Internal Customer Stories from the Strategic Customer Program
Global SCP Customer Stories
Q1 2026
Customer Stories SCP Customer Stories Agent
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7
01 EMEA
ENGIE selects SAP RISE to unlock Business AI value while de-risking a mission-critical global transformation
A controlled, value-driven Cloud ERP move for the GET program, with AI as the key decision trigger
Published in 2026
Client Synopsis
• ENGIE is a global energy group with a strong footprint in regulated and mission-critical activities. • The GET program aims to harmonize 80+ ERPs into a single SAP core worldwide. • Given the scale and prior program complexity, risk control and execution stability were non-negotiable • Cloud adoption was only acceptable if it delivered proven, incremental business value.
• Initially deployed S/4HANA on AWS to secure stability and execution speed. • Reopened the Cloud discussion by extending the scope beyond TCO to Business AI value creation. • Built a quantified AI business case based on ENGIE Finance KPIs and benchmarks. • Selected SAP RISE Private Tailored Option with a pay-as-you- grow commitment model.
• TCO alone was not a decision driver and never sufficient to justify additional risk. • ENGIE required existing, proven AI capabilities, not roadmap promises. • On-prem / hyperscaler setups limited access to embedded AI, automation, and innovation at scale. • RISE enabled a controlled Cloud trajectory aligned with executive risk appetite.
Industry
• Energy & Utilities
• Proved the Cloud move through quantified AI business value: €6– 9M annual Finance upside (cash app, AP/GR-IR, closing). • Protected the project trajectory by positioning RISE as a value layer without incremental risk. • Structured the deal with RISE PTO + progressive adoption, aligned to the project governance. • Activated Business AI with Joule in ENGIE workflows, enabled by One SAP executive governance. •
AI as the Gating Factor - Cloud was approved only once AI demonstrated measurable, near-term value.
Region
• Executive-Level Governance - Decisions framed around business impact, risk, and value, not technology.
•
EMEA - France
MP Name
• Trusted Long-Term Partnership - SAP positioned as a transformation partner, not a software vendor.
•
Jérémy VAN TORNHOUT
The team involved (roles/names): • IVE: Thomas ROULLET • EA: Sybonara HINGN • Exec Sponsor: D. ASAM / Manos R.
Relevant documents • Quantified AI value case • Deal structure: PTO, pay-as-you-grow model • Executive governance & risk mitigation approach (CAPEX/OPEX framing)
Reference (Y/N): No
MP: can people contact you, is the customer willing to do reference calls, etc. Not a public reference yet but ENGIE leadership is willing to consider an executive phone 1 to 1.
9
Schneider Electric' s RISE Journey
AI, Clean Core, and Co-Innovation: Key Forces Shaping Our Future Success
Published in 2026
What has been the impact since going live?
Client Synopsis
What solutions has customer gone live with?
• Company mission is to be customers’ digital partner for sustainability& efficiency. • UNIFY is a future-focused program & a key element ofits Digital Vision for Schneider Electric. • Unify is about the integration & standardization of business processes to drive business value/ • Schneider has different systems based on regions: Europe, International, Northa America/Mexico; China.
• Europe: ECC move to SAP S/4HANA Public Cloud (Go live of first plant in Germany, October 2024) = UNIFY - 4 templates - 1 is live; 3 more go-lives in Germany in October 2026. • International Operations (Africa, Middle East, Australia, Southeast Asia) ECC move to SAP S/4HANA Public Cloud = UNIFY. • NAM (North America & Mexico): SAP S/4HANA on-Prem on RISE, on AWS (live since April 2025) = Project Titan. • China: move from ECC to S/4HANA on-Prem on RISE (project to kick off early July 2025 with minimal viable product scope, SE has decided to do a Selective data Transition migration from ECC to SAP S/4HANA) = Project KunPeng.
Private Cloud (TITAN): Seamless/successful upgrade/migration to SAP Private Cloud Edition (2023 release). (0 tech issues on upgrade/migration, in time & on budget.) 8 billion in revenue. Operate simpler, faster, & with more agility, to deliver growth in challenging, fast-changing circumstances. Public Cloud (UNIFY): Brought down the number priority features required from 272 down to 38. Efforts on product features & extensions resulted in 99,74% standardization rate. Co- innovation partnership 🡪 AI app: AI-assisted user learning & change management.
Industry
Next steps in the Journey / Vision
•
Industrial Manufacturing
• 3 more Germany instances to go live in Oct. 2026 (UNIFY). • Decided to go for CPQ & plan to sign a pilot contract of 1 year in Q4 2025. • The strong performance on Titan is keeping the positive momentum with opening a lot of new discussions & opportunities, e.g. in the LOB areas with CPQ, SAP Business Suite, & SAP Ariba being evaluated.
Challenges being addressed
Region
• Transform to become the most digital company in the industry, to unlock more productivity, efficiency, & speed than any of its competitors. • Consolidation of multiple ERPs. • Bi-annual innovation cycle. • Change management, data quality, & adoption.
•
EMEA
MP Name
•
Kristina Weber
The team involved (roles/names): • Managing Partner: Kristina Weber • Global Account Manager: Reyhane Gharibi • Architect Advisor: Laurent GRAVIER
Links to relevant documents • Customer Testimonial Video on Private & Public Cloud Approach
Reference Program: Y/N • No
MP: can people contact you, is the customer willing to do reference calls, etc. • Yes
Implementation Partner(s): SAP Implementation Type: Selective Data Transition Hyperscaler / Data Center: AWS
10
“Dream Big to Create a Future with More Cheers with RISE”
#ABInBev #RISE #CP
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
ABInBev needed a scalable and innovative digital solution to manage its global operations efficiently. Main Drivers to adopt RISE: 1) Adopt RISE with SAP to enable strategy alignment for continuous improvements, innovation and to maximize RoI from investment in SAP. 2) Transition eligible Aurora systems to RISE with SAP over next two years, starting 2024. 3) Focus on fit-to-standard and clean core to optimize the transformation investment. 4) Leverage RISE with SAP for future rollouts, starting with India. 5) Transition to a flexible, cloud subscription model to optimize 'run' costs 6) Transition from current on-premise, perpetual software licensing to cloud subscription model incrementally over next 5 years
Over the course of two years, we successfully elevated our relationship SAP-AB InBev, aligning business goals with SAP’s Cloud-First infrastructure (RISE), streamlining operations and enable digital transformation. Resulting in the deployment of 50+ systems running on RISE in only 9 months!.
Name: Anheuser Bush – InBev SA (ABI)
Size: Global operations in nearly 50 countries, with 173 breweries and 6 million customers.
RISE Deal Size: 2023: 16 M€ ACV + 2024: 5 M€ ACV (Upsell)
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
• Executive meetings can make a difference : Scott Russell and David Almeida (Chief Strategy & Technology Officer, AB InBev) – Good Match • Building customer trust was key from the Delivery & Customer Success – Customer Centricity. • Strong Partnership with Microsoft Support & Investment – AB InBev had Microsoft as strategic Partner. • Build a strong Future Infrastructure Architecture from Day 1 • Build a strong RISE Delivery Team : Migrated 50 + Systems to RISE in 9 months
By addressing the following topics together with MaxAttention & RISE Value Engineering • Clean Core Approach – Strategy to building an scalable & future proof solutions • Timeline Implementation - Address how RISE and the Business Transformation tool kit would help to accelerate the implementation. • Cost Impact – Address how to move with a lower-cost approach. Leverage the shelfware in the single metrics • Offer a flexible Contract to adopt fast to the ABI Evolution – C2C
• Consumer Packaged Goods (Beverages)
Region
•
BeNeLux
MP Name
•
Wim Piot
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Veerle Van Puyenbroeck (CBO - Sponsor) • Manohar (RISE Value Advisor EMEA) • Erika Moreno (ECSP) • Alessandra Ribeiro (Delivery Executive)
The team involved: ( roles / names) • Kevin Kontos (RISE Solution Advisor) • Luc Ducoin / Stefan Held (CAAs)
Reference: Y/N • Not yet.
MP: can people contact you, is the customer willing to do reference calls, etc.
• Luke Skinner (GSI) • Sophie Dierickx (AE)
12
ABInBev
Continued
Published in 2024/25
Client Synopsis / Background
What solutions has the customer gone live with?
What has been the impact since going live?
• AB InBev (ABI) it the world's largest brewer, serving every 1 out of 4 beers globally. • The AURORA program aims at harmonizing and standardizing business processes and adopted S/4HANA on RISE following a positive business case in rationalizing ther landscape while simplifying their operational modes. • In a constant quest to reduce the program costs and accelerate the deployments, ABI is adopting SAP's integrated toolchain
• A positive business case was established prior to signing up for RISE end of 2023, including an overall cost reduction running SAP (reducing shelfware, reducing operational running cost in their own DC or on hyperscaler) • Since the first go-lives on RISE, feedback has been consistently positive : SAP runs SAP better than we were able to do, positively impacting business continuity. • Running ABI’s core business processes comes with a significant responsibility, requiring a much more intitmate relationship between ABI & SAP. However, done well, this relationship opens new doors to collaborate on the strategic prio’s of ABI.
• ABI's AURORA 10 year program is about standardizing and harmonizing ABI's various ERP's (ECC & non-SAP) on S/4HANA on RISE (including MDG, TM, GTS,, CFIN, SolMan), and SAP Business Suite (including solutions like BTP, Signavio, Tricentis, CALM, Ariba). • LeanIX & WalkMe are being used on non-SAP landscapes. • The AURORA program fits into ABI’s cloud strategy (preferably SaaS), abandoning own datacenters.
Priority Topics Covered
Challenges being addressed
Next steps in the journey / vision
• RISE, BTP, Signavio, Tricentis, CALM
• Standardization, simplification and harmonization of their core ERP business processes across the zones (NAZ, MAZ, SAZ, EMEA & APAC) resulting in a significant cost reduction • Simplification and optimization of the technology stack, whilst improving business continuity, resilience and security. • S/4HANA helps to create a foundation for ABI’s vision of creating a touchless backoffice.
• Accelerate the AURORA roll-out to the remainder of the 42 countries, bringing the program timeline back from 2033 to 2030. • Continue to investigate acceleration and cost reduction opportunities, taking advantage of SAP’s integrated toolchain : LeanIX for Application & Integration Inventory Management, extending the use of Signavio across the company, replacing Celonis, adopting WalkMe for Aurora, significantly reducing the amount of support tickets created by the deployed countries, adoption of Business & Agenti AI reducing non-repetitive work. .
Industry
•
Consumer Products
Region
•
EMEA
MP Name
•
Wim Piot
INTERNAL – SAP and Customers Only • Chistophe De Staercke (SAE) • Lina Magalhaes (Delivery Exec) The team involved: ( roles / names) • Yorick Van Alphen (AE)
Links to relevant documents • https://aws- latam.cioreview.com/cxoinsight/dri ving-economic-impact-and- innovation-in-global-companies- nid-40763-cid-404.html
Reference Program: Y/N • No Flagship Reference Program: Y/N • No
MP: can people contact you, is the customer willing to do reference calls, speak at events, etc. • Yes
Implementation Partner(s): ACN Implementation Type: Greenfield Hyperscaler / Data Center: Azure / all regions
14
Journey to RISE
Strategic transition journey for ADNOC
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• ADNOC embarked on a strategic initiative to transition its entire Enterprise Resource Planning (ERP) landscape to the RISE with SAP model, adopting a Customer Data Center (CDC) approach. • This model is fully hosted within ADNOC's own data centers and is comprehensively managed by SAP, ensuring seamless integration and operational efficiency.
• ADNOC's decision was driven by stringent compliance and security mandates necessitating in-country data hosting. By leveraging the RISE with SAP CDC model, ADNOC ensures that its sensitive data remains within national borders while entrusting SAP with the management and operation of the environment. • This approach aligns with ADNOC's commitment to data sovereignty and operational excellence.
• The Abu Dhabi National Oil Company (ADNOC) is the state-owned oil company of the United Arab Emirates (UAE). Established in 1971, ADNOC operates across the entire hydrocarbon value chain, including exploration, production, storage, refining, and distribution of crude oil, petroleum products, natural gas, and petrochemicals. It is recognized as one of the world's leading energy producers and plays a pivotal role in the economic development of Abu Dhabi.
3 things that helped drive the strategy
How SAP solved a problem for the customer?
• Trust in SAP: ADNOC's confidence in SAP's expertise and track record was fundamental in choosing SAP as their strategic partner for this transformation. • Scalable and Reliable Solution : SAP's ability to offer a scalable, reliable, and highly available solution with best-in-class SLAs ensured that ADNOC's operational requirements were met and exceeded. • Integrated Local Cloud Offering : The provision of a true local cloud solution, wherein SAP assumes full responsibility for delivering the hosting platform, managed services, and software under a single, cohesive contract, streamlined operations and accountability.
Industry
•
Oil & Gas
• SAP addressed ADNOC's challenges by delivering a solution that met strict data residency requirements without compromising on service quality. By fully managing the ERP environment within ADNOC's local data centers, SAP provided a robust, secure, and compliant platform with industry-leading Service Level Agreements (SLAs), ensuring both performance and peace of mind for ADNOC.
Region
•
EMEA
MP Name
•
Faisal Alkhatib
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Global RISE Team: Provided overarching strategy and support for the RISE with SAP implementation. • Global Systems Integrators (GSI): Deal structure, contract migration. • SAP Professional Services: Delivered specialized expertise and consulting throughout the project lifecycle and are doing a full migration from current system to RISE CDC.
Reference: Y/N • No
MP: can people contact you, is the customer willing to do reference calls, etc. Yes, I am available for contact regarding this project. Additionally, the customer has expressed willingness to
participate in reference calls to share insights and experiences related to this successful collaboration.
15
Cloud ERP for DSV
Setup for Growth
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• We invited the C-suite to Waldorf (CEO, CFO and CIO + 3 direct reports) • We shared out strategy and they met a board member • The CIO said after we showed the references for RISE – “ I knew you were offering it – but I was unaware of how far you have come” • We aligned on 5-6 strategic initiatives
• DSV is in the middle of a Global S/4 roll-out and the new model should not affect the releases • We built a hybrid-license model so they can complete roll-out in 2024 and then move the new stack to RISE • We included a long list of new SaaS products • Resolved contractual ambiguities
3 rd Largest Logistic Company
•
•
Revenue 30 BUSD
•
Grow through M&A
•
75.000 Employees
•
Asset Light Business Model
• Most Profitable Company in the Industry
3 things that helped drive the strategy
How SAP solved a problem for the customer?
Industry
•
Logistic
• They can complete their global roll-out for S/4 • They can start and complete their Group Reporting (Enterprise Performance Project) • They new contract is setup for Growth (M&A)
• Accessibility: The initiatives was owned by the CFO and we had direct access to him (we can call him anytime) • Trust : Good report between CIO and Managing Director • Access to a Brain: In all negotiations their lead architect participated and could ensure a meaningful dialogue between Procurement and SAP commercial team
Region
•
Nordic, EMEA
MP Name
•
Hans Henrik Hansen
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Jesper Døssing (IAE) • Claus Lindhardt (Lob BTP) • Morten Bromose (RISE)
Reference: Y/N • No
16
European Institutions – AWS RISE Opportunities
Moving European Institutions to RISE faster
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
How SAP solved a problem for the customer? This bundled deal targeting several European Institutions allows SAP to incentivize customers that move first with proportionally higher funding compared to late adopters • SAP and AWS developed a bundled transformation funding proposal to incentivize several European Institutions to accelerate their move to SAP Cloud ERP with SAP RISE • AWS considerably increased its usual transformation funding amounts (up to 170% of their Annual Recurring Revenue) for selected European Institutions to keep parallel run costs during RISE migration to the minimum •
3 things that helped drive the strategy European Institutions not yet on SAP S/4HANA need to move before 2027 and thus need to initiate migration projects before end of 2025 • SAP is renegotiating the SAP-EC Framework Contract for the next 5 years which creates a compelling event for a major investment at contract signature • The Commission’s move to RISE will accelerate closing of other RISE opportunities at the European Institutions • We needed to demonstrate our commitment to a long term partnership by putting a lump sum on the table •
60+ European Institutions and bodies including:
•
European Commission
•
European Central Bank
•
European Parliament
•
Council of the European Union
•
EU Aviation Safety Agency
•
& many more
Industry
3 things that helped drive the strategy
How SAP solved a problem for the customer?
•
Public Sector
• Public sector organizations spend most of their resources on keeping the lights on and have limited budgets for innovation. The increased transformation funding allows them to accelerate their digital transformation programs within existing budget constraints • SAP and AWS have an opportunity to accelerate joint RISE deals
• The global SAP-AWS partnership that also incentivizes AWS sales to promote and support RISE opportunities at SAP customers • The thrust that was built between sales, alliance management and AWS senior management • The will to consider a holistic perspective by bundling multiple prospects instead of working on a deal-by-deal basis
Region
•
EMEA
MP Name
•
Filip Lecomte
The SAP team involved: • Filip Lecomte (MP European Institutions) • Niels Huybrechts (AE European Institutions)
The AWS Team Involved • Phani Dhar (SAP Alliance Lead Public Sector) • Stefan Siroky (SAP Alliance Public Sector) • Anthony Waeckens(GAD EU)
References (RISE contracts already signed): • European Union Aviation Safety Agency • European Patent Organisation
17
INTERNAL – SAP and Customers Only
European Institutions are moving to Cloud ERP Private Edition
SAP RISE is the Foundation for the Institutions’ Business Transformation Programs
Do not share slide externally
Client Synopsis / Background
What solutions has the customer gone live with? What did they do?
What has been the impact since going live? Why did they do it?
• Ensures business continuity by outsourcing technical managed services to SAP, leveraging secure, EUDPR compliant data centers • Empowers users with real-time insights for faster, data-driven decisions • Increases operational efficiency by automating manual tasks • Delivers a modern, intuitive user experience for staff and stakeholders • SAC = better user interface, easy to deploy, and APIs.
European Union Aviation Safety Agency (EASA) is moving from ECC on-premise to S/4 Private Cloud Edition for Finance and fees and charges. Go-Live scheduled for November 2025, with SAP Datasphere + SAC for reporting & planning and Concur for mission management European Patent Office (EPO) successfully migrated to S/4HANA Private Edition in July 2025, integrating Finance and core HCM processes, SAP SuccessFactors, BTP and SAC. First AI components now in development on BTP
• The European Institutions comprise more than 70 institutions, all with their own IT structures and strategy. Of these, 11 currently run ECC or S/4HANA in their own data centers • SAP recently signed a new 6Y FWC worth 830 M€ for acquisition of software and services • SAP & AWS have formed a strategic partnership, offering increased funding to accelerate cloud adoption with RISE
Priority Topics Covered
Next steps in the journey / vision 3 things that helped drive the strategy
Challenges being addressed How SAP solved a problem for the customer?
•
Streamlined operations
• Create the foundation for business transformation and innovation with embedded AI only available through SAP RISE • Lack of internal expertise to efficiently run and manage a complex ERP environment in customer data center • EASA faced strategic risks: • Maintenance for current solution ends in 2027, operates with only one data center, lacks backup infrastructure • Timely system readiness for processing new fee regulation
• Motivate other European Institutions to start their journey to the cloud, next targets are the European Parliament (Luxembourg) and the European Union Intellectual Property Office (Spain) • Understand the needs of selected European Institutions for Sovereign Cloud and develop an offering in line with expectations • For the ones that are live with RISE: position WalkMe to support user adoption & CAS services for RISE with SAP, SAP SuccessFactors & BTP to streamline application management
Industry
•
Public Sector
Region
•
EMEA
MP Name
•
Filip Lecomte
INTERNAL – SAP and Customers Only The team involved: • IAE: Linda Michiels, Michael Broekhuizen • SAE: Ans De Lathouwer • AA: Stiefen Schilz, EA: Agnes Debry • MP: Filip Lecomte
Links to relevant documents • Internal-Only Public Sector Flipbook
Reference Program: • Only within the Public Sector Community Flagship Reference Program: • No
MP: can people contact you, is the customer willing to do reference calls, speak at events, etc? Yes, provided it remains within the Public Sector Community
Implementation Partner: SAP CS&D Implementation Type: Brownfield Hyperscaler / Data Center: AWS with EU Access
18
Mead Johnson Nutrition
Summary
Published in 2024/25
Client Synopsis / Background
What solutions has the customer gone live with? What did they do?
What has been the impact since going live? Why did they do it?
• Reduced footprint with Azure IaaS
• Mead Johnson founded in 1905, & today is a world leader in pediatric nutrition with its well-known Enfamil and Nutramigenbrands. • Cloud-first and AI-first thinking. • Unlock new business values with a modern platform. • Mission: To nourish the world's children for the best start in life through science-based products.
• S/4, PCE, Vistex v4, OpenText Cloud Archiving, SAP MDG.SAP BTP Integration Suite, Ariba, & Datasphere.
•
Better end user experience
• Replaced GTS on-prem with International Trade in S/4 to reduce IT footprint and better use the core ERP.
• Business wants to do new things
•
Innovation
Priority Topics Covered
Next steps in the journey / vision 3 things that helped drive the strategy
Challenges being addressed How SAP solved a problem for the customer?
• ECC to S/4 Private Cloud, AI, Toolchain
• Business Transformation/Adoption: Looking at the business function by function to introduce the new S/4 functionality to unlock business value fast & in a controlled way. • BDC: Are on the BDC way with an ongoing project, planned go live for mid-2026. • AI: Looking to use Joule & then look into how SAP Business AI can be connected to the Business Value unlocking. • Toolchain: Goal is to have the full toolchain with WalkMe & LeanIX.
• Reduce complexity in operations: From 6 vendors running the SAP system to 1, SAP ECS. • Strengthen our core: Last major upgrade to the tech stack was more than 7 years ago necessitating an upgrade. • Future-ready innovation: State-of-the art application suite beyond core ERP like Signavio, Tricentis, WalkMe, & AI/ML services on BTP.
Industry
•
Consumer Products & Pharma
Region
•
North America
MP Name
•
Patrik Bertilsson
The team involved: ( roles / names) • Mollie Taylor, AD • Tim Cashmore, AA • +50
Links to relevant documents • Not at this time.
Reference Program: Y/N • No Flagship Reference Program: Y/N • No
MP: can people contact you, is the customer willing to do reference calls, speak at events, etc.
Implementation Partner(s): SAP, Cognizant, and GyanSys Implementation Type: Brownfield for ERP, Greenfield for LoB solutions Hyperscaler / Data Center: Azure (US)
19
INTERNAL – SAP and Customers Only
Reckitt Nutrition – ECC to Rise S/4 and Ariba, MDG, BTP in 11 months A wait of 7 years is over
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• Reckitt initially asked for an S/4 onPrem conversion • During the discussion RISE was seen as the future-proof way for them to run the future S/4 • Nutrition wanted to do a two-step approach: first a technical migration from ECC to S/4 and after that a business transformation. • Azure cost was exploding
• Nutrition team has waited 7 years to do this migration; now they have become the test for the wider Reckitt S/4 transformation • They see that they can do this project end-to-end in 11 month with the support of SAP Services and partners • Our total offer was below the current cost for maintenance and Azure
• Nutrition is one of 3 business units in Reckitt. It is a 3B GBP business. • Nutrition is an acquisition from 2017 (formerly Mead Johnson Nutrition) and following the acquisition they were ready to go to S/4. • 10 major markets • Market leader in US
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
• SAP created an S/4 offer including Ariba, MDG and BTP to help Reckitt transform their ECC landscape to a modern Cloud based ERP. • Our business case from our Cloud IVA was key for Reckitt to do the investment, especially the part we had with value for a Private Equity firm. • SAP also proposed that the Migration Factory to run the technical migration
•
Consumer Product & Pharma
• Value: Business Case that showed value already at the technical migration phase. • Focus: Nutrition CIO sponsored the project. Architects and key stakeholders were prioritizing meetings. • Trust: Since day one, Reckitt and SAP have had a very trusting relationship.
Region
•
EMEA
MP Name
•
Patrik Bertilsson
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Managing Partner: Patrik Bertilsson • Account Executive: Mollie Taylor • EA: Tim Cashmore • Cloud IVA: Alina Yukhymenko
Links to relevant documents • Please contact Managing Partner Patrik Bertilsson
Reference: Y/N • No
MP: can people contact you, is the customer willing to do reference calls, etc. Yes, we can see if we can get Reckitt to act as an unofficial reference. We hope that by Q1 2025 they will be official reference
20
Accenture (Proquire)
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• Lift & Shift of AWS systems to Azure; Accenture Azure subscription migration (not the RISE reference architecture); Goal was to get to RISE PCE followed by transformation leading to Public Cloud (~2026-27) • Clean the Core services are in process with MaxAttention. Recommendations will be included for custom code remediation & extensions over next 2 years. • Many projects in flight for transformation journey (e.g. Parallel Ledger, PaPM, Split Accounting, etc.)
• RISE PCE is Step #1 for the journey to Public Cloud for Professional Services. • Drive for digitalization internally & then with customers; drive business value with flexibility & agility to support business growth & heterogeneity; modernize & transform with the latest technology; streamline organizational structure, alleviate existing pain points & reimagine processes/eco-system. End goal “Finance as a Service”. • Out of this program, Accenture became a Premium Supplier & GTM opportunities for RISE in process.
• Accenture is a leading global professional services company that helps the world’s leading businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and enhance citizen services—creating tangible value at speed and scale with ~743,000 people serving clients in 120+ countries. Technology is at the core of change today, and we are one of the world’s leaders in helping drive that change, with strong ecosystem relationships.
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
• RISE with SAP created a platform for compressed transformation allowing Accenture to focus on Clean Digital Core coupled with the ability to extend, integrate, and innovate with BTP. • One innovation example: Building the BTP Cash App Scheduler to send data to SAP Cash Application. This improved performance, the auto-clearing rate, and user experience. • We also leaned into fit-for-purpose SaaS applications. Corporate allocations is a critical input to financial reporting. As part of our Clean-Digital-Core strategy, we enabled SAP Profitability and Performance Management Cloud to replace our customized program with a fit-for-purpose platform to conduct complex calculations and provide real- time results.
• Leveraging RISE with SAP's tech-managed services, we've upskilled 50% of our retained IT team, directing their focus toward innovation. • Within the Clean-Digital- Core paradigm, our functional IT team has transitioned to composable architecture, forsaking custom code. • This strategic evolution allows us to quickly deliver innovation and meet critical business requirements with flexibility. Significant advancements, including SAP BTP and Profitability and Performance Management (PaPM) Cloud, underscore our commitment to agile and efficient solutions, reshaping our approach to technology implementation
•
Professional Services
Region
•
Midwest
MP Name
•
Scott Schwartzman
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Accenture Technologies led with CDM, launch services • Max Attention supporting for functional needs
Links to relevant documents • 2024 Innovation Award Finalist: link
Reference: Y/N • Yes – extremely active in reference opportunities • Flagship Marketing customer; significant marketing videos with new CIO and team
MP: can people contact you, is the customer willing to do reference calls, etc. - Yes, already actively engaged in customer and prospect reference calls
21
Adobe
Embarking on Transformation and Expanding our Partnership
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• $4.84M ACV - Signavio (with Premium AI Units) • $4.1M ACV (net) – WalkMe • $4.85M ACV – Business Data Cloud
• [Signavio & WalkMe] Adobe is embarking on several significant transformation efforts (ex. ECC to S/4, SFDC to MS Dynamics, Source to Pay, etc.) given that, and knowing they already own LeanIX, we proposed the full SAP BTM suite to support these transformation efforts and allow them to achieve faster time to value and increased adoption for these programs, • [BDC] Adobe to introduce Business Technology Agent as a new AEP Agent to help brands scale omni-channel personalized experiences fueled by the context of their business data powered by SAP BDC
• Adobe is a multinational software company known for its tools that serve the creative, marketing and document management industries. Adobe’s products are primarily offered through a subscription-based cloud service model structured into three main clouds: Creative Cloud, Document Cloud and Experience Cloud • Over 30K employees globally, FY2025 Annual revenue estimate $23.5B
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
•
High Tech
• Compliment LeanIX entitlement with Signavio and WalkMe to provide a comprehensive Business Transformation Management suite as they build out their Business Capability Design & Delivery (BCDD) organization. These capabilities will be instrumental to their future operating model. • Provide AEP team with additional product capabilities and
•
Top to top alignment
• Broad leadership alignment on Agentic AI & Business Data partnership opportunity and potential synergies between Adobe Experience Platform (AEP) and SAP Business Data • S/4 OP Lift & Shift successfully completed in Apr 2025, which allowed Adobe to focus efforts on accelerating business transformation.
Region
•
NA, US West
MP Name
incremental revenue capture as we partner on the development of a Data Product & Agentic AI economy
•
Bobby Arzola
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Jason Justice (IAE), Jay Mills (SSE Signavio), Jonathan Poon (SSE BDC), Travis Roethel (WalkMe) • Jeff Graham (VP BDC), Scott Sleeper (BDC Solution Advisory) • Kyle McClain (VP High Tech), Will Lathrop (VP SCP)
Links to relevant documents • Contact the MP
Reference: Y/N • TBD | Related services proposals under evaluation by Adobe
22
The “ Race to RISE” Continues via AIG……. NEXT
Strategic Insurance Cloud-Based Finance Transformation
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
To support their newly realized “AIG 200” strategy becoming a pure P&C focused provider through Global divestitures (inc. Corebridge Life and Retirement), AIG were looking to SAP to continue our partnered AIG 200 success and move AIG further towards Global Operational Excellence. Via “AIG Next” Program for General Insurance with focus on Underwriting & Global Operational Excellence transform, SAP recommended an S/4HANA 3-4 year Strategic Roadmap with RISE as underlying platform for innovation, stability, performance and high security. This will set the foundation of innovation on AIG S4 Global GL Finance journey. RISE will provide the SAP Strategic benefits which will set the stage for future proofed innovations on S4 journey inc Automation, Gen. AI, Machine Learning.
• Building on AIG 200, via Peter Zaffino’s AIG Next, SAP recommended an S/4HANA 3 year Strategic Roadmap with RISE as underlying platform for; innovation, stability, performance and high security, which will set the foundation for AIG’s S4 Global GL Finance journey. • SAP recommend RISE towards the Global ‘Operational Excellence’ vertical of AIG Next. 94M TCV . Largest Deal in SAP FS History. Components of Deal- • SAP RISE ERP, private edition, tailored option with all existing finance, security, business intelligence, database and technology solution; ECC GL, S4 FPSL’s, S4 FSCD, S4 Reinsurance, S4 MDG, BW/Global Analytics footprint, SAP Platform. Fioneer PCE Products include: RISE S/4 FPSL & ERP FSCD Public Cloud: SAC, SAC-P, CPEA: DataSphere, BTP Build, Integrations . CAS & Migration Services
• AIG is a Global financial services leader with a vast network spanning over 190 countries, offering diverse insurance solutions, products and managing a substantial asset portfolio valued at over $500 billion. • Operations in over 190 countries and jurisdictions. SAP customer since 1999 • Revenue USD 46.8bn (2023)
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
• Deliver, Deliver, Deliver. World Class Continued Delivery – Outshining AIG’s current AMS, TMS, SI Partners. Turned SAP into true Trusted Advisor with seat on ARB, SRB, Strategy Board levels. • Bottom Up – Top Down approach to RISE Motion "Shid gim sharee!" -> Show them Green Paradise • Aligned the SAP RISE Strategy towards AIG Next Transformation Objectives -> April 2023 Key Exec meeting on AIG 200 Go-Live->CRBG Motion • The Race to RISE – Foundational Strategic Buy in / Approvals throughout Corebridge RISE motion -> Executive Relationships Reset/Established, RISE Procurement/Legal foundation, Org RISE Awareness
• AIG 200 success and partnership, laid the foundation for next wave of Strategic relationship with SAP – Vision #1 Global Reference Insurer on RISE. • AIG 200 success:- Consolidated 150+ non-SAP systems into single Global SAP Subledger (FPSL) and Ledger while also completing the divestitures of all non-P&C business, reduce Global Financial Close activities from 65 days to just 12, all while significantly simplifying their Global Operations and Operational costs with a pure focus on Property & Casualty (P&C) LOB.
•
Finance and Insurance
Region
•
NA
MP Name
• Built and Delivered AIG’s S4HANA Strategy inc. CRBG and AIG 200 Subledgers
• SAP Continue to Deliver World Class Excellence which laid platform for more Strategic Relationship & Responsibility with RISE.
•
Jonathan Keogh
The team involved: ( roles / names) • Johnny Keogh (MP); Michael Grassi (Global AE), Shawn Magill(ECSM), Brooks Godwin (SAE)
Links to relevant documents • AIG ROADMAP_2024_FINAL.pptx
Reference: Y/N Customer are blocked for references from AIG Board level across all partners. With new C-Suite Leadership we are looking to reevaluating.
23
INTERNAL – SAP and Customers Only
Into the Cloud: Powering Amgen’s Digital Future
Do not share the slide externally
Why Now is the Right Time for Amgen
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• Leading global biotechnology company focused on oncology, inflammation, and rare diseases.
• Launched Project Eagle to standardize global processes on SAP S/4HANA. • Completed Cloud ERP “Art of the Possible” workshops to shape future roadmap.
• Simplify a fragmented ERP landscape and eliminate legacy debt. • Build scalability and resilience for long-term growth. • Enable AI-driven operations and data-centric decision- making. • Growth Ambition : 2X Revenue, 3X Manufacturing Capacity, 4X Drug Discovery, 2X Patients Served
• 33.4BN | 28K employees | 100 countries
• Executing Project Eagle to modernize ERP and scale for $60B growth ambition.
• Defined the transition path to RISE with SAP S/4HANA PCE.
• Moving from ECC → S/4 On-Prem (2026) → S/4 PCE Cloud (2027).
Priority Topics Covered
•
S/4 OP to S/4 PCE
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
•
Life Sciences
• Delivered a two-phase roadmap (On-Prem → Cloud) to minimize rework. • Used BTP + Business Data Cloud to connect SAP and non- SAP data.
• Executive alignment across Finance / Tech / Ops, tied everything to growth ambition • Joint SAP–Amgen innovation agenda for AI and Cloud ERP. • Tight collaboration with Capgemini
Region
•
West
MP Name
• Best of Suite wins in UX, Integration, A I, and Data
•
Mark Filus
The team involved: ( roles / names) • Entire VAT (Collective Group Win)
Links to relevant documents • The Case for Cloud ERP • Request from MP any additional documents
Flagship Reference Program: Y/N • Y (still in project mode – FYI)
MP: can people contact you, is the customer willing to do reference calls, etc. Yes (still in project mode –FYI)
Are you comfortable with this story being shared internally at SAP beyond SCP? Yes
24
INTERNAL – SAP and Customers Only
Cardinal Health
Enterprise RISE Program
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• More predictable ERP pricing model and fee structure with less volatility
• Enterprise RISE Program, moving on-premise estate to RISE. CAH was an early adopter of Google Cloud (GC) and needed to decide whether to renew the GC C2C in full or move the SAP workloads to SAP Cloud ERP. CAH decided to move the SAP workloads to SAP Cloud ERP. • RISE Private Tailored Option with a seven year commit-to- consume contract, including Enhanced Operating Services (EOS) • SAP primes the lift and shift projects of the Program
• Cardinal health (CAH) is a Fortune 15 with over $215B FY24 revenue. The Pharma Segment, pharma distribution, generates overs $200B in revenue but is a low margin business, 350 basis points in gross and operating margin of 105 basis points. Medical Supplies business generates $13B in revenue and its top and bottom lines have been challenged since Covid.
• Simplified ERP operating model with fewer vendors and more accountability
• Utilize SAP key resources more strategically while letting SAP run “SAP” • De-risk the move to a larger SAP platform and mitigate future risks, including the move to S4H Cloud • Data Management Complexity: Growth by acquisition led to multiple data sources and applications, causing complexity, inefficiency, and operational risk. • Finance Automation Needs: The finance team required automation for pricing, revenue recognition, and profitability analysis.
How SAP solved a problem for the customer?
3 things that helped drive the strategy
Industry
• SAP Cloud ERP will be Cardinal Health’s “Platform for Growth”. SAP, in collaboration with GC, will delver and provide a Cloud ERP Service capable of supporting CAH’s aggressive growth objectives in one centralized ERP cloud environment. CAH is positioned to be one of the first HANA customers utilizing the next generation 32TiB X4 machines in GC. • RISE with SAP provides CAH an agile and modern ERP operating model
• Digitally leapfrog CAH’s competitors with continuous adoption and consumption of SAP cloud innovations and S4H Cloud • Alignment with SAP’s strategy and technology roadmap with SAP being one of CAH’s most strategic and trusted IT partners • Detailed analysis with CAH IT and Finance to fully understand and quantify the puts and takes involved with their generational ERP investment decision
• Healthcare/Wholesale Distribution
Region
•
Midwest
MP Name
•
Tom Cometa
The team involved: ( roles / names) • Toni Steinke, IAE; Sachi Umashankar, SAE; Steve Van Pelt, Value Advisor; Sara Stasila, RISE AE; Moshe Friedman, CAA; Pravin Narwekar, EA; Gopi Kalahasthy, MW VP; and Rob Walsh and Sean Usowski, Strategic Sales
Reference: Y/N No-just starting
MP: can contact Tom Cometa, MP, but too early for contact with Cardinal Health
25
INTERNAL – SAP and Customers Only
Cenovus Energy – SAP Today…Not Your Grandfather’s SAP The Cenovus account team framed up and closed a $20M ACV Rise deal in 8 months by selling end to end integrated process, industry best practices, automation and AI, and user experience vs. selling just technology.
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• Headquartered in Calgary; develops, produces, refines, transports, and markets crude oil and natural gas in Canada and internationally. • Company operates through Oil Sands, Conventional, Offshore, Canadian Manufacturing, and U.S. Manufacturing segments. The Oil Sands segment develops and produces bitumen and heavy oil in northern Alberta and Saskatchewan. Assets include Foster Creek, Christina Lake, and Sunrise projects, as well as Lloydminster thermal and conventional heavy oil assets. • The Conventional segment holds natural gas liquids and natural gas assets primarily located in Elmworth-Wapiti, Kaybob-Edson, Clearwater, and Rainbow Lake operating in Alberta and British Columbia, as well as interests in various natural gas processing facilities. • The offshore segment engages in offshore operation, exploration, and development activities in China and the East Coast of Canada. • The Canadian Manufacturing segment comprises the owned and operated Lloydminster upgrading and asphalt refining complex, which converts heavy oil and bitumen into synthetic crude oil, diesel, asphalt, and other ancillary products, as well as owns and operates the Bruderheim crude-by-rail terminal and ethanol plants; and markets its production of its own and third-party products. • The U.S. Manufacturing segment includes the refining of crude oil to produce gasoline, diesel, jet fuel, asphalt, and other products.
• In Jan 2023, along with their partners IBM and EY, Cenovus conducted a technology-agnostic assessment of their business processes across finance, supply chain, HR, and asset management, and articulated the following key decisions that need to be made by end of Jun 2023 in order to meet their July 2023 SI RFP, December 2023 program kick off, and January 2026 go-live deadlines:
• Cenovus received a mandate from their senior leadership team to transform the organization to support standardization, cross functional value, user experience, inorganic growth, and balanced optimization. Cost takeout / layoffs were not a driver. Cenovus is a highly acquisitive organization and they are setting themselves up for future acquisitions that can be tucked in efficiently and effectively.
S/4 Finance and Treasury (vs their current Kyriba) be used to enable Record to Report?
5 things that helped drive the strategy
S/4 Procurement and SC plus Ariba be used to enable Source to Pay?
• The team truly brought “ONE SAP” to the table leveraging resources across the Cenovus VAT, Canadian and NA pre - sales, NA and Global SCP, and Global product strategy and experience, in addition to senior leadership from Canada, the US and Germany. The team showed up as one team and delivered on our singular goal. • All of the presentation material/messaging, demos, posters, etc. were branded with the “SAP Today – not your grandparents SAP” message and tied to Cenovus’ program guiding principles. This resonated with Cenovus as senior leaders called it out a number of times and appreciated that we “listened to them and understand what is important”. • SAP’s new, integrated user experience was at the core of all of the process demos as this was hugely important to Cenovus. Every single demo, including the Keynotes, started with the custom built Cenovus Workzone page to showcase a central entry point and cohesive experience. This has NEVER BEEN DONE before and very much drove home the point that SAP is no longer your “Grandparents ERP”. • The asset management demo team hit it out of the park. Prior to the event, the Cenovus asset management team had no interest in any SAP solutions outside of core S/4 asset management. Focusing on an end to end process story vs individual solutions, the demo team was able to showcase core S/4 plus APM by running a live demo with a real-life compressor pump feeding early warnings with virtual sensors to APM. This demo has never been run live (outside of the product team) for a customer, but rather with pre-recorded videos. After a weekend crash course and successfully bringing this process to life, the demo team was excited to report that Cenovus is considering SAP’s full suite of asset management tools. • The HR demo team may have successfully convinced Cenovus to move from Workday to Success Factors in a matter of three days. For the first time in North America, a payroll demo was successfully run from an iPad while sitting comfortably in an armchair! This was to prove the point, that even in the most challenging of times (ie. Covid), you can run payroll and ensure your people are paid. In HR’s integration session, Cenovus gave our demo team a random “cost center” number which was used to create a new cost center live. The team timed this demo with a stopwatch, and the whole end-to-end demo took <90 seconds. This was a showstopper. Throughout the series of the HR demos, the team reported hearing things like “we need this, this is a no-brainer” and “wow, that is bad-ass”…
S/4 EAM plus DSC (vs their current Maximo instance) be used to enable Acquire to Retire? S/4 HR plus Success Factors (vs their current Workday instance) be used to enable Hire to Retire?
• In May 2023, Cenovus’ program leadership approached the SAP account team and asked them to plan and execute a “mini Sapphire” event to help Cenovus make the above decisions. The dates were set for June 6-8 in person in Calgary.
How SAP solved a problem for the customer?
• The SAP account team, in close partnership with Cenovus, pulled together a three-day event we jointly entitled: “SAP TODAY – Not your Grandparents SAP” with Cenovus’ program guiding principles (standardization, cross functional value, user experience, inorganic growth, balanced optimization) at the core of all of the presentations and demos. The three-day event was co-hosted by Jeff Hart, EVP and CFO of Cenovus, and Andy Canham, President of SAP Canada. We opened with a keynote presentation from Peter Maier who introduced SAP’s process focused solution portfolio reinforcing the message that industry verticalization is at our core; AI and ML is infused across our cross functional processes; and that we have a shiny, new integrated user experience. This was followed by a live demo from Phil Loewen and team who showcased an end to end, integrated process demo zeroing in on our new user experience and mobile capability. From there, the teams broke out and conducted their individual, end to end process demos across finance, supply chain, HR an asset management. These were all kicked off from a custom Cenovus Workzone entry point to reinforce the integrated user experience message. The event was concluded with a closing keynote including a live customizedWorkzone demo built specifically for Cenovus, and a presentation from Michael Golz who brought everything full circle and talked about how to make it all happen. By the end of June 2023, the account team was informed that we WON ALL 8 key application decision including S4, Ariba, DSC and Success Factors! By December 2023, a $20M ACV RISE + LOBs deal was signed in addition to a $25M cloud services deal.
Industry
•
Energy
Region
•
NA, Canada
MP Name
•
Lisa Caruso
The team involved: ( roles / names) • Managing Partner: Lisa Caruso; Account Director: Roger Piquette; Enterprise Customer Success Manager: Hoi Leung Chiu; Services Account Executive: Peterson d’Souza
Links to relevant documents • Please request from Lisa Caruso, Managing Partner
Reference: Y/N • N/A, just kicked off implementation in January 2024
26
INTERNAL – SAP and Customers Only
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