Why strategic planning and process modernisation are now becoming mandatory.

What you need to consider when switching to S/4HANA. A practical guide.

Migrating to SAP S/4HANA is more than a system change. For many organisations, it’s the point at which they modernise processes, improve data quality, and set up logistics so that automation, real-time transparency, and scalable operations genuinely work.

In this article, we outline the steps you should consider before and during the migration, the decisions that most often determine success or unnecessary friction — and how status C supports you specifically in logistics and intralogistics.

Our authors and experts

Pascal Contursi

Business Development & Digital-Marketing

Author

Matthäus Gnilka

SAP consulting and development

Expert
Last updated on 26.02.2026

SAP S/4HANA conversion: Why this topic should be on the agenda now.

Many companies only start the project when the pressure becomes too great. In practice, it is worth planning earlier – because the changeover involves not only technical risks, but above all organisational and procedural ones.

Based on over 25 years of successfully completed logistics projects, the following are the typical drivers:

  • Timeline: Mainstream maintenance for SAP Business Suite 7 (incl. ECC) runs until end of 2027, with optional extended maintenance until end of 2030.

  • Platform: S/4HANA runs only on SAP HANA — which fundamentally changes architecture, operations, and sizing.

  • Data model (specific): ACDOCA (Universal Journal) consolidates FI/CO; MATDOC/NSDM reshapes inventory reporting — relevant for custom reports, interfaces, and validation/audit logic.

  • Real-time & automation: In-memory performance enables analytics closer to the process; in intralogistics this is why a robust end-to-end integration (order → warehouse → inventory → shipping) matters — including clean exception handling.

Your direct line to us!SAP S/4HANA from status C

Before discussing migration tools or project plans, you need a clear target vision – ideally formulated in clear logistics KPIs:

  • Throughput (units/lines per hour): What should run measurably faster after the changeover than it does today?

  • Process stability (malfunctions/stoppers per day, recovery time): Which processes must remain stable – even during peaks?

  • Error rate (picking/packing errors, rework, returns): Where can errors not be "slipped through" – and where do they occur today?

  • Real-time capability (latency until inventory/status update): Where do you need real time – and where is a time delay no longer sufficient?

  • Scalability (peak factor, ramp-up time, new storage areas/locations): Which processes need to be able to grow without complexity exploding?

  • Value contribution of logistics (service level/OTIF, throughput time, tied-up capital): What role should logistics play as a value driver in the target vision?

In intralogistics in particular, this target vision determines whether you will simply "somehow migrate to S/4HANA" later on – or whether the changeover will result in a real leap in performance.

Define early on which key figures you want to improve (e.g. throughput, error rate, inventory accuracy, process stability).

Matthäus Gnilka

Senior SAP consultant, status C AG

"Those who view S/4HANA as a pure IT upgrade are merely digitising their inefficiencies. Instead of using the new levers for real-time data, they are cementing expensive legacy systems for the next decade."

The big decision: greenfield, brownfield or selective data transition?

Choosing the right path is crucial in determining whether S/4HANA remains merely a new technical shell or becomes a real driver of efficiency for your logistics. Here are the three approaches in detail:

1. Greenfield (reimplementation)

A radical new start for a clean target vision. You are completely rebuilding S/4HANA (and EWM, if applicable) – with standard-based processes and a conscious redesign of your system landscape.

  • Typical triggers: Historically developed systems with many special cases, the desire for strict "fit-to-standard" compliance, or the need to completely reorganise organisational units and interfaces.

  • Advantages: You achieve maximum consolidation, a high degree of standardisation and a clean target architecture (e.g. a seamless EWM design).

  • Risks: Do not underestimate the high change management effort and the time required for process decisions and test design.

  • Logistics focus: Ideal when warehouse processes need to be rethought anyway (e.g. when scaling automation or new material flow logic).

2. Brownfield (System Conversion)

The evolution of your stable core. Your existing system will be technically converted to S/4HANA. Many processes will remain unchanged for the time being, while you decide specifically what needs to be cleaned up and modernised.

  • Typical triggers: Stable ongoing operations, high time pressure (e.g. due to the end of maintenance) or the desire to carry out the transformation in stages (first technology, then UI/processes).

  • Advantages: The fastest "time-to-S/4" with minimal disruption to day-to-day business; improvements such as SAP Fiori can be flexibly planned in waves.

  • Risks: There is a danger of simply carrying over expensive legacy issues (custom code, special processes) and poor master data quality.

  • Logistics focus: Only works smoothly if end-to-end processes (order → dispatch) are tested at an early stage, including all interfaces.

3. Selective Data Transition (Hybrid)

The hybrid-way through targeted selection. This approach combines a selective restart with the targeted transfer of relevant data and organisational units.

  • Typical triggers: System consolidations or carve-outs where you want to "clean up without starting from scratch" while simultaneously retaining a defined data horizon (history).

  • Advantages: A good balance between a clear target image and the inclusion of important historical data while reducing ballast.

  • Risks: Requires a very high degree of clarity in cutover rules, as selective transfer of legacy systems can often lead to unforeseen dependencies that massively increase implementation costs.

  • Logistics focus: Particularly effective when warehouses or locations are to be transformed step by step – but requires a crystal-clear cutover plan.

This is what a greenfield approach looks like in real life.

Readiness check and simplification: the technical inventory before the project starts.

Before budgets are set, an analysis of the system landscape is essential. It’s about technology and business value:

  • Custom code: The Readiness Check primarily validates syntax and technical compatibility. Whether code is actually redundant only becomes clear through a usage analysis. Important: Valuable legacy code often contains deep process know-how and should be preserved deliberately rather than deleted blindly.

  • Data volume (DB sizing): This refers to database storage footprint. Because HANA runs in-memory, consistent data hygiene translates directly into lower hardware costs.

  • Simplification items: This term describes functional changes or replacements compared to the former ECC standard. A few critical items (such as Business Partner/CVI) often account for the majority of adaptation effort.

Transformation succeeds only if IT and the business work as one. While IT modernizes the platform, the business streamlines processes and removes ballast — in the end, both benefit from stable systems and more efficient operations.

Master data: the underestimated game changer.

S/4HANA is far less forgiving of poor data quality. And in logistics, the rule is simple: if master data isn’t right, automation just creates faster chaos.

Practical tip: Plan data cleansing and data ownership as a dedicated workstream — not as a last-minute task right before go-live.

Migration rarely fails because of code — it usually fails due to data quality in four critical areas:

Material master & packaging (handling units):

  • Risk: Missing weight and volume data (L/W/H) prevents functions such as cartonization and freight optimization.

  • Impact: Up to 20% higher freight costs (due to incorrect dimensional weight) and a major drop in packing performance if employees have to select cartons manually.

Batches & serial numbers:

  • Risk: Historically grown batch logic is often incompatible with the new EWM standard.

  • Impact: Loss of end-to-end traceability. In the worst case, a sales stop can occur if goods cannot be clearly identified in the system.

Warehouse strategies & inventory:

  • Risk: Automated warehouse technology and S/4HANA EWM are not forgiving when it comes to errors.

  • Impact: Incorrect master data can cause physical disruptions (e.g., a crash in a shuttle system). In addition, legacy inventory-counting concepts often need to be redefined from scratch (as old transactions are retired).

Business Partner (customers/suppliers):

  • Risk: The mandatory switch to the Business Partner model (CVI) ruthlessly exposes duplicates and dirty data.

  • Impact: This is the #1 delay risk in the pre-project phase. Without clean golden records, go-live isn’t possible.

The S/4HANA impact at a glance

Increased picking efficiency

Analyses from EWM projects show an average increase in picking process efficiency of 20–40% thanks to optimised routes and RF-supported processes.

Improved delivery reliability

In combination with process digitisation and automation, delivery date compliance was improved by up to 50%.

Reduction in stock levels

Studies on optimising the supply chain through integrated systems such as S/4HANA point to the potential for reducing inventory levels by up to 50%.

Higher space utilisation in the warehouse

The use of SAP EWM and optimised storage strategies can achieve space savings of 10–15%.

Increased employee productivity

IDC analyses show that managing ERP resources with S/4HANA takes less time, resulting in an approximately 19% increase in productivity for IT teams.

S/4HANA integration, cutover and go-live.

SAP S/4HANA only offers advantages if processes function seamlessly – from order to inventory posting.

This is often the most sensitive area in intralogistics:

  • Real-time inventory management vs. delays caused by interfaces

  • Process logic: Who controls what – SAP, subsystem, middleware

  • Fault tolerance: What happens in the event of malfunctions? How robust is the scenario?

This is precisely where status C adds value: we view the transition not only as an ERP project, but as an end-to-end logistics system – including the integration of automation and warehouse technology.

Many projects are close to completion – and then lose unnecessary time due to unclear cutover planning.

An example sequence of events:

  • 6–8 weeks in advance: Scope + E2E test cases fixed

  • 4–6 weeks in advance: Code freeze

  • 2–3 weeks in advance: Config freeze

  • 1 week in advance: Master data "light" freeze

  • 24–48 hours in advance: Transaction freeze / cutover

  • Tests: 2 waves (SIT + UAT), optional 1 dress rehearsal

  • Hypercare: 1–2 weeks intensive, then 2–4 weeks stable

How status C supports you in the S/4HANA conversion

status C provides support where change becomes truly critical:

Target vision & architecture for logistics/intralogistics

  • Selection and implementation of the appropriate transformation strategy

  • EWM and warehouse strategy (including WM transition paths)

  • Integration of automated systems into SAP processes

  • Stabilisation of end-to-end process chains (testing, cutover, hypercare)

Our claim: Not just "S/4HANA-ready", but logistics-ready – with stable, real-time-capable processes that support growth and automation.

Let us discuss your S/4HANA project without obligation.

Have you considered everything? Take the quick check!

S/4HANA is a strategic logistics program.

If you treat S/4HANA as a pure IT upgrade, you leave potential on the table. If you use the transition as an opportunity to simplify processes, improve data quality, and integrate intralogistics in a future-proof way, you win.

Here’s the rapid run-through — a checklist-style guide:

  • Why S/4HANA — why now? Have you clearly defined drivers, timing, and priorities (future-proofing, standardization, automation)?

  • Target picture over gut feeling: Have you defined what should be better after the transformation (KPIs, process goals, target architecture)?

  • Transformation approach: Greenfield, Brownfield, or Selective Data Transition — is your choice well justified (risk, speed, change effort, logistics operations)?

  • Readiness & simplification: Have you evaluated Readiness Checks/Simplification Items and prioritized by business impact (not just “worked through”)?

  • Master data & governance: Do you have a dedicated workstream for data quality, ownership, and cleansing — started early enough?

  • Warehouse strategy: Have you made a clean decision on WM / SRM / EWM that fits your target architecture (complexity, scalability, automation)?

  • Intralogistics integration: Are interfaces, control logic, and exception scenarios designed end-to-end (order → warehouse → inventory → shipping)?

  • Cutover & go-live: Do you have runbooks, a freeze plan, end-to-end tests, peak scenarios, and hypercare — with a logistics-first focus?

  • Partner & delivery: Is it clear who delivers which deliverables (target picture, integration concept, testing/cutover) — and how status C reduces your load?

If you’re planning — or already deep in delivery — talk to us. We’ll help you structure the critical workstreams properly and turn logistics from a risk factor into a success driver.

Read here to find out how we bring SAP S/4HANA to life:

May 7, 2026

The action framework of status C Connected Warehouse

The action framework in the Connected Warehouse is more than just a technical feature: it makes warehouse processes modular, reusable and customisable – across all applications.

With constant process logging in the SAP application log, processes become traceable and support cases can be resolved more quickly. At the same time, customer-specific requirements can be added without modification, without changing the standard code base.

This creates a robust, maintainable and scalable process architecture for SAP EWM-based warehouse control with status C.

February 26, 2026

Guide to switching to SAP S/4HANA

The S/4HANA conversion is much more than a system change – it is the strategic lever for modernising processes and aligning logistics with real-time transparency. It bundles all procedural decisions into a clear, future-proof transformation path.

Through in-depth readiness analyses and simplification assessments, risks can be managed in a targeted and stable manner – without carrying expensive legacy issues into the future.

Together with status C, this creates a secure, efficient and scalable target architecture that facilitates the transition, accelerates processes and enables future-proof warehouse control.

January 14, 2026

CubeDeploy: The new AutoStore update tool for fast, secure and cross-location rollouts

With CubeDeploy, AutoStore is entering a new era of software deployment: updates are faster, more secure and fully automated – without downtime and without manual effort. A single installer keeps the entire system up to date worldwide and ensures maximum stability and IT efficiency.

In combination with status C store:IT, a perfectly coordinated connection between AutoStore and SAP is created – for smooth processes, maximum availability and an automation landscape that remains effortlessly scalable.

Frequently asked questions about the SAP S/4HANA conversion (FAQ)

Why is it necessary to switch to SAP S/4HANA now?

The most important driver is SAP's timeline: mainstream maintenance for SAP Business Suite 7 (ECC) will definitely end at the end of 2027, with optional extended maintenance available until the end of 2030. Beyond the maintenance periods, S/4HANA is the basis for real-time transparency, process automation and scalable operations in intralogistics.

What is the difference between greenfield, brownfield and selective data transition?

These terms describe the three common migration paths:

  • Greenfield: A complete reimplementation, ideal for dismantling legacy systems and focusing on fit-to-standard.

  • Brownfield: A technical system conversion that largely preserves existing processes and minimises the risk to ongoing operations.

  • Selective data transition: A hybrid approach in which specific data and processes are transferred to achieve a clean target architecture without a complete restart.

What is behind the SAP Readiness Check and Simplification Items?

The Readiness Check is a technical and functional inventory of your system to identify risks associated with add-ons, custom code and the sizing of the SAP HANA database. Simplification items describe specific functional changes in S/4HANA (e.g. the new ACDOCA or MATDOC data model) that often require far-reaching process decisions.

Which risk areas are particularly critical in logistics?

In practice, the biggest hurdles often arise in data quality and logic conversion:

  • Material master data: Missing packaging or handling information.

  • Business Partner (CVI): The obligation to convert debtors/creditors to the central business partner.

  • Warehousing strategies: The adaptation of warehousing and inventory concepts to the new S/4HANA logic.

How much does an S/4HANA conversion cost?

The investment required for an SAP S/4HANA migration cannot be quantified in general terms. The costs depend largely on your individual circumstances, such as:

  • The migration strategy chosen (greenfield vs. brownfield).

  • The complexity of your existing custom code and the number of interfaces.

  • The quality of your master data and the desired process depth. A thorough readiness check is the first step in establishing a reliable budget for your specific project.

What does the new data model (ACDOCA & MATDOC) mean for my reporting?

The Universal Journal (ACDOCA) consolidates financial data (FI/CO) in a single table, while MATDOC fundamentally changes inventory reporting. This enables real-time evaluations, but at the same time requires you to adapt your existing custom reports and validation logic.

What role does SAP Fiori play in the S/4HANA conversion?

SAP Fiori is the modern user interface of S/4HANA and replaces the classic SAP GUI. While a technical migration (brownfield) often retains the existing interfaces at first, Fiori enables role-based, mobile access and significantly more intuitive operation. This is a key factor for user acceptance and process acceleration in logistics.

S/4HANA Cloud or on-premises: which model is better?

There is no "right" or "wrong" answer here. The public cloud offers maximum standardisation and rapid innovation, while private cloud or on-premises solutions allow more freedom for customisation. The decision depends heavily on your IT strategy, compliance requirements and the desired level of process standardisation.

Why is the switch to SAP Business Partner (CVI) mandatory?

In S/4HANA, there is no longer a separation between accounts receivable and accounts payable in the master data; everything is controlled via the business partner. Since this customer vendor integration (CVI) is a technical prerequisite for the system launch, the clean-up of master data and duplicates should be one of the first sub-projects to be started.

How long does a typical S/4HANA migration project take?

The project duration varies depending on the approach. While a purely technical conversion (brownfield) can often be completed in 6 to 12 months, comprehensive redesigns (greenfield) usually take significantly longer due to the high change management requirements and process decisions involved.

Further sources