BCG Platinion Case: ERP strategy & S/4HANA migration for “DekoKonzept”
Our client is the company “DekoKonzept”, which primarily sells home accessories and small furniture. DekoKonzept generates approximately €700M in revenue and operates mainly in Germany, with some presence in other European countries. The company is particularly represented through physical stores in major German cities and downtown areas but is also expanding its online shop significantly.
A variety of outdated and often self-developed IT systems are currently used for core processes such as procurement, warehousing, and point-of-sale operations.
DekoKonzept is also facing the challenge that its ERP system (SAP ECC 6.0) will soon no longer be officially supported by SAP. Therefore, they aim to migrate to the successor system SAP S/4HANA as soon as possible. This migration presents an opportunity to review, standardize, and harmonize many of the existing processes and systems. The next step is to further assess and evaluate the impact on costs, budget, and scope.
Question 1.1: How does the option space for SAP implementation strategies look like?
DekoKonzept's current ERP system is an SAP ECC 6.0 in which many processes have been adapted hrough customizing and coding. DekoKonzept has decided that they would like to stay within the SAP product portfolio for their ERP. Competitors such as Microsoft (Dynamics 365) or Oracle (Cloud ERP) will not be considered further. The main reasons are in particular that DekoKonzept is hoping for a more stable and cheaper migration, and does not want to take advantage of the already big changes. It follows that DekoKonzept would have to migrate to an SAP S/4HANA product. The management would like to understand better what the implementation strategy for the ERP transformation should look like.
What are the different possible implementation strategies and what are their advantages and disadvantages?
Question 1.2: Which SAP implementation strategy should DekoKonzept choose?
The budget is limited, and the DekoKonzept wants to complete the transformation within a year and a half, if possible. Strategically, DekoKonzept wants to expand the online shop and introduce omnichannel concepts. Data storage should be improved and centralized.
Which SAP implementation strategy best fits the requirements of DekoKonzept?
Question 2: How should DekoKonzept approach the process standardization?
DekoKonzept has some highly individual processes, for example a customer-specific color selection for selected decorative items (e.g. on-demand 3D printing, personalized engravings, fabric variants), for which they have also extended the ERP with their own coding ("Z-coding").
How would you decide which business processes in the ERP system of DekoKonzept should be standardized and which processes should be individualized, and why?
Question 3: What is required from the ERP to meet the strategic requirements?
The online shop of DekoKonzept is connected to the inventory system via many different interfaces - there is no central data management. Customers often complain about long delivery times or that orders are canceled because the inventory is not available on the website. These problems should be solved and, in the future, Click & Collect and other omnichannel offers should be made possible (Buy Online, Pick-up / Return in Store: "BOPIS", "BORIS").
What are the technical and functional requirements for the new ERP to create a seamless omnichannel experience?
Question 4.1: What should the business case look like?
The CFO of DekoKonzept wants a clear picture of the transformation costs and when, as well as how high the expected savings can realistically be in the future and from when the ERP project pays off.
How should the business case be structured? Which important items should be included in each case?
Question 4.2: From when will visible benefits occur?
What period should the business case cover? When will the costs and benefits be realized, and which positions are expected to have the greatest impact?