Resulting Assist NSG Group with S/4HANA Roadmap & Phase Zero

The Challenge

The growth of the production and sale of electric vehicles is driving significant change in the automotive glass sector with new innovative products increasing in demand. NSG were faced with increased manufacturing and supply chain complexity with more product SKU, smaller batch sizes as well as an increased demand for product traceability.

The existing legacy systems with too much unnecessary configuration and regional variations were struggling to support the need for a future architecture that was flexible, agile and reliable.

NSG engaged Resulting to assist with their ERP Transformation Journey to replace the existing SAP ECC solution with SAP S/4HANA across the Automotive, Architectural and Creative Technology business units in Europe, North and South America, Asia and Japan.

This included setting the program up for success, by supporting the definition of Blueprint Playbooks for each business unit that detailed the strategic vision of the organisation and the roadmap to achieve that vision.

Resulting Solution

Blueprinting Phase

NSG identified the need to develop an ERP blueprint for the AG business unit, modernising existing ERP solutions across three regional units and ensuring the future solution is aligned to business strategy.

While NSG held strong internal knowledge, Resulting was engaged to support, guide and facilitate the blueprinting activity. The engagement culminated in a high-impact Playbook designed to build shared understanding and secure business buy-in for the proposed direction.

Resulting worked closely with senior stakeholders, providing independent challenge to ensure the blueprint addressed current operational needs while planning for future strategic requirements.

Blueprinting Services and Deliverables

Preparation

• Agreed overall approach, including timeline, team structure and stakeholders

• Developed a baseline process framework to inform the Business Process Framework

• Planned and scheduled executive interviews

Executive Interviews

• Conducted, recorded and transcribed executive interviews

• Synthesised key insights and soundbites to inform the Playbook narrative

Strategy Review

• Reviewed AG strategy materials alongside executive interview outputs

• Conducted targeted research to identify blind spots and build a broader internal and industry perspective

Business Process Framework

• Supported development of a Level 3 Business Process Framework (Level 4 in complex areas), covering core AG processes plus Finance and Procurement

• Facilitated 12 workshops with global process owners to refine and agree version 1.0

• Worked with internal teams to categorise processes (e.g. commodity vs. competitive advantage)

Solution Definition

• Identified applications within the current solution architecture

• Modelled the architecture using FusionGraph to provide a clear visual representation of systems, usage and integrations

• Facilitated workshops to validate and refine the models

Resulting also supported NSG in defining the target end-state architecture, including:

• Decisions on replacement applications

• Regional versus global system structures

• Alignment with existing Central Finance and Procurement implementations

• A roadmap outlining the transition to the target architecture

Playbook Development

• Created a high-quality, visually impactful Playbook

• Developed the narrative and aligned messaging with NSG

• Defined the Playbook theme in collaboration with a design agency

• Supported presentation of the Playbook to key stakeholders to secure approval

Program Review and Re-Planning

Following the Blueprinting phase, NSG further engaged Resulting to review the current program plan and assess the feasibility of a six-year ECC to S/4HANA transformation. The review focused on risks, deployment approaches, resourcing and potential accelerators.

Review Activities

Data Assessment

• Assessed ERP data volumes, density and ageing

• Analysed alignment to corporate structures (e.g. company codes and plants) to inform wave planning

Code Analysis

• Inventory and assessment of custom code and transactions to estimate remediation and consolidation effort

Integration and Interface Analysis

• Inventory of interfaces and third-party systems to inform re-architecture of the integration landscape

Usage Analysis

• Analysis of ST03n usage logs and user volumes to profile transactional and custom usage by region

Business Process and Functional Scope

• Comparison of current process scope against the Blueprint Business Process Framework

• Overlay of regional and workforce data to inform change management and deployment planning

Recommendations Report

• Re-baselined program plan and recommended deployment approach

• Proposed program RACI (aligned to the Resulting Transformation Toolkit)

• High-level delivery methodology, including stage gates and deliverables

• Resource model and options for augmenting internal capability

• Change management considerations

• Recommended tools and accelerators

• Program cost model

• Initial RAID log with key risks and mitigations

"For the first time in a generation we wanted to build a modern, business driven blueprint that defined how our SAP systems needed to evolve to meet the challenges and opportunities of the future. The only catch being we didn’t know what a modern blueprint looked like or how to develop it."

Benefits Delivered

The ERP playbook described the path to realise significant future benefits including:

• Implementing a centralised finance system
• Streamlining financial and production planning
• Enhanced product cost control
• Rolling out a global treasury tool
• Implementing a track and trace solution
• Improving manufacturing execution systems
• Deploying a centralised procurement solution