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The dedicated SNP service organization ensures the quality and continuity of handling of all outsourcing contracts. Our work is based on ISO 20000, ISO 27001, PCoE (SAP Partner Center of Expertise) standards.

SNP Poland is the leader of SAP services market in Poland.
For 25 years (until 2017 - as BCC) we have been providing a full range of implementation, development and maintenance of SAP systems. We provide IT security and software development services.

We are a part of SNP Group - a leading global provider of solutions for transformation of SAP environments .

Since 1995 we have successfully accomplished hundreds of IT project in many countries worldwide.

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SNP BLUEFIELD approach

The fast and secure path to SAP S/4HANA

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When making the transition, up to 50,000 companies worldwide are faced with a project where resources are critical – yet digital business transformations can be successfully accomplished with the right solution and the right partner.
 

The requirement to upgrade or migrate from SAP ECC to S/4HANA by 2027 is one of the hottest topics at SAP industry events and is widespread on blogs and webinars. However, the much-hyped and anticipated wave has been slow to materialize with more talk than action. Our experience at SNP is that this has now started to change, with the majority of SAP customers engaged in or kicking off assessments, roadmaps, proofs of concept and pilot projects, and a few underway with full transformation projects. But there is still slow progress at the very top: the percentage of the world’s top 500 SAP customers who have now completely transitioned to S/4HANA is close to zero.

I want to look at some of the reasons behind this and the impact of delayed adoption, investigate how the market is responding and what SAP’s reaction has been, and explore what this means for SAP customers and in particular how they can benefit from market innovation to accelerate the migration to S/4HANA.

Some of the reasons behind the delayed adoption of S/4HANA by major companies are obvious and immediate. Inertia, economic uncertainty, cost and competing priorities make it an easy option to do nothing. However, there is also compelling anecdotal evidence that the limitations of the binary migration options – technical upgrade (Brownfield) or complete re-implementation (Greenfield) – and too much focus on the 2027 sunset date have exacerbated the lack of adoption.

The downside of the Brownfield option is that it offers very little more than a technical upgrade. So, while there might be some interest from IT in upgrading to the latest database technology and software release, there is very little business value.

There is no option to position a technical upgrade as part of a much wider and more compelling programme of business change unless you are willing to sign up to multiple go-lives with all the resulting business interruption. And even from a technical perspective, it is limited: there is significant complexity in upgrading a heavily customised ECC system to S/4 and the need for days and perhaps weeks of system downtime at cutover for larger ECC estates. And while Greenfield offers companies an obvious opportunity to design a new system fit for the inteligent enterprise, we are seeing that the majority of multinational, diverse businesses who have invested heavily in their SAP estate are proving to be highly reluctant to rip it all up, throw away years of spend on systems and data, and embark on a long, costly, complex re-implementation.

Ben McGrail, Managing Director, SNP UK

To try to build a business case around the need to be off ECC by 2027, hemmed in by the constraints of Brownfield or with the prohibitive cost and timelines of Greenfield, has perhaps unsurprisingly turned out to be difficult. The false choice of Greenfield vs. Brownfield is also impeding strategic thinking; it is completely the wrong place to start. A far better question for IT leaders to ask is whether their business will be able to continue to grow and thrive and respond rapidly to the market opportunity and technological innovation that will present itself between now until 2027 without fundamentally transforming their systems. And if part of the solution is to transition away from fragmented and overly complex ECC systems to a consolidated, simplified S/4HANA digital core, then there need to be smarter, quicker and more flexible ways of delivering that transition as part of a much broader programme of strategic business transformation.

This is because there is an additional problem caused by the slow adoption rates: human resources. As far as I am aware, there are no official figures made public, but the commonly stated estimates for the number of SAP customers across the world who will move from ECC to S/4HANA over the next few years range from 30,000 to 50,000. If we stay at the lower end of that range and divide it by the number of weeks left between now and the end of 2027, we are looking at a completely unsustainable (and growing) required adoption rate of 100 companies per week over the next 6˝ years. As we are nowhere near a peak rate of S/4HANA adoption, most companies are not yet experiencing this problem. But they will. And in the very largest companies, where they are starting to prepare transformation budgets not in the tens or hundreds of millions of euros, but in the billions, they are already looking with concern at how they are going to mitigate a major shortage of skilled resources.

So, what comes next and how is the market responding to address this? I will talk first about what we are doing at SNP to meet this challenge and then expand this out to include the wider SAP consulting market and SAP themselves. At SNP, with our proprietary SAP transformation software, we are able to stand up replica copies of SAP systems, work with customers and partners to apply selective and targeted change to those systems, and then repopulate those systems with a complete or selective set of a company’s business data. This ability to decouple systems from data has allowed us to develop a far smarter and quicker way of delivering the transition to S/4HANA – which we call BLUEFIELD™ –- that allows customers to deliver business as well as technological transformation. Our customers are now able to realise the benefits of both Greenfield (using the move to S/4HANA as an ideal opportunity to deliver business change and IT innovation, for example the cloud, in a single business go-live) and Brownfield (retaining and leveraging all that prior investment in solutions and data) while cutting consulting effort and project timelines by half.

This innovation has not gone unnoticed by the market. As well as working directly with many of the world’s largest organisations, we have also been working hard to develop strategic partnerships with some of the world’s leading business services and technology organisations. After a year of collaboration and preparation, IBM launched their Rapid Move for SAP S/4HANA offering in May, which contains at its core SNP’s transformation software and BLUEFIELD™ approach, to help their customers accelerate the reinvention of core business processes and integration of new technology.

And in March, Britehouse (a division of Dimension Data and part of the global technology giant NTT), announced a regional partnership with SNP to take BLUEFIELD™ to Africa and the Middle East, which we have just launched at Saphila in June. It is a fantastic opportunity to bring value and innovation to their clients in the area. The interest at Saphila was immediate, with the BLUEFIELD™ session oversubscribed and queues to get into the conference hall.

Even more significantly, SAP has also realised that a binary choice of S/4 migration options is not providing the flexibility required for the majority of their largest global customers. At SAP SE board level, Michael Kleinemeier, who leads SAP’s global Digital Business Services organisation, has come out in suport of IBM’s Rapid Move offering, recognising that it gives “customers a major head start on their digital transformation projects … [and] the ability to realise value from their deployments with even greater speed and agility". There is significant work going on behind the scenes in Germany between SAP, IBM and SNP to ensure that we are able to offer customers looking to move to S/4HANA exactly that: speed and agility. Speed, in terms of using software to hugely accelerate time to value, and flexibility, meaning that it is business value and the transformation agenda that drive the approach rather than the migration options constraining the roadmap.

Finally, and perhaps most interestingly in terms of the impact it will have going forward, SAP has partnered with SNP and a small group of pilot companies to launch a new transformation community to promote, support and facilitate what it has termed Selective Data Transition approaches – what we call BLUEFIELD™ – explicitly recognising there is a large section of the SAP market that needs more flexibility when it comes to designing an S/4HANA roadmap. “The SAP S/4HANA Selective Data Transition Engagement working group adds a necessary third option to our SAP S/4HANA Move programme for scenarios where market requirements make a mere re-implementation or system conversion impossible," said Stefanie Kübler, VP of Data Management and Landscape Transformation, SAP Digital Business Services, adding “our customers can be confident that the members of this working group understand the opportunities and risks of a selective approach, have expertise in this area, continuously expand their knowledge and share project experiences."- Across the enterprise applications industry, there is general agreement on the reasons behind the initially sluggish S/4HANA adoption rates and on the need for change. Transformation companies like SNP, major consulting partners and SAP themselves are working together to develop innovative solutions which will enable customers to drive business transformation through S/4HANA.

Speaking to industry analysts and market watchers, the consensus is that we are only at the start of a major wave of S/4HANA transformation that is going to transform not only our customers but also the consulting industry itself.

Paul Esherwood, editor of ERP Today, says, “CIOs are battle weary and the thought of another ERP project, especially one they are forced into, does not sit well with many. The move to S/4 should not be seen simply as another upgrade – it’s a move towards an entirely new business model that has the potential to revolutionise processes and procedures that have held many businesses back for decades."

We need to stop talking about expiry dates and give customers the flexible solutions to drive business innovation as well as IT change through S/4HANA.

Case study: NSW LRS

NSW Land Registry Services (NSW LRS) operates the New South Wales (NSW) land titles registry for the State Government and the people of New South Wales. NSW LRS creates and maintains land titles information and sells land information products and services. The community, business and government rely on this information for a variety of purposes including land management, conveyancing, property development, investment, local planning, state economic and social development, and historical research. NSW LRS’ activities underpin over $100 billion of economic activity related to land development and transactions in NSW each year.

The Challenge

NSW LRS’ strategy is to maintain high agility in a competitive environment by making rapid changes in their technology landscape, while keeping data secure and processes compliant. For the SAP S/4HANA implementation, NSW LRS were looking for a software solution that could address the challenges of a complex project: to migrate, upgrade and enhance features and data in a single go-live project with a new optimized SAP S/4HANA landscape while adhering to the aggressive timeline targets associated with a project of this magnitude.

The Solution

SNP BLUEFIELD™ involves an automatic scan of the system landscape to identify objects, customizations and usages. Automatic process scans predict SAP S/4HANA risks in advance, which can be mitigated as needed. The solution was to carry out multiple projects such as a database change, New GL implementation and Unicode conversion, and then move into the cloud in a single step. The critical success factor was to orchestrate rapid blueprinting and fit-gap analysis in order to assess critical business requirements via SNP’s automated scan technology and to simulate the business transformation requirements so that the outcome was predictable and risk-free.

 The Benefits

■ SNP’s experience in transformation and migration

■ Multiple projects converted by a single-step migration

■ Minimized downtime

■ Minimal costs and risk

 

Case study: VW Sachsen

NSW Land Registry Services (NSW LRS) operates the New South Wales (NSW) land titles registry for the State Government and the people of New South Wales. NSW LRS creates and maintains land titles information and sells land information products and services. The community, business and government rely on this information for a variety of purposes including land management, conveyancing, property development, investment, local planning, state economic and social development, and historical research. NSW LRS’ activities underpin over $100 billion of economic activity related to land development and transactions in NSW each year.

The Challenge

NSW LRS’ strategy is to maintain high agility in a competitive environment by making rapid changes in their technology landscape, while keeping data secure and processes compliant. For the SAP S/4HANA implementation, NSW LRS were looking for a software solution that could address the challenges of a complex project: to migrate, upgrade and enhance features and data in a single go-live project with a new optimized SAP S/4HANA landscape while adhering to the aggressive timeline targets associated with a project of this magnitude.

The Solution

SNP BLUEFIELD™ involves an automatic scan of the system landscape to identify objects, customizations and usages. Automatic process scans predict SAP S/4HANA risks in advance, which can be mitigated as needed. The solution was to carry out multiple projects such as a database change, New GL implementation and Unicode conversion, and then move into the cloud in a single step. The critical success factor was to orchestrate rapid blueprinting and fit-gap analysis in order to assess critical business requirements via SNP’s automated scan technology and to simulate the business transformation requirements so that the outcome was predictable and risk-free.

 The Benefits

■ SNP’s experience in transformation and migration

■ Multiple projects converted by a single-step migration

■ Minimized downtime

■ Minimal costs and risk

Lepszy Biznes

magazyn klientów SNP

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  1. Personal data is processed pursuant to Article 6 (1) (a) of the Regulation of the European Parliament and of the Council (EU) 2016/679 of April 27, 2016 – the General Data Protection Regulation
  2. The data controller is SNP Poland Sp. z o.o. with its registered office in Złotniki, ul. Krzemowa 1 62-002 Suchy Las. Contact data of the Data Protection Supervisor: dpo.pl@snpgroup.com.
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  6. Every person whose data is processed has the right to lodge a complaint with the supervisory authority, which is the President of the Personal Data Protection Office (ul. Stawki 2, 00-193 Warsaw).
  7. Personal data may be made available to other entities from the group that SNP Poland Sp. z o.o. is part of – also located outside the European Economic Area, for marketing purposes. SNP Poland ensures that the data provided to these entities is properly secured, and the person whose data is processed has the right to obtain a copy of the data provided and information on the location of the data provision.

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  1. Personal data is processed pursuant to Article 6 (1) (a) of the Regulation of the European Parliament and of the Council (EU) 2016/679 of April 27, 2016 – the General Data Protection Regulation
  2. The data controller is SNP Poland Sp. z o.o. with its registered office in Złotniki, ul. Krzemowa 1 62-002 Suchy Las. Contact data of the Data Protection Supervisor: dpo.pl@snpgroup.com.
  3. Consent to data processing is voluntary, but necessary for contact. Consent may be withdrawn at any time without prejudice to the lawfulness of the processing carried out on the basis of consent prior to its withdrawal.
  4. The data will be processed for the purposes stated above and until this consent is withdrawn, and access to the data will be granted only to selected persons who are duly authorised to process it.
  5. Any person providing personal data shall have the right of access to and rectification, erasure, restriction of processing, the right to object to the processing and to the transfer of data, the right to restriction of processing and the right to object to the processing, the right to data transfer.
  6. Every person whose data is processed has the right to lodge a complaint with the supervisory authority, which is the President of the Personal Data Protection Office (ul. Stawki 2, 00-193 Warsaw).
  7. Personal data may be made available to other entities from the group that SNP Poland Sp. z o.o. is part of – also located outside the European Economic Area, for marketing purposes. SNP Poland ensures that the data provided to these entities is properly secured, and the person whose data is processed has the right to obtain a copy of the data provided and information on the location of the data provision.

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