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CASE STUDY


SUPPORTING ALLIANDER’S JOURNEY TO SAP S/4HANA



In 2027, SAP will end its support for SAP ECC. Having spent years honing their
ERP system to perfectly fit their business needs, this posed a challenge for
Dutch network company Alliander – how and when to move to SAP S/4HANA.

--------------------------------------------------------------------------------



There are risks in undertaking any big treasury transformation project, but the
risks of not adjusting to the changing world around you can be far bigger.
Recognizing the potential pitfalls of relying on an outdated (and soon to be
unsupported) SAP ECC system, Alliander embarked on a large-scale, business-wide
transition to SAP S/4HANA. Zanders advised on the Central Payments and Treasury
phase of this project, which completed in May 2024.

A FUTURE-FOCUSED PERSPECTIVE

Network company, Alliander, is the Netherlands’ biggest decentralized grid
operator, responsible for transporting energy to households and businesses, 24
hours a day, 7 days a week. As a driving force behind the energy transition, the
business is committed to investing in innovation - and this extends to how they
are future-proofing their business operations as well as their contribution to
shaping the sustainable energy agenda.

With their SAP ECC system approaching end of life, Alliander embarked on a
company-wide switch to SAP S/4HANA. However, transitioning to SAP’s newest ERP
platform is not just another simple upgrade, it’s a completely new system built
on top of the software company’s own in-memory database HANA. For a business of
Alliander’s size and complexity, this is a huge undertaking and a lengthy
process. In order to minimize the disruption and potential risks to
mission-critical business systems, Alliander has started the transition early,
breaking down the implementation into a series of logically ordered phases. This
means individual business areas are migrated to S/4HANA as separate projects.

“In finance, this transition started about four years ago with the transition of
Central Finance to S/4—that was the first stepping stone,” says Thijs Lender,
Financial Controller and Alliander’s Project Owner for SAP S/4HANA in Finance.
“The second major project was Central Payments and Treasury. From a business
point of view, this was the first real business finance process that we
implemented on S/4.”

Central Payments and Treasury was selected as a critical gateway to moving other
business areas to the new target infrastructure, for example, purchasing. It was
also an ideal test ground for the migration process from ECC to S/4HANA as
Alliander’s cash management processes operate in relative isolation, therefore
presenting a lower risk of collateral damage across other business operations
when the department moved to the new system. ''Treasury and Central Payments is
at end of the of the source-to-pay and order-to-cash process—it’s paying our
invoices and collecting money,” explains Guido Tabor, Digital Lead Finance at
Alliander. “This means it could be moved to the target architecture without
impacting other areas.”

GREENFIELD OR BROWNFIELD?

The two most common pathways to SAP S/4HANA are a greenfield approach and a
brownfield approach. For a brownfield migration a company’s existing processes
are converted into the new architecture. In contrast, the greenfield alternative
involves abandoning all existing architecture and starting from scratch. The
second is a far more extensive process, requiring a business to often make
wide-ranging changes to work practices, reengineering processes in order to
optimally standardize their workflows. As Alliander’s business had changed
significantly over the period of running SAP ECC, they recognized the benefit of
starting from a clean slate, building their new ERP system from scratch to meet
their future business needs rather than trying to retro fit their existing
system into a new environment.

“We really wanted to bring it back to best practices, challenging them and
standardizing our processes in the new system,” adds Thijs. “In the old way, we
had some ways of working that were not standard. So, there were sometimes tough
discussions, and we had to make choices in order to achieve standard processes.”

A COLLABORATIVE APPROACH

While the potential benefits of greenfield migrations are substantial,
untangling legacy processes and building a new S/4HANA system from scratch is a
complex undertaking. Success hinges on the collaboration of various
stakeholders, including experts with understanding of the inner workings of the
SAP architecture.

“From the very beginning, we didn't see this as an IT project,” Guido says. “IT
was involved but also the business - in this case, finance from a functional
perspective, and also Zanders and the Alliander technical team. It was really a
joint collaboration.”

Zanders worked alongside Alliander right from the early stages of the Central
Payments and Treasury project. ­From helping them to strategically assess their
treasury processes through to planning and implementing the transition to SAP
S/4HANA. Having worked with the business previously on the ECC implementation
for Central Payments and Treasury, Zanders’ knowledge of Alliander’s current
environments combined with their specialist knowledge of both treasury and SAP
S/4HANA meant the team were well placed to guide the team through the migration
process. The strength of the partnership was particularly important when the
timing of the deployment was brought forward.  

“Initially we wanted to go live shortly before quarter close” Guido recalls
“Then at the beginning of January, we had a discussion with our CFO about the
deployment. With June 1 being very close to June 30 half year close, we decided
we didn't want to take the risk of going live on this date, and he challenged us
to move it back to the middle of May.”


WHAT BECAME REALLY IMPORTANT WAS HAVING A PARTNER [ZANDERS] WHO HELPS YOU THINK
OUT OF THE BOX. WHAT'S THE POSSIBILITY? HOW CAN YOU DEAL WITH IT? WHILE ALSO
BEING AGILE IN SUPPORTING ON FAST CHANGES AND EVEN FASTER SOLUTIONS.

Guido Tabor, Digital Lead Finance at Alliander.

ADOPTING A 'FIX IT' MINDSET

With the new deadline set, the team were encouraged by the CFO to adopt a ‘fix
it’ mindset. This empowered them to take a bold, no compromises approach to
implementation. For example, they were resolute in insisting on a week-long
payment freeze ahead of the transition, despite pleas for leniency from some
areas of the business. This confident, no exceptions approach (driven by the
‘fix it’ mentality) ensured the transition was concluded on time leading to a
seamless transition of Central Payments and Treasury to the new S/4HANA system.

“This was a totally new perspective for us,” says Guido. “With go live processes
or transitions like this, there will be some issues. But it didn't matter what,
it didn't matter how, we just had to fix it. What became really important was
having a partner [Zanders] who helps you think out of the box. What's the
possibility? How can you deal with it? While also being agile in supporting on
fast changes and even faster solutions.”

Central Payments and Treasury project went live on S/4HANA in May 2024, on time
and with a smooth transition to the new system.

“I was really happy on the first Monday after go-live and in that early week
that there weren't big issues,” Guido says. “We had some hiccups, that's normal,
but it was manageable and that's what is important.”

This project represented an important milestone in Alliander’s transition to SAP
S/4HANA. Successfully and smoothly shifting a core business process into the new
architecture clearly progressed the company past the point of turning back. This
reinforced momentum for the wider project, laying robust foundations for future
phases.

To find out how Zanders could help your treasury make the transition from SAP
ECC to SAP S/4HANA, contact our Director Marieke Spenkelink.




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 * SOLUTIONS
   * By Role
     * CEO & Board
     * CFO
     * CRO & risk manager
     * Corporate treasurer
     * Financial controller
     * Political decision maker
   * By Need – Risk
     * Assess my risk
     * Mitigate my risk
     * Manage my risk
     * Optimize my upside
   * By Need – Treasury
     * Benchmark my treasury
     * Transform my treasury
     * Digitize my treasury
     * Manage my treasury
   * By Need – Technology
     * Benchmark my technology
     * Optimize my process
     * Implement my systems
     * Manage my technology
 * EXPERTISE
   * Treasury
     * Treasury Strategy
       * Strategic Benchmarking
       * M&A integration & divestments
     * Treasury Digitalization
       * Blockchain & DeFi
       * Machine learning & AI
       * Robotic process automation
     * Treasury Operations
       * Cash management & cashflow forecasting
       * Inhouse bank & payments
       * Managed services
     * Treasury Resilience
       * Corporate finance
       * Enterprise liquidity management
       * Working capital management
     * Treasury Transformation
       * Technology implementation
       * Technology selection
   * Risk
     * Risk Strategy
       * Policy & governance
       * Risk appetite framework
       * Climate risk & ESG
     * Risk Transformation
       * Process optimization
       * Selection & implementation
     * Risk Management
       * Financial risk
       * Credit risk
       * Non-financial risk
     * Risk Data and Analytics
       * Blockchain & DeFi
       * Machine Learning & AI
       * Valuation services
     * Risk Modeling
       * Banking book
       * Credit risk management
 * SECTORS
   * Corporates
   * Banks
   * Central Banks
   * Asset Managers
   * Insurance
   * Funds
   * Private Equity
   * Regulators
   * Government
   * Public Sector
   * NGOs & Charities
   * Social Housing

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 * CONTACT
   * Contact Us


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IS NOW PART OF ZANDERS



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