Ford
Published in 2024/25
Client Synopsis
What did they do?
Why did they do it?
• Ford, a globally recognized automotive
Ford has several SAP-centric landscapes to manage their diverse business functions, along with substantial legacy and whitespace for future expansion. As part of this strategic vision, Ford required a non-disruptive migration to RISE that encompassed the following: • SAP S/4HANA OP instance for their Corporate Backbone (Finance, Procurement, Manufacturing) moving from On- Premise to RISE • ECC-centric landscapes for Aftermarket parts (NA and EU) upgraded to SAP S/4HANA and migrated to RISE • ECC-centric landscapes for Warehousing/Logistics (NA and EU) upgraded to SAP S/4HANA and migrated to RISE
• Ford faced critical risks, including the need for Acceleration, addressing On Prem data center performance issues, and shifting to a Cloud-driven mindset. The On Prem S/4HANA Program languished, missed deployment dates, and key functionality requirements. Severe performance issues during Q1 Quarter Close exposed these issues to the CFO. Lastly, the On Prem project lacked BTP, leading to inefficient design and some performance issues.
manufacturer and innovator, is headquartered in Dearborn, Michigan. Established in 1903, the Ford brand is synonymous with the assembly line and automotive manufacturing innovation. With a workforce of approximately 171,000 individuals spanning various regions worldwide, Ford operates across both unionized and non- union workforces. The company’s business is structured into three distinct categories: Ford Blue, encompassing traditional internal combustion engines; Ford Model E, dedicated to electric vehicle and battery manufacturing; and Ford Pro, encompassing fleet sales, transit vans, and aftermarket components.
3 things that helped drive the strategy
• Outcome Based Deliverables – Value case and collateral developed in alignment to strategic initiatives with leadership buy-in and sign off. Kept administrative work to a minimum, which also minimized the noise and confusion for Ford. • Candence of Engagement – Did not let the customer dictate the rhythm and nature of engagements. Took control of the process, dictated the cadence of meetings and reviews, and kept the focus on the key goals • Positive Disruption – Used change as a strategy multiplier, including customer stakeholders being replaced as well as our internal NLAC/VERP/RIF events.
How SAP solved a problem for the customer?
Industry
• RISE with SAP enables Ford to address performance issues without costly on-prem data center rebuilds. The shift in responsibilities and innovation through BTP aid the cloud mindset pivot. The ‘Go Slow to Go Fast’ mindset solves foundational issues, unlocking project speed. SAP helps Ford minimize impacts on current timelines and align to existing testing and deployment schedules.
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Automotive
Region
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NA - Midwest
MP Name
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Dave Gavle
INTERNAL – SAP and Customers Only The team involved: ( roles / names) • Josh Corso (AE); Rob Walsh, Kris Macready, Sean Usowski (GSI); Kerri Tenbrunsel, Brian Smith, John Westendorf (MU Leadership); Troy Larson, Byron Schmidt, Mia Snyder (SCP Leadership); Satya Deshkulkarni, Vishal Agarwal (SAP Services); Sanjay Kulkarni, Reshma Nair, Jason Porterfield, Mareike Korn, Nitin (ECS and Architecture Advisory)
Links to relevant documents • Internal: ACTIVE Ford Workstreams
Reference: Y/N • Yes, expanding Ford’s reference opportunities especially outside of the Automotive Industry
MP: can people contact you, is the customer willing to do reference calls, etc. • Yes
Opportunities and Account planning | SEU Academy and Deal Collateral | Microsoft Teams (Internal collateral store)
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