Over 20 years in China – First SAP Partner on the Mainland
The success of a rollout project is essentially characterized by the competence of the roll-out partner, the use of proven rollout methods and the availability of competent international support. The procedure of an international rollout requires the confrontation with very specific technical and organizational challenges in the project work and socio-emotional problems, which result from a change in the structures and working methods for the affected employees. We have over 20 years of experience from numerous successful rollout projects and a proven template-based transformation rollout method.
Roadmap to S/4HANA
SAP S/4HANA is the new business suite for SAP customers. It is built on the SAP HANA platform and offers a personalized user experience with SAP Fiori. Whether used in the cloud or on your premises, SAP S/4HANA allows you to drastically simplify your system landscape and lower your total operating costs. The first available application is SAP Simple Finance. Additional solutions and applications will be launched in succession in the years to come. You can already start gearing up to transform your existing SAP systems into S/4HANA systems. Our Streamline 'Your SAP for S/4HANA' program will prepare your current SAP landscape to transition to the new business suite.
Roadmap to S/4HANA
The invested costs of a SAP implementation have to be recouped soon by the new system. In China this can be realized quickly because the companies often migrate directly from Excel or other low-level solutions to a high-end SAP solution.Training is one of the key-factors to a successful ERP implementation. One major difference in China is that training should be seen as a continuous process. The Chinese job market is currently characterised by very a high fluctuation rate, therefore the customer must be prepared to train new employees in an efficient way.
To ensure the project is successful, a dedicated project team composed of the key users and the implementation partner should be formed. Each member is assigned to a clearly defined role and responsibilities. It is very important that the members of the implementation team are fluent in Mandarin to fully understand the user requirements. This will also help to build a good rapport with the end users.
Special attention should be put on the profile of these consultants; because the ERP market is growing very fast, there is a lack of experienced consultants. As long as the demand for consultants is bigger than the supply, a well balanced mix of consultants from different levels is also an option as long as the tasks can be distributed accordingly. The question if a project manager should be internal or external is difficult to answer. An external consultant often has a more independent view on processes and more experience with SAP but lacks the knowledge of internal relationships within the departments.
The data quality in an ERP system has a huge impact on the operation and acceptance. Due to the high integration of the different modules, faulty data in one area influences many others. Since many companies in China use SAP as their first true ERP software, the initial data is difficult to collect and might not always be correct. Collection and preparation of master data should therefore start as soon as possible and needs to be given a very high priority during the whole project.
The 'go-live' of a new ERP system does not mean that the journey is over. In fact, the first few months of a new system are the most critical ones. Sufficient support is necessary to handle issues as soon as they arise and to make sure that the business data stays consistent. Incorrect data in the system results immediately in a loss of acceptance of the system which in turn leads to a bad data maintenance discipline. Therefore, a support plan should be developed to provide support during implementation and post-implementation. In order to reduce costs, a first level support is often handled by the key-users. Depending on the size of the system an own support department might be formed. In both cases it is also necessary to have a second and third level support within reach.
Tontec: State-of-the-Art Warehouse Management
Tontec Precision Tooling approached hartung regarding a State-of-the-Art Warehouse Management System for their products which are shipped to five continents and over 40 countries – initially the warehouse did not meet modern warehouse storage requirements with its scattered layout. Previously, the team of hartung:consult had already helped Tontec to re-implement their SAP System (core modules), which was suffering from low user acceptance.
Implementation of FI/CO, PP, MM, SD
Decision, one of the largest manufacturers of leather and fur chemicals in China, had already implemented SAP ERP in 2012. But in 2015 they were looking to enhance it with the PP/FICO/MM/SD business modules, with the goal in mind to obtain a production scheduling platform and to improve cost analysis.