Blackwater, England, United Kingdom
You are not imagining it. Something in your S/4HANA programme is not right, and nobody around you will say so plainly. The reports are green. The consultants are confident. And you are the one lying awake, suspecting that "it's fine" is not true. You are probably right. That instinct is worth more than the dashboard, and it is exactly the moment a straight answer matters most. If that sounds like your week, send me a message. Many S/4HANA programmes don't fail at go-live. They fail much earlier. Assumptions quietly hard-code themselves into the design. By the time problems surface, momentum makes them expensive to undo. Other systems fail differently. They go live. They run for years. But when it's time to replace them, nobody can fully explain how they actually work. Either way, clarity is missing. That's the moment I'm interested in. For almost three decades, I've worked inside SAP landscapes where complexity accumulated faster than understanding. Different industries. Different countries. Same patterns repeating. Not because people are careless. Because complexity hides well. You stop being surprised by the failures. You start recognising them earlier. The assumptions harden. The workarounds multiply. The dashboards stay green until they don't. Over time, I realised I was mapping patterns more than solving incidents. That way of thinking eventually needed a different container. Consultancy language sanitises what actually happens inside these programmes. Governance reports describe outcomes. They rarely describe the decisions that made those outcomes inevitable. Fiction does something consultancy can't. It names the thing without requiring anyone to admit it first. That's why I write the SAP SOAP detective novels. Governance failures become murder weapons. Not for drama. For recognition. The moment a reader thinks I've seen exactly that is the point of the exercise. Search for 'Isard Haasakker' on Amazon, and you will find my books. That same thinking is why FIT 4 SAP exists. Not a service I'm pitching here. A standard I hold for what surfacing reality before a major S/4HANA commitment should actually look like. I'm especially drawn to the odd assignments. Inherited systems. Orphaned logic. End-to-end processes that just work until they don't. Those situations aren't chaos to me. They're puzzles. And I remain curious whether the difficult, unusual assignments still exist. The ones that make people pause and say: "We don't even know how to explain this properly." If that sentence sounds familiar, this conversation will make sense.
Specialised in all-in-one SAP consultancy to solve specific urgent needs from clients to improve their SAP system related to Supply Chain Management and its master data. Replace custom built functionality that is not fit for purpose with SAP approved custom code that is more stable and easier to maintain and faster to adjust. As all companies eventually need to move to S/4 HANA, we make all solutions 'ready for S/4 HANA'.
SAP S/4HANA Retail Implementation
Assist in local team to prepare for go-live, mostly linked to cleansing material and pricing master data, testing interfaces with an external warehouse and writing user manuals for activities in the warehouse picking, packing and loading. During go-live provide additional support for the initial stock load. After go-live continued support in master data creation and governance, sales, procurement, stock transfers, warehouse activities. Optimizing business processes after go-live, such as automated packing and MRP runs. Monitoring interfaces with the external warehouse. Perform root cause analysis and reprocess interfaces in error.
Business process analysis, workshop preparation and presentation, prototype configuration for Planning, Procurement, Warehouse Management and Logistics functionality. Analyse integration with Sales, Distribution, Quality Management and Production. Specific attention to the material flow in the warehouse, supplying the production floor via Kanban. Components and tools are supplied directly to the production floor or via an intermediate supermarket. Includes interfacing with an external warehouse management system located within the warehouse. Extending the core template with specific logistics execution functionality, such as ‘shipments’ and ‘shipment costing’ with integration with the warehouse scanning activities. Analyse management reporting requirements and Key Performance Indicator definition. The legacy system is an old mainframe system, to be replaced by SAP ECC, but considering the future upgrade to S/4 HANA. Identify the gaps in the Business Blueprint for Project (BBP) for sign-off by the business.