a new structure optimized for logistics.

• Creation of a template for all processes (in-house production, trade intercompany and third parties + affiliated companies outside EMEA)
• Process for supplying and involving all branches and their customers from a central warehouse in Europe.
• A new company-wide service process was implemented
• Master data and process harmonization in the areas of purchasing, sales, accounting, controlling, materials management, production planning and plant maintenance
• Automated intercompany processing via EDI
• EDI process handling with main suppliers and customers
• Shop Floor Integration to MES Tools
• Engineering Change Management

• Design of a generic key figure model
• Integration of databases from different divisions
• Development of a data model for the central maintenance of the KPIs
• Iterative dashboard design based on an agile process model
• Sequential extension to the different divisions (finance, production, marketing) and hierarchical levels (C-Level, top management, head of department…)

• Introduction of a user-friendly interface for the procurement of indirect materials
• Integration of SAP Ariba Buying with ERP System DCW
• Digitalisation of approval process
• One System solution for catalogs, contracts and document exchange with supplier
• Smooth transition from SAP R/3 to SAP S/4HANA

• Implementation of SAP Ariba Buying
• Integration of SAP Ariba with DCW
• Adjustment of Approval Flow with Go-Live Strategy
• Connection of SAP Ariba Buying to Ariba Network for digitalization of procurement
• Activation of purchasing catalogues
• Integration of Amazong Business and Spot-Buy
• Preparation for smooth transition to SAP S/4HANA

• Creation of a concept for data archiving and data deletion in SAP
• Reduction of database usage in preparation for S/4 conversion
• Implementation of the DSGVO in the SAP ERP and SAP ERP HCM systems
• Knowledge transfer for internal execution of archiving and deletion runs

• At the beginning, database, table and interface analyses were used to determine where personal data – in terms of the DSGVO – can be found and where it is distributed.
• The SAP component Information Lifecycle Management (ILM) was used as a central element in the implementation. In the implementation phase, ILM was initially made available by activating business functions.
• After a careful test phase, the system went live with a first deletion run. Thus, the project goal was achieved and a DSGVO-compliant system state was established

• Analysis, harmonization and optimization of existing purchasing processes
• Implementation of Ariba Buying
• Supplier enablement: high-level support of 150 suppliers including enablement and publishing of 40+ customized catalogs on the Ariba network (CIF, BMCAT, Punch-Out)
• More transparency in all purchasing business applications

• Analysis, harmonization and optimization of existing purchasing processes
• Implementation of Ariba Buying
• Supplier enablement: high-level support of 150 suppliers including enablement and publishing of 40+ customized catalogs on the Ariba network (CIF, BMCAT, Punch-Out)
• More transparency in all purchasing business applications

• Simplify purchase process for requisitioner
• Optimize Warehouse Management through In-house catalogs
• Higher compliance is guaranteed by the use of SAP Ariba
• Enable complete electronic booking interface
• Activation of an intuitive and user-friendly interface

• Central procurement platform for indirect materials and services
• Implementation of SAP Ariba Buying connected with the SAP ERP
• Improvement of the purchasing department processes parallel and in line with SAP Ariba
• Integration of FI/CO and Digital Unit processes
• Global Roll-out preparation for all SAP Ariba Modules

• Implementation of the business processes in S/4HANA as Digital Core which were comprehensively defined in a previous project
• Integration of all business branches and subsidiaries
• Consideration of the different business models and system requirements
• Implementation of the solution in the main plant and integration of existing systems

• Implementation of a global, standardized process model in S/4HANA for order-based and serial production
• Implementation of a continuous planning process across the entire supply chain from sales planning using SAP IBP Best Practices to the integrated detailed planning solution using S/4HANA PP/DS
• Implementation of intercompany scenarios in the transition phase where legacy system and S/4HANA operating in parallel
• Implementation of the SAP S/4HANA template in the main plant

• Harmonization of business processes
• Integration of all business branches
• Consideration of different business models and system requirements
• Technical concept for implementation

• Definition of a global, standardized model
• Business-specific process definition for order based and series production
• Best practices as a basis for defining business processes
• Development of a system template based on S/4HANA

• Development of a rollout-ready template on the basis of already implemented individual solutions
• Development of a procedure model for rollouts and definition of the accompanying project and template governance in the rollouts

• The template was defined and documented on the basis of the SAP solution already implemented.
• In the already productive companies, the processes were converted to the new template processes.
• New rollouts in CZ and PL were carried out with local consulting partners under central IT governance

The global process and IT roll-out was developed with a focus on FICO, HR, Innovation & Engineering, Logistics, Production, QM, SD, Treasury, WM.
This was done in four steps:

• Scope definition and program setup
• Definition & description of the process template
• IT solution development (SAP focus)
• Preparation of the basis for roll-outs.

• Harmonization of the sales planning processes
• Implementation of an S&OP process
• Integration of all involved departments in a central system
• Consideration of the different requirements per business unit
• Creation of the technical concept for the implementation

• Definition of a global, standardized model based on the IBP Demand module
• Business-specific process definition for order-based and serial production
• Best practices as a basis for the definition of the business processes
• Development of a system template based on IBP + S/4HANA PP/DS

• Definition of a global, standardized model based on the S4HANA integrated module PP/DS.
• Analysis of the complex supply chain and mapping it into a template.
• Rapid Prototyping: Workshops has been carried out from the beginning with real data on the sandbox system.

• Implementation of SAP Ariba Supplier Information and Performance Management, Sourcing, Contracts and Buying
• Integration of SAP Ariba with SAP ERP
• Connection of SAP ERP to Ariba Network for digitalization of procurement
• “Fit to Standard” Rollout of SAP Ariba Buying
• Transformation of SAP Ariba integration from SAP R/3 to SAP S/4HANA

• Training for Miba IT concerning innovations of SAP S/4HANA
• Providing a test- and training systems for SAP S/4HANA (sandbox system)
• Realization of Miba- specific process workshops, based on SAP S/4HANA standard
• Providing corresponding presentations and documentations
• Support and assistance for internal tests and implementations

• Migration on BW on HANA
• IFRS-Budget (budget and Forecast)
• Multiyear planning based on value driver per Business unit
• Possibility for simulation on predefined KPIs

• IFRS-budget based on consolidated actual data
• Multiyear planning based on actuals and budget data, which is calculated on basis of value drivers
• Versions of multiyear planning can be calculated automatically

• Implementation of an integrated production and detailed planning solution with S/4HANA PP/DS
• Establishment of a planning process across the entire supply chain as well as a central planning department
• Integration of sales planning in SAP IBP
• Integration of the complex tool manufacturing into the planning

• Definition of a global, standardized model based on the PP/DS module integrated in S/4HANA
• Business-specific process definition for order-based and serial production
• Integration to IBP
• Development of a template based on S/4HANA PP/DS

This was done in three steps:

• Analysis of the current ACTUAL processes
• Derivation of possible improvements
• Implementation of new, improved processes
• Set-up of TP and EQUI structures for maintenance

This was performed by 4 steps:

• Scope-Determination and touchdown of the programme
• Definition & description of process-templates
• Development IT-Solution (Focus S/4 )
• Base preparation for the rollouts

• In order to optimize rental invoicing, processes were not only optimized uniformly, but SAP ERP was used as the basis for all business processes
• Enhancement of features for the SAP standard billing document pool, as well as branching from the billing document pool into the W&R module
• Determination of condition records and SD documents, as well as quick price adjustments via Excel upload

• Replacement of the existing non SAP systems with SAP S4/HANA
• Implementation of developments in A2R, logistics and FIORI
• Introduction of system-supported workflows in procurement

• Personnel administration and accounting system
• Personnel time management incl. personnel scheduling
• Recruitment
• Travel Management
• Personnel Cost Planning
• Self-service offer for employees and managers
• Process support using Process&Forms
• Reporting using SAP BW
• Development of customer-specific extensions

This was performed by 4 steps:

• Technical upgrade from SAP ERP 6.0 EhP7 on HANA to SAP S/4HANA 1809 FP01
• Conversion of modules finance, controlling, sales, material management, logistic and business intelligence
• Implementation of new functions (Business partner, new asset accounting, FSCM credit management)
• Selected fiori apps to support order-to-cash and procure-to-pay processes

• Introduction of system-guided production processing in conjunction with semi-automated inventory management including batch management
• Derivation of a system-supported result and product cost accounting system
• Business process optimization along the logistics process chain from demand triggering to order completion.
• Process integration of a newly constructed production plant for meat and sausage products.
• Connection of terminals in production to integrate the production-related material flow

• System-based inventory management to increase efficiency in planning and for transparent reporting
• Seamless traceability of goods along the production chain through SAP batch management
• Profit and product cost accounting as important elements of corporate management control

• Replacement of the heterogeneous ERP system landscape by a central SAP ERP instance
• Reduction of non-SAP pre-systems
• Provision of a segment P&L for the Consumer Products and Functional Products segments
• Mapping of Actual Cost Accounting without Material Ledger

• Harmonized or standardized processes and master data
• Cost reduction by replacing different systems

• Conversion of the New General Ledger into a ledger solution
• SAP S/4HANA conversion to a system with ~20 company codes
• SAP S/4HANA as basis for innovations and expansion of the process landscape

• The client operates an SAP system whose accounting modules are connected via interfaces with third-party products for logistics, materials management, etc.
• The SAP system was converted to SAP S/4HANA using a best practice approach. An essential component of the Best Practice approach is the certified conversion solution of CNT ‘run2S4’.
• Over a lead time of 10 months the project was divided into 2 main phases:
• Conversion of the new general ledger into a ledger solution
• Conversion of the SAP system to SAP S/4HANA 1909 FP2

• Design of the To-be architecture with system and application landscape
• Recommendation for the transition scenario

• Roadmap Development in 4 Phases
• Definition of key objectives for the system and application landscape
• Involvement of Stakeholders from different countries and companies
• Analysis of system-, and application-readiness
• Definition of deep-dive areas for critical topics
• Design of future system landscape incl. SWOT analysis
• Design of future application landscape incl. SWOT analysis
• Development of the transformation roadmap with specific project over the next 5 years
• Cost estimation for the roadmap

• IT landscape harmonization
• Upgrade to S/4HANA
• TMS and Payment Solution replacement
• a single and integrated Treasury Management Platform for nearly 70 group companies

• Group wide external and internal payment and bank statement processing
• SAP Multi Bank Connectivity
• SAP Advanced Payment Management
• SAP In-House Cash
• Centralized Cash Management Platform
• Bank Account Management and Cash Flow Analyzer
• Next Gen User Experience
• with SAP FIORI’s transactional and analytical Apps
• Advanced Treasury Reporting with SAP Analytics Cloud
• Central platform to cover Agrana’s external and internal financial instruments
• SAP Transaction Manager
• VWD Market Data Connectivity
• Integration of 360T Trading Platform

• New SAP system for planning, budgeting, ordering, personnel administration, time recording, payroll accounting, bookkeeping, controlling, incoming invoice workflow
• Replace complex Excel files and various stand-alone systems with an integrated, scalable, intuitively operable solution and central data storage.

• Implementation of accounting and ordering FI/CO/MM with Simple Finance in Phase I and HCM in Phase II
• Procedure “Agile ASAP” and Best Practices
• Implementation within the framework of SAP standard functionalities

• Upgrade and implementation of the new functionalities of SAP S/4 HANA
• No change of business processes

• State-of-the-art ERP solution
• Business Partner Migration
• New General Ledger
• New Asset Accounting
• CATS capture using Fiori Apps

• Implementation of SAP IS-H as central system for hospital billing
  Replacement of the existing proprietary development

• Implementation of SAP IS-H
• Interface development between the existing HIS and SAP IS-H
• Connection SVC
• Connection EDIVKA
• Complete form programming