Case Study | Change Management for ERP Transformation in Automotive
An automotive industry leader in Germany sought to implement SAP S/4HANA across multiple regions, as part of a comprehensive digital transformation. This ERP transformation rollout required a sophisticated change management approach to ensure operational continuity, effective stakeholder alignment, and a well-prepared workforce. The project impacted over 20 departments, including manufacturing, supply chain, and logistics, each critical to maintaining production schedules and customer commitments.
The company needed a consultant who could handle a complex, multi-national transformation with a data-driven, structured approach. The consultant’s task was to align key stakeholders, guide team leads, and mitigate resistance among employees to minimize disruptions across the organization’s North American and European operations.
The company engaged Consultport, which provided a shortlist of five consultants specialized in change management and ERP transformation within 48 hours. After several rounds of interviews, the client selected a consultant with 5 years of experience in ERP transformation, particularly SAP S/4HANA, within the automotive and manufacturing industries.
The selected consultant had a proven track record of managing large-scale, high-stakes ERP rollouts across multi-regional settings. Previous roles had included leading change initiatives for Tier-1 automotive suppliers and managing a comprehensive SAP implementation at a global logistics firm. This consultant brought a strong blend of technical ERP knowledge and practical experience in workforce training.
After having conducted a comprehensive stakeholder mapping to build a clear communication pipeline, the consultant developed a structured approach for the company-wide ERP transformation:
Change Impact Assessment and Process Mapping
A detailed change impact assessment was carried out, focusing on the business functions most affected by SAP S/4HANA, including manufacturing workflows, logistics coordination, and data management processes. By quantifying the expected impact on each function, the consultant was able to pinpoint areas for intervention and allocate resources accordingly.
Targeted Training Program for Team Leads
To support the ERP transformation, the consultant developed a structured training program for 160 team leads. Training modules were customized to address both the technical aspects of SAP S/4HANA and the practical skills needed to support team members through the change. Sessions incorporated role-based scenarios and examples reflecting day-to-day operations in the automotive industry.
Weekly Monitoring and Support System
During the SAP S/4HANA rollout, the consultant implemented a weekly monitoring system to track progress and address emerging issues. Weekly review sessions with deployment teams were organized to ensure real-time adjustments based on feedback from team leads. This monitoring approach allowed the company to identify and resolve minor issues quickly, preventing delays and keeping the project within scope and budget.
Post-Implementation Analysis and Knowledge Transfer
Following the rollout, the consultant conducted a post-implementation review to assess the impact of the change management strategy. Detailed documentation of best practices and recommendations for improvement were handed over, ensuring that the organization had a solid framework for future transformations.
At the end of the project, the client received clear guidelines and support to move from pilot to rollout, while maintaining all the stakeholders aligned:
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