The municipal utilities of a German metropolis had taken over the local grid operator from an energy company. The company was now faced with the task of developing new processes and products in order to establish the greatest possible depth of added value that would enable a sustainably profitable business - and at the same time ensure the climate neutrality targeted for 2035. The interim manager was entrusted with the management of the complex future project.
Leadership convinced to invest in an ERP system
After the initial analysis of the situation and processes, it was clear to the interim manager that fundamental changes would be needed to achieve the transformation goals. In particular, the outsourced company lacked transparency, efficiency and digitalization. The interim manager convinced the management that an ERP system was essential in order to be able to make reliable decisions for the development of processes, products and services.
Setting up the project team and ERP tendering driven forward in parallel
After the supervisory board had approved a seven-figure sum for the investment, the interim manager began to set up the project. One of the challenges was that the company had no expertise in ERP systems and hardly any experience in setting up and managing digital projects. The expert in operational excellence with experience in the energy industry and digitalization therefore took on several tasks in parallel.
HR provided intensive support in building up ERP expertise
In order not to lose any time in setting up the project team, the interim manager provided intensive support to the HR department in setting up the project team: he drew up the job descriptions, accompanied job interviews and ensured that the project team quickly found an efficient project organization.
At the same time, the interim manager pushed ahead with the tender for the ERP system. Ultimately, the company selected SAP (S/4 Hana, Success Factors) as the ERP system - also on the recommendation of the interim manager and the project team.
Processes developed and described for implementation in the ERP system
The interim manager then worked with the project team to drive forward the implementation of the ERP system. In collaboration with the specialist departments, the specifications for the modification of the SAP modules were created - for the commercial processes as well as for HR.
Extensive test runs ensured the stability and quality of the new processes. The go-live went off without a hitch.
Successful introduction of the ERP system creates the necessary transparency
With the ERP system, the municipal company now has a tool that provides the energy network operator with the necessary transparency and enables reliable decisions based on data and facts.
The implementation of the ERP system was just one of several projects that the interim manager successfully managed as part of his two-year mandate between 2022 and 2024.
