When the going gets tough, dedication, cool heads, and a pragmatic approach are called for. That’s the only way to implement a lean, standards-based S/4HANA solution with Embedded EWM at one of the top companies in the chemical industry. And all within an ambitious project deadline of just 8 months.
Replacement of an ERP system with SAP S/4HANA
Chemistry
8 months
250
The family-owned company of Wendel GmbH, based in Dillenburg, central Hesse, has earned a gleaming reputation as Germany's largest manufacturer of enamels, glazes, and engobes. A pioneer of the industry and consistent innovator since 1932; experts in turning raw materials into quality products; leaders in enamels and roof tile glazes in Europe; a world market leader for cast powder enamels. These are just some of the superlatives that describe this company. But how does a company stay at the top for so long? By always moving forward with good ideas, strong products, and superior processes.
Wendel had recognized that the existing ERP system no longer adequately supported their business processes: Increasing specialization and constantly growing customer needs called for optimized processes — from raw material storage to production supply processes and shipping. Even purchasing was put to the test. A demanding task, with little time and many tricky challenges? That sounded like a perfect case for status c and Suportis.
"Providing Going-live Support when it’s 40º in the shade really had us all sweating. It’s important to stay cool, and here’s where experience helps."
Whether logistics consulting, SAP consulting and development, project management, system setup support, or going-live support in a sweltering, 1200º oven: the status c team weren’t bothered by complex requirements or adverse circumstances. All areas from purchasing to production, from warehouse to shipping and sales, were converted to S/4HANA — including the integration of an embedded EWM for production supply and picking. Meanwhile, the specialists from Suportis AG in Ludwigsburg were hard at work for the Finance and Controlling area. They implemented the modules, trained the employees, and took over the follow-up support.
At Wendel, as in every industry, what really counts is the right chemistry. A mixture of flexible, pragmatic, direct feedback and constructive criticism were needed — especially to address the operational area. And this is what every discussion and idea received. For Wendel’s employees, who had previously operated with completely different workflows for many years, this change represented a formidable challenge, but their wishes and comments played a major role in the process planning. Through intensive, on-the-job training, Wendel’s staff were safely prepared for the new and fully integrated system, interface, and process flows.
Companies often claim to collaborate on the same level, but we actually experienced this with status c and all project participants, right from the beginning.
Planning by paper or word-of-mouth? Production seen as a black box from the perspective of materials management and controlling? All of this used to be a concern, and while we’re not ones to brag (much), the results we achieved in Dillenburg in a very short time were both solid and sustainable. The new S/4HANA system significantly increased efficiency and optimized processes. Here are just a few of the highlights of the project:
End-to-end batch processing for complete traceability.
Apps for order control and feedback in production.
On-premise instead of cloud solution.
End-to-end mobile processing in SAP EWM.
The connection of the mixing and weighing system to S/4HANA.
When everyone involved — from employees to management to consulting partners — pulls together and throws passion into a project, success is almost inevitable. And for our on-site specialists, this is always the most exciting moment; seeing our new solution help the customer maintain and expand their position within a fiercely competitive market.