Manufacturing / Global Shared Services
SAP S/4HANA Rollout Programme
Program & Project Management (lead role), Rollout Governance, Stakeholder & Vendor Management, Delivery Coordination
A global manufacturing company initiated an SAP S/4HANA rollout programme across multiple European entities as part of a broader finance and operations transformation.
While a global template already existed, local entities had significantly different legacy processes, data quality issues, and varying levels of SAP maturity. Business stakeholders were concerned about losing critical local functionalities, while central leadership pushed for strict standardization.
At the same time, the programme had to run alongside ongoing operations, with limited availability of key business users and heavy dependency on external SAP implementation partners.
A structured rollout approach was introduced, balancing global template adherence with controlled local adaptations. The programme was reorganized into clear deployment waves, each with defined scope, governance checkpoints, and go/no-go criteria.
From a PM perspective, the focus was on stabilizing delivery: clarifying roles and responsibilities across global, local, and vendor teams; introducing transparent planning and dependency tracking; and establishing regular decision forums to resolve conflicts between standardization and local needs.
Particular attention was given to stakeholder alignment and expectation management. Business involvement was actively driven through structured workshops and milestone reviews, ensuring that key risks surfaced early and decisions were made in time.
The rollout programme regained control over scope, timelines, and dependencies, allowing multiple entities to go live in line with the revised roadmap.
Despite initial resistance, local organizations adopted the global template with only limited, justified deviations. Critical risks related to data migration, testing, and business readiness were identified and mitigated before go-live.
The programme also improved collaboration between business, IT, and external partners, reducing friction and enabling more predictable delivery in subsequent rollout waves.
The initiative established a scalable and repeatable rollout model for SAP S/4HANA across the organization.
By strengthening programme governance and execution discipline, the company reduced delivery risks and improved confidence in large-scale transformation initiatives. At the same time, it preserved business continuity and laid the groundwork for long-term process standardization and efficiency gains.
Manufacturing / Global Shared Services
SAP S/4HANA Rollout Programme
Program & Project Management (lead role), Rollout Governance, Stakeholder & Vendor Management, Delivery Coordination
A global manufacturing company initiated an SAP S/4HANA rollout programme across multiple European entities as part of a broader finance and operations transformation.
While a global template already existed, local entities had significantly different legacy processes, data quality issues, and varying levels of SAP maturity. Business stakeholders were concerned about losing critical local functionalities, while central leadership pushed for strict standardization.
At the same time, the programme had to run alongside ongoing operations, with limited availability of key business users and heavy dependency on external SAP implementation partners.
A structured rollout approach was introduced, balancing global template adherence with controlled local adaptations. The programme was reorganized into clear deployment waves, each with defined scope, governance checkpoints, and go/no-go criteria.
From a PM perspective, the focus was on stabilizing delivery: clarifying roles and responsibilities across global, local, and vendor teams; introducing transparent planning and dependency tracking; and establishing regular decision forums to resolve conflicts between standardization and local needs.
Particular attention was given to stakeholder alignment and expectation management. Business involvement was actively driven through structured workshops and milestone reviews, ensuring that key risks surfaced early and decisions were made in time.
The rollout programme regained control over scope, timelines, and dependencies, allowing multiple entities to go live in line with the revised roadmap.
Despite initial resistance, local organizations adopted the global template with only limited, justified deviations. Critical risks related to data migration, testing, and business readiness were identified and mitigated before go-live.
The programme also improved collaboration between business, IT, and external partners, reducing friction and enabling more predictable delivery in subsequent rollout waves.
The initiative established a scalable and repeatable rollout model for SAP S/4HANA across the organization.
By strengthening programme governance and execution discipline, the company reduced delivery risks and improved confidence in large-scale transformation initiatives. At the same time, it preserved business continuity and laid the groundwork for long-term process standardization and efficiency gains.
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