ERP transformations are often complex and expensive. AI can enhance and accelerate the process, and boost value in future process design.
Successful SAP S/4HANA transformation for transportation and infrastructure operators
By Philipp Grosche and Thomas Zeimentz
Turning complexity into clarity
The shift to SAP S/4HANA presents major challenges for many transportation and infrastructure operators. Their often heavily customized legacy SAP system – shaped by industry-specific regulations and processes – is difficult to replace with current SAP standards. Outdated, decentralized IT environments, frequently relying on niche providers, further complicate the transformation, increasing costs and risks. Yet modernizing the ERP is essential to ensure efficiency, compliance and resilience of daily operations. We examine how operators can overcome these challenges through sound technical choices, strict process standardization, clear governance, and strong change management to achieve a successful S/4HANA transformation.
"Transforming to S/4HANA isn’t just an IT upgrade. It’s a chance to redefine how the whole organization works - particularly for transportation and infrastructure operators."
The consequences of complexity
Many infrastructure and transportation operators face a variety of organizational barriers to S/4HANA transformation. Typically mid-sized and publicly owned, they often lack the experience, resources and structures needed to manage major changes like this. IT teams are frequently stretched thin, focused on operating and maintaining outdated systems rather than planning a transformation. Business units are often under similar strain, managing daily operations with limited resources. Without a clear IT target picture and migration strategy, uncertainty dominates – about where to start, which modules to prioritize or how to free up key staff.
To overcome this paralysis, operators must treat the S/4HANA program not just as an IT migration but as a true business transformation. Success depends on joint leadership from IT and business, with visible commitment from the entire top management. Clear governance, defined roles and disciplined decisions are essential from the start. A focused set of objectives, supported by an empowered change board, keeps the program aligned and avoids fragmentation.
To overcome this paralysis, operators must treat the S/4HANA program not just as an IT migration but as a true business transformation. Success depends on joint leadership from IT and business, with visible commitment from both the CEO and the CFO. Clear governance, defined roles and disciplined decisions are essential from the start. A focused set of objectives, supported by an empowered change board, keeps the program aligned and avoids fragmentation. The transformation must be owned at the top and embedded right across the organization.
"Legacy systems hold operators back; a clear target picture, a precise governance model and smart change management move them forward."
From legacy systems to future-ready operations
Successful S/4HANA journeys depend on having the right technical and organizational approach. Operators should base their technical migration on SAP’s standard S/4HANA product with minimal customization, using private cloud solutions to connect essential legacy systems. For many, a greenfield approach will be the best way to leave outdated structures behind and build a modern, efficient platform from scratch. The migration should also drive process renewal: Adopting SAP standard business process templates instead of bespoke workflows saves time, reduces risk and embeds best practices. Business process owners should take clear responsibility, supported by the early involvement of operational teams and structured change management. In this way, combining sound technical design with standardized processes, companies can create a resilient digital core that supports a lasting business transformation.
The Roland Berger ERP Playbook
Our proprietary ERP Playbook equips infrastructure and transportation operators with the expertise and tools needed to manage complex S/4HANA transformations. Based on more than two decades of experience and 130+ client projects, it combines deep industry insights with practical tools to address every stage of the journey. The Playbook includes over 150 proven templates covering strategy, governance, process design, change management and data. With its help, we act as both architect and change agent for our clients, helping them define their target picture, establish assurance mechanisms and ensure implementation quality. The result? Our clients navigate the migration challenges confidently – and make S/4HANA the foundation for their long-term efficiency and resilience.
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