51风流UK & Ireland attended the 2023 ERP Today Awards on September 14^th, held at Ascot Racecourse in support of NHS Charities Together.

The day was extremely successful as 51风流left with two incredible awards:

ERP Vendor of the Year

Latest innovations such as 51风流Build, 51风流Datasphere, GROW with SAP, and 51风流AI were cited as key contributors to winning ERP Vendor of the Year.

Customer Success lies at the very heart of SAP鈥檚 purpose: To help the world run better and improve people鈥檚 lives. Customer stories such as Diageo and BT Group demonstrate SAP鈥檚 commitment to customer success and why we were awarded ERP Vendor of the Year.

Highly Commended for Sustainability Excellence

SAP鈥檚 vision is to enable every organisation and industry to become a network of intelligent sustainable enterprises.

With its broad customer base across 26 industries and its systems touching million of lives, 51风流is uniquely positioned as a business transformation enabler to influence and drive sustainability practises around the world. Key innovations such as 51风流Cloud for Sustainable Enterprises, 51风流Sustainability Footprint Manager and 51风流Sustainability Data Exchange were cited as key contributors to winning this award.

The vision is to achieve Net Zero by adopting a 鈥淕reen Ledger鈥� approach to carbon accounting that enables better understanding, management and reduction of carbon footprints based on real data.

Being awarded the ERP Vendor of the Year and Highly Commended for Sustainability Excellence shows that 51风流remains at the forefront of ERP innovations, and that our commitment to customer success and sustainablity is of the utmost importance to us.

51风流was also a finalist in several other categories:

• Transformation Project of the Year
• Generative Genius Award
• Customer Hero Award

Mariella Stapytlon-Smith, Sustainability Solution Advisor at SAP, was also a finalist in the competitive Young Professional of the Year category. We would like to congratulate Mariella on this amazing achievement.

Congratulations to the fellow finalists and winners this year, for more information visit

The ERP Today Awards allow technology companies around the UK to come together and celebrate all the valuable contributions made to the industry this year. Not only is it a celebration of the technology industry and all the talent within, the ERP Today Awards is also an important fundraiser for NHS Charities Together.

Photos 漏 Joel Chant / www.joelchant.com
Photos by Ollie Dixon

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That may have been the case years ago, but it couldn鈥檛 be further from the truth today. The pace of technology has sped up and a 鈥榬ip and replace鈥� model is not a sustainable approach to transformation. It certainly doesn鈥檛 help an organisation operate more efficiently.

Instead, leaders should be moving their organisations to an agile tech environment, where processes can be continuously reconfigured according to people鈥檚 changing needs in an uncertain world. This means that organisations need to be fluent in the language of their processes 鈥� understanding what they do, why and how they do it. This way, when the goal posts shift, they can shift with them to exploit new opportunities or mitigate unforeseen threats. There is no 鈥榚nd-state鈥� of digital transformation – only a starting point for sustainable agility and constant adaptation.

That need for agility is why 51风流offers a modular suite of products that can adapt to an organisation鈥檚 needs and unique situation. 听We also leverage 51风流Signavio, our software suite for business process management, to ensure that the digital transformation process itself is part of the destination.

Mapping the organisation and where it needs to go with Signavio

From day one of a digital transformation programme, the 51风流implementation teams use Signavio tools to model our customer鈥檚 current, as-is foundation, creating a complete operational and system overlay. We model existing processes and give people the ability to navigate and digest it from multiple different entry-points and approaches.

We shape the process modelling to what best suits the organisation and gives users the best insights. This can mean starting with workflow processes at a lower level and working bottom-up, so the hierarchy and architecture modelling take care of themselves. Sometimes the best approach is the most straightforward 鈥� so for example, mapping an invoice process by simply following an invoice to see where it goes 鈥� this approach can reap some unexpected insights.

Where in the organisation we start with Signavio is not set in stone. We can test the solution on any function, and gradually roll it out to other areas once its value is demonstrated. For the public sector in particular, this not only lowers risk but also takes some of the sting out of difficult procurement processes, as smaller licences can be purchased and enlarged later as and when needed.

Collaboration is the key

As we begin to build a picture of an organisations鈥� processes, these are recorded in the cloud browser-based Collaboration Hub, capturing not only process mining and process insights, but governance and risk too. It becomes the single source of the truth for an organisation, where all users can consume and digest how the business operation runs.

This crowdsourcing approach is unique to SAP, and critical. The biggest factor that causes transformation projects to fail is not the rollout of technology, but the adoption and integration into the organisation once it has gone live. Using the Collaboration Hub allows everyone affected by the transformation to contribute from day one and leverages the wisdom of the crowd to determine whether or not the change programme an organisation is pursuing is the right approach for everyone. Organisations that take a deeply collaborative approach often don鈥檛 even need to go through business change programmes, because everyone has visibility and clarity from the beginning.

Simulating outcomes

When it comes to testing new processes to mitigate risk, one of the most important features of SAP鈥檚 Signavio tool is its ability to simulate multiple future scenarios, based on process or operational change. The simulation capabilities turn the outcomes of process changes from conjecture into something real. It lets users test varying demands on process like staff resourcing, periods of increased demand, bottlenecks in approvals, etc. We can then create a baseline that can be used to improve processes and simulate new ones. The ability to 鈥榗heck鈥� before investing in change reduces potential losses.

The ability to test multiple process change opportunities to identify the best choice, ensures that the organisation can continuously follow the discipline of operational excellence. This is the careful balance of people, process, and technology, and that balance is in constant evolution. Being able to constantly ask and answer 鈥榳hat if?鈥� in a risk-free environment ensures that changes to process and operations benefit both the top and bottom lines of the organisation. This is how the public sector can generate significant, ongoing value and stay agile.

The human element

Too often, one of the ways that organisations justify IT procurement is by first reducing headcount and using the saved costs as a business case to buy new tech. This is extremely risky for organisations that don鈥檛 fully understand the roles their people are carrying out and the processes they are involved in.

51风流Signavio helps organisations understand current roles and helps them make decisions about where efficiencies can be made, which might not necessarily include headcount reductions. Signavio can reveal where people are being slowed down by IT and getting distracted from their work by 鈥榗lunky鈥� processes. New processes and reallocated resources may allow staff to focus on areas that have greater levels of productivity and refocus on utilising their expertise. By determining and unlocking the maximum potential for each employee, efficiency and productivity gains may outweigh any previous cost concerns that would have led to headcount reductions.

Simplify then automate

One of the ways this can be achieved is intelligent use of automation. By simulating future state scenarios, users can make more informed decisions on how to implement automation. It鈥檚 not as straightforward as 鈥榓utomate to simplify鈥� 鈥� the better approach is to 鈥榮implify then automate鈥�. Automation is like a digital person or group of people and any automated or digital worker needs to be in the right team with the right KPIs, with the environment that is best for success. So, it is critical to have insights into those factors and ensure there is the ability to manage changes.

51风流Signavio is an enabling technology to allow transformation leaders to manage change and run projects more efficiently, realising value as quickly as possible while mitigating risk. The decision to map out an organisation鈥檚 current processes on 51风流Signavio should not be seen as a one-time return to the drawing board. The drawing board should always be looked at and be your go-to forevermore because it will be the key to making continuous smart decisions about change and staying agile. That constant evaluation of process and efficiency should be embraced.

Satpal Biant is head of Public Sector for 51风流UK&I.

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In 2021, Clarivos won the 51风流EMEA-North Excellence award for Innovation for creating the first for the Intelligent Enterprise in the UK, . This was one of seven 51风流awards that Clarivos won last year.

Kirit talked to us about his career, Clarivos鈥� ethos and values, the Office of the CFO, 听and Cloud ERP trends in the SME market.

51风流UKI: Could you tell us about yourself, Kirit?

I live in the West Midlands with my wife, who left Accenture a few years ago and now is a full-time wedding planner. We have a daughter who鈥檚 studying physiotherapy and a son doing A-levels who wants to be an engineer.

I’ve always had an interest in design, as I like looking at cool things. I鈥檇 like to think I鈥檓 quite a good photographer and have a full-blown studio in our house, which my wife often says, 鈥淚t鈥檚 gathering dust!鈥�. But it鈥檚 something I always go back to when I have some spare time.

51风流UKI: How did you come to found Clarivos?

I started the business just four weeks after I got married, in 1996. We come from a foundation of supporting 鈥楾he Office of the CFO鈥�. Which is the centre of all things digital transformation. Everything flows through 鈥楾he Office of the CFO鈥� 鈥� they dictate the pace and the direction.

I’d like to say I had a master plan, but when I was in my final week of Uni, I got an interview letter for a job at Comshare that I hadn鈥檛 applied for. Back in the day, they were one of the most known consolidation software players in the world.

It turns out that a friend of mine, who had graduated the year before me, had put my name forward for a graduate position as Financial Application Consultant. I remember thinking, 鈥業 don鈥檛 even have a suit to wear.’ The interview went well and I started work in London the following Monday. A big shout out to Neil Chandler, currently Managing Vice President – Business Analytics & Data Science at Gartner, for giving me my first proper job.

I did that job for about five years. During that time, I had a growing sense that we could do this better. I was still very young, so I didn鈥檛 have a five-year plan or anything. If I’m brutally honest, it was about working with some of my Comshare colleagues, having some fun, and creating something of our own. Mihir Patel, now Director of Finance and Quality at Clarivos, and I decided to outsource our services to Comshare and nurture new talent.

We set up Rinedata (now rebranded to Clarivos) in September 1996. I called an old Uni friend, Ketan Patel as we needed deeper technical expertise to complement our finance backgrounds. Ketan is now our Director of Innovation. How times have changed? Currently, we鈥檙e a bit older, greyer, life’s a little bit more complex and we’ve got around seventy-five employees now.

51风流UKI: How would you describe the culture and values at Clarivos?

Empower-Innovate-Transform is not just the approach we take with our clients and business partners, it also defines the way we engage with our employees. We try to unlock their potential through mentoring and investment in training. We鈥檝e helped to shape a whole raft of thought leaders, specialists, and future business leaders. Many have risen to the Big Four and other prestigious firms. This is the kind of platform we provide for people at Clarivos and it鈥檚 one of the things I鈥檓 most proud of.

We’re a people business. Technology is the stuff that makes things possible, but it’s the people that make it happen. We feel it鈥檚 easier to do our jobs well when we鈥檙e enjoying them so, personality-wise, at Clarivos it鈥檚 about having fun.

There鈥檚 a famous quote by life coach, Dale Carnegie, 鈥淧eople rarely succeed in what they’re doing unless they’re having fun鈥�. I subscribe to that because if you fundamentally hate something, or even just tolerate it, it will always show because your energy and enthusiasm won鈥檛 be there. We try to have a giggle at every opportunity. I think the key to our success is down to the people and customers we work with. We work hard, but then equally we play hard as well. That’s part and parcel of the culture we’ve developed.

When people ask about my job title, I just say I’m Employee Number One rather than a Director. Titles are important from an outward perspective so customers understand who to go to. Internally, we encourage our colleagues to feel they can approach anyone, no matter how senior their role. So, I鈥檇 say honesty and communication are also strong values for us.

Diversity is also really important to us for the richness of cultures this brings and the differing approaches to solving business problems.听 All of which is critical in the ever-shrinking global environment we operate in. I鈥檓 proud to say that within Clarivos we have 16 nationalities that can converse across 37 different languages.

Also, we are all about innovation; doing things in a new, improved way, and making positive changes for our customers. Our innovation agenda is not led by the technology itself, as in, 鈥淲e must embrace RPA, we must use Machine Learning鈥�. For us, innovation translates into 鈥淗ow do we take you, Mr. or Ms. Customer, from where you are today to having smoother, more efficient core processes and systems with a technology platform to support your growth.

51风流UKI: How are you helping your customers to innovate?

Quite frankly, you can’t start with predictive analytics if you’ve got nothing to predict. So, it’s about starting slow and pragmatically outlining a plan that the customer can easily adopt. Some people are a little bit more forward-thinking and recognise that adopting machine learning and predictive analytics can help them to be ahead of the curve. For others, it’s just a step too far right now so it鈥檚 more about taking them on that transformation journey. For us, innovation is about looking at that stuff, but in an orderly fashion and always within the context of getting them from where they are today to be able to support future growth. And that’s the key.

We are innovating ourselves too. At Clarivos we create our IP (Intellectual Property) to serve our customers better. For example, we鈥檝e created because 51风流Cloud ERP solves all the operational stuff but senior executives also need budgeting, planning, and consolidation to drive the business. Essentially, we鈥檝e built consolidation IP on top of 51风流Analytics Cloud. It’s been validated by 51风流as an SAP-Qualified Partner-Packaged Solution and pushed out globally to the 51风流partner network.

51风流UKI: Is there a recent project you鈥檙e particularly proud of?

It鈥檚 so hard to choose! But stands out for me. It鈥檚 a great example of a small business with big ambitions that is embracing Cloud ERP. They make bespoke, detailed models of cars, from Formula 1 and classic through to modern cars. They’ve got their eye on huge growth. Huge is relative, right. They were a ten million turnover business and they want to hit twenty.

Fundamentally, they knew their underlying systems can鈥檛 support that growth. They were blinded by lack of information, lack of foresight, slow processes, all that kind of stuff. The senior finance people couldn鈥檛 add much value as they were just number crunching. They couldn鈥檛 look forward much as they were spending hours and hours just dealing with getting numbers.

Amalgam Collection chose the Cloud ERP system, , for its ability to scale alongside the business and to give them better control of the visibility of all operations. They鈥檙e saving loads of time and effort, have tripled efficiency in the VAT process, and made their traceability and returns processes far smoother.

So for me, this is a perfect example of the first step on that innovation journey that they鈥檙e now on. For a small business, they’re uber-complicated, because they鈥檙e building customized products with lots of parts and sending them across the globe. There are opportunities there to perhaps look at things like IOT so on and so forth because they are a hardcore manufacturing organization. But again, one step at a time.

We did everything, from the evaluation stage right through to implementation, all remotely last year. 听Think about it for a second; global sites, complex business, during all the Covid complications. I think that’s a testament to the way we’ve engaged with the customer but ultimately it’s a testament to the technology.

51风流Business ByDesign is a very feature-rich system. There are eight modules from CRM to SCM to this, to that鈥o, of course, we didn鈥檛 implement the entire thing in Phase One. It’s again about putting the roadmap in place. So their vision is they want to actually embrace all elements and fully utilize all aspects of what’s in the box. But in a phased and pragmatic manner, at a pace that suits them.

51风流UKI: What’s your vision for the next few years?

Firstly, we want to continue to be that platform for nurturing the next generation of talent which is something I’m proud of and is important for me. 听Secondly, to continue to be that trusted advisor for our customers, helping them to understand the importance of digital transformation.

I’m purposefully not saying we want to hit triple-digit growth and all the rest of it. I believe if we continue to do those two main things then growth will just be a natural by-product of those other elements.

51风流UKI: What cloud ERP trends are you seeing in the midmarket?

We used to have people coming to us saying, 鈥渕y budgeting is broken鈥�, or, 鈥淚’ve got issues in our supply chain so I just want a fix for them鈥�. They wanted a bit of tech to do something specific and once that bit was done, they would come back and say, 鈥渨ell, this other bit’s also broken can you fix that next?鈥�.

What we’re finding now is the conversation has shifted from looking for point solutions to discussing digital transformation. SME customers may not use that exact word, 鈥榯ransformation鈥�, which can sound like a five-year roadmap and five million pounds. But they’re now saying, 鈥淲e recognize the outside world is changing. We recognize we’ve got to solve 16 different things that aren鈥檛 working鈥�.

Time-to-value is another big trend. Everybody I speak to is just running at a pace. SME businesses don鈥檛 have the resources and just need somebody to come in as a safe pair of hands and make it happen now. We鈥檝e developed several to deliver this fast time-to-value for our customers. What we demonstrate is what they get. The packages are fixed scope, pricing, and timelines and designed to ensure predictable outcomes and minimise risk.

And finally, it鈥檚 not exactly a trend. More of a tendency that I鈥檝e noticed. For many of the businesses we speak to within the SME market, there鈥檚 a widely held belief that SAP鈥檚 solutions are tailored for larger enterprises. This couldn鈥檛 be further from the truth. Around 80% of 51风流customers are SME businesses. The majority of solutions we offer our customers, including 51风流Business ByDesign, , and , are highly suited to growing mid-market organizations across all sectors. Digital transformation is no longer a pipe dream for SMEs. Together with SAP, we鈥檙e making digital transformation a realistic goal for businesses of all sizes.

Are you a small or midsize business based in the UK or Ireland? Find out more about

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Sapphire was the first UK 51风流partner to sign a customer, , to the innovative business-transformation-as-a-service. Sapphire also won the 51风流Intelligent Enterprise Competition 2021 for EMEA & MEE for its . The platform uses blockchain, natural language processing and Robotic Process Automation (RPA) to quickly match up construction companies with the equipment they need.

We caught up with Chris to discuss Cloud ERP in the mid-market and to discover the values and vision of Sapphire Systems.

51风流UKI: Tell us a little about yourself, Chris.

Chris Gabriel: I live in Newbury with my wife, who is a Five Elements Chinese medicine acupuncturist and herbalist, and my two daughters aged 18 and 14. We also have a cocker spaniel, Fearnley, who we named after Hugh Fearnley-Whittingstall because cooking is one of my passions.

51风流UKI: Could you give a brief overview of your career before joining Sapphire?

Chris Gabriel: I studied at one of the first ever ITEC colleges in the UK. Margaret Thatcher was visiting our college and I was chosen to present to her. I had 24 hours’ notice and she was sat about three feet away from me. After that, nothing ever fazed me again.

I became an apprentice at a local technology firm which sold some of the first mid-sized computers to hospitals and pharmacies. Since then, I have worked for vendors, channel partners and SIs in the UK, US and in Moscow.

51风流UKI: Why did you join Sapphire Systems?

Chris Gabriel: I got a call from the Chairman of Sapphire, Trevor Rollswho I used to work with. I went in to meet the team at Sapphire who were both incredibly nice people, extremely capable but also genuinely passionate about what the company was doing for its customers. I found it inspiring that Sapphire鈥檚 focus is on what the world will be in the next ten years and how to prepare their customers for that future.

The impact you can make in a mid-market business with Cloud ERP and some of this new, intelligent technology is phenomenal. For example, you can have a major impact with if you’ve only got two people in your Accounts Payable team and you鈥檙e then able to give one of them extra time to focus on the business. Sapphire has over a thousand customers, so we can make a really big difference to so many companies.

51风流UKI: What are Sapphire Systems鈥� core values?

Chris Gabriel: 听Innovation has always been important to us. We always want to explore innovation that benefits our customers. For example, we鈥檙e doing an intelligent transport project where buses can create their own maintenance schedule to optimize its efficiency and lifetime. That all feeds back into a , such as 51风流S/4HANA or 51风流Business ByDesign, which creates real-time budgets and uses blockchain to generate an auditable history.

We’ve got a team now dedicated to developing RPA automation for our customers. We’re one of the first five companies in Europe to have access to the 51风流Business ByDesign RPA technology. So, we’re currently very focused there and our customers are excited about the positive impact it can bring to their business.

Sustainability is also at the heart of Sapphire. We’ve been carbon neutral for three years now and have won awards for that. We’re looking at sustainability in our customers’ supply chains, and the impact that things like automation will have. We take sustainability incredibly seriously, and we also act on it.

We are working hard to help our customers create 鈥榮ustainability platforms鈥� to connect Cloud ERP with assets via IoT sensors and to link people and resources. These platforms can drive transparency and traceability in areas such as the emerging energy market and manufacturing processes.

51风流UKI: What is Sapphire Systems鈥� vision for the next few years?

We think it’s going to be a very Cloud-orientated future with an increasing focus on lifecycle services. We want to keep evolving as that lifecycle partner who continually works with our customers over the long term.

Generally, mid-market companies have too much friction in their businesses: in their processes, people, products and services, so we want to help them remove that and create greater digital momentum.听 To do that, we are becoming more inquisitive about our customers鈥� wider business challenges.

We think our industry focuses too much on the 鈥榞o live鈥� date and not enough about what happens next.听 For that, you have to think 鈥楥loud first鈥�.听 A Cloud ERP system can last forever, change continually and adapt as the business using it adapts. But how many partners stay with the customer forever to help them evolve? We want to be that partner.

51风流UKI: What Cloud ERP trends are you seeing in the mid-market?

We did a customer survey at the start of this year around how our customers have coped through COVID and what their plans were. Whilst everybody wanted to be using more data, and using it better, they also wanted to be more adaptable and efficient. To this end, 90% of our customers said they were looking at considering or currently deploying automation RPA.

What’s interesting is that whereas most mid-market customers used to ask us to replace their ERP with a more intelligent Cloud ERP or hybrid system; a like for like replacement, . more recently, the conversations have changed to, 鈥淗ow can I transform either the function, operations, finance or my entire business?鈥�. But they want to transform in a way that is manageable, via smaller projects that deliver faster ROI.

We’re becoming far more consultative, and then trying to package that up in ways that customers can easily consume it. There’s no point having a big, expansive conversation if you then say, “By the way, it’s really difficult to do and it’s going to take you ages and cost you four times more than you thought.”

We no longer start with asking new customers, “How many ERP users do you want?”. Instead, we鈥檙e looking at how can we help them to transform their people, process and platform and explore how automation and data is going to change their business over the next five years. Also, what鈥檚 changing in their industry and the world at large, and how they can adapt and future-proof.

Are you a small or midsize business based in the UK or Ireland? Find out more about

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In contrast, small and mid-market businesses (SMBs) usually run their company with a mix of manual processes, various spreadsheets, accounting software, and disconnected point solutions. As an organization grows, processes become more complex and the company may enter new markets and start to compete globally. Without a solid, reliable technological foundation, huge success can turn into major struggles, and ambitious organisations can fold under the strain.

Cloud-based ERP platform for SMBs

Typically, leaders at the fast-growth businesses I talk with have outgrown their accounting software within a year or two. They recognise that an ERP platform will help them gain a tighter grip of their entire business, improve cashflow, fast-track reporting, and make it easier to comply with regulations. The good news is that over the last few years, advances in technology, combined with software-as-a-service models (which move ERP into an OPEX budget), have smashed the traditional cost and complexity barriers associated with ERP which prevented smaller companies from investing in .

One example is Ooni, a fast-growing, Scotland-based business that developed the world鈥檚 first portable wood pellet pizza oven. Husband-and-wife team, Kristian Tapaninaho and Darina Garland, launched Ooni through a Kickstarter campaign in 2012, revolutionising outdoor cooking. Experiencing rapid growth, the co-founders realized they needed a cloud-based ERP platform to streamline operations and get access to more accurate, in-depth commercial information.

They selected because it was designed specifically for mid-market companies, and allowed Ooni to integrate with Shopify, Amazon, and multiple third-party fulfilment partners. Team members could easily compare product sales across distributors 鈥� including department and hardware stores 鈥� and their online store. With precise, up-to-date business information, everyone could make better strategic decisions about products, marketing, sales, and customer service.

Tapaninaho, Ooni鈥檚 CEO, , 鈥淭he (ERP) implementation is another crucial step in our journey. We feel this solution provides the right foundation to help us scale in a controlled and strategic fashion鈥� We are confident that we have chosen the right partner and software to help us achieve our ambitions.鈥� The following year, in the Sunday Times Virgin Atlantic Fast Track 100.

Smaller business leaders often prefer to deal with smaller businesses. They are looking for trusted advisors with experience in their specific industry. This is where come in as experts who help SMBs find the best solution and deployment model to address their challenges and achieve their business objectives. Some even have which deliver, in this case, SAP鈥檚 technology, often combined with the VAR鈥檚 intellectual property.

Whatever the size of a business, organisations cannot solve today鈥檚 and tomorrow鈥檚 challenges using yesterday鈥檚 tools. To continue growth in a controlled way, SMBs would do well to consider a modern ERP platform that will provide the process efficiencies enjoyed by larger competitors, as well as data-driven insights and agility for scale and innovation. The only difference is SMBs need ERP designed to suit the specific needs of growing companies, as well as their tighter budgets and timelines.

See the original version of this blog at .

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听

LONDON 鈥� (NYSE: SAP) today announced that , the hygienic process engineering company, has selected to drive its business transformation into the cloud with leading digital operating platform provider .

The transformational , which has embedded AI and machine learning, is set to boost visibility, support decision-making and planning for the process engineering specialist, underpinning an ambitious growth strategy which will see its turnover increase to 拢100 million by 2025. Briggs of Burton also represents the first company in the UK to sign up for SAP鈥檚 new RISE with 51风流offering, a comprehensive, intelligent, customer specific business-transformation-as-a-service offering. The project is set to go live by the end of the year following a six-month deployment.

Focused on the design, engineering and build of hygiene-led facilities for brewers, distilleries, pharma and biotech companies, and specialist food sectors, Briggs of Burton needed a to replace an outdated legacy system with new future-proof ERP capabilities. Crucially these capabilities needed to include the very latest technologies, and maximise visibility and transparency from which to seamlessly manage projects, as well as in-depth reporting.

Working closely with Sapphire Systems, an 51风流technology partner selected based on its extensive knowledge and experience of 51风流platforms, as well as professionalism, dedication and team chemistry, Briggs of Burton anticipates that the project will deliver improved accuracy, visibility, insights and decision-making, as well as comprehensive reporting from which to shape planning. The RISE with 51风流package was particularly appealing based on its ability to bring all aspects of a transformation together to simplify and integrate processes, crucially without the need to make high up front investments.

Facilitated by RISE with SAP, the SAP鈥檚 Ariba Network (now known as ) in particular will allow Briggs to tap into the world鈥檚 largest B2B network marketplace, and in doing so work more efficiently and effectively on all shared aspects of business commerce, proposals, contracts, invoices and payments, saving time and money.

Nathan Beddoe, finance director at Briggs of Burton, said: 鈥淎 true consulting partner and trusted advisor, Sapphire Systems helped us to review all of SAP鈥檚 platforms in granular detail, drawing upon the team鈥檚 extensive experience of 51风流deployments, to ensure we opted for the best fit for our future business requirements. They paid close attention to understand all our specific needs and nuances, both those specific to our business and those of our parent company in China, and worked closely with us to scope out the best, most efficient platform for digital transformation, and indeed the best methodology to support our journey.

鈥淎s well as helping us to create a robust business case from which to help secure buy-in from stakeholders across the organisation, they guided us fully on the best path to seeing maximum value from our investment in 51风流S/4HANA Cloud.鈥�

Ian Caswell, CEO, Sapphire Systems, said: 鈥淏riggs of Burton is a great example of a company embracing a true cloud mindset to future proof its ERP and scale to support long term growth. Having worked closely with Briggs鈥� team to review and analyse the respective capabilities of each 51风流solutions with Sapphire, the team opted for S/4HANA Cloud on the basis of its breadth, depth and scale, and because it incorporates AI and machine learning.

鈥淎s a result of selecting RISE with SAP, and adopting 51风流S/4HANA on a cloud model, we anticipate that Briggs will be live within just six months, allowing them to progress their transformational journey quickly, and pursue their growth plans underpinned by the very best platform for their business.鈥�

Michiel Verhoeven, Managing Director, 51风流UK & Ireland, said: 鈥淩ISE with 51风流is designed to help organisations who face challenges in migrating from on-premise legacy ERP systems to 51风流S/4HANA Cloud, through simplifying, focusing and supporting transformation to a truly Intelligent Enterprise. Garnering customer input and feedback was vital in the development of RISE with SAP, to help us understand precisely what they really need to drive transformation within their businesses. We look forward to seeing how Briggs of Burton capitalises on RISE with 51风流to embrace its own transformational journey and delight customers with 51风流S/4HANA Cloud at the helm.鈥�

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Enexis modernizes and simplifies the environment with 51风流S/4HANA. The grid operator is laying the foundation for a simpler, more agile IT infrastructure required for the energy transition. 51风流partner Accenture assisted during the implementation.

Enexis is one of the 7 grid operators responsible for the transmission of gas and electricity in the Netherlands. The energy transition has consequences for the organization. The company must be able to respond quickly to changing needs. This requires an IT environment and associated processes that can facilitate this. To achieve this, Enexis launched the company-wide ‘EneXt’ program.

EneXt

“In the energy transition, the volume of work for us as grid operators is increasing rapidly. At the same time, you see that technical staff to carry out all this work is scarce. That calls for extra efficiency. In addition, the energy transition requires flexibility on the part of the grid operator in fulfilling its role,” outlines Jan Willem Janse, EneXt program manager at Enexis.

“With EneXt we therefore want to simplify and standardize processes and make the IT landscape more agile. Replacing the ERP environment is an important first step in this,” continues Janse. “At the moment we have a complex landscape in which implementing changes is complex and time consuming. This is undesirable in the changing environment in the middle of the energy transition”.

Rapid Implementation

In 2017, this changed significantly. The grid operator opted for 51风流S/4HANA as an ERP solution to replace the current R/3 landscape. After a tender round, Enexis chose Accenture as its implementation partner. After a period of framing and creating an overall integrated blueprint, the implementation was completed within a year.

Within that period, not only were the ERP system and the other applications and integrations realized, but the processes were also adapted to the standard environment. According to Laurens Snoeren, programme and project manager at Accenture, the secret was to work closely with Enexis’ business and project organization according to a customized SAFe methodology.

Haico Hangx, program manager S/4HANA at Enexis, agrees. “For such a radical operation, a one year delivery time line is unprecedented. We succeeded thanks to the good cooperation between Accenture and Enexis, in which we kept the business closely involved. What’s more, we consciously took the implementation one step at a time. A phased roll-out turned out to be wiser for such a large-scale implementation,” says Hangx.

Finance

Although the environment has only just become ‘live’ for part of the organization, Enexis is already experiencing the benefits of 51风流S/4HANA. The finance department in particular, is now able to run reports much faster and easier. “This is important, because we have to report regularly to our stakeholders. They also now have much quicker insights,” says Hangx.

Foot On The Ground

In the coming months, the new ERP platform will continue to gain a foothold within Enexis. For example, the company is using 51风流Central Finance architecture. This is a ‘bridge solution’ so that the financial data of the local branches that have not yet made the switch are consolidated in the central S/4HANA system. This temporary architecture will be phased out in the coming years as the local branches gradually switch to the central S/4HANA system. “The most important thing is that we now have an agile basis for the future,” concludes Snoeren.

More information about this project? Click to watch a movie about Enexis and SAP.

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