Project Turnaround in a Heritage Beverage Group

When a long-established beverage group with multiple breweries set out to modernize its operating model, the ambition was clear: create a central sales company and centralized administrative functions while simultaneously preparing the technological future of the organization.

The initial transformation plan combined two major changes at once: a group-wide organizational restructuring and a Greenfield transformation to SAP S/4HANA. Both initiatives were strategically sound—but together they created a level of complexity that risked slowing the organization down at a moment when the market already expected the new structure to be operational.

The solution was a decisive architectural move: split the transformation into two waves.

• Wave 1 focused on the immediate market requirement: implementing the new Target Operating Model (TOM). Sales and administrative functions were carved out of the individual breweries and consolidated into new central entities. The implementation was executed on the existing ECC platform to minimize technological risk and ensure a reliable go-live timeline.

• Wave 2, now underway, delivers the technological modernization: a Selective Data Transition to SAP S/4HANA, building on the stabilized operating model established in Wave 1.

To regain momentum and deliver on the fixed timeline, the program introduced several pragmatic execution mechanisms.

A Process Factory approach was used to identify the mandatory process requirements and map them against existing solution components. This allowed previously designed solution elements to be reused efficiently for the ECC implementation.

To prevent strategic discussions from becoming long-running political debates, a structured decision forum—internally referred to as the “Klärwerk”—brought unresolved topics directly to decision-capable management, ensuring binding outcomes.

Testing started early and ran in parallel with design and build activities. Based on clearly defined process requirements, test cases were generated quickly and executed through three iterative cycles within a “Test Arena” setup. Between the first and second cycle, a final prioritization of processes and functionalities ensured that the program remained aligned with the overriding determinant: time to operational readiness.

Cutover preparation followed a deliberately minimalist philosophy. The market was proactively “loaded” with orders before year-end to reduce operational pressure in January, while manual workarounds were prepared where necessary to bridge the transition.

Operational readiness was further supported by an early Cutover Control Center, which coordinated the advance creation of orders and purchase documents in the new structure and orchestrated migration, carve-out activities, and a carefully managed operational ramp-up.

After go-live, deliveries to national and international markets were gradually increased to control operational risk while issues were resolved systematically during the Hypercare phase.

At the same time, the program established a structured Demand Management process to replace temporary manual workarounds with sustainable system solutions. Improvements are now being implemented step by step through clearly prioritized change requests and optimization initiatives.

Finally, the project transitioned seamlessly into operations through a newly established Key User organization. Many of these key users had already participated in the project workstreams and now ensure high-quality incident documentation, continuous improvement requests, and close collaboration between business and IT.

What began as a highly ambitious transformation has evolved into a stable operating platform and a clear modernization path. With the new operating model already in place and the S/4HANA transition underway, the organization is now positioned to scale its business, integrate future acquisitions, and support continued international growth.

By Michael Philipzen