Essential Tips to Better Manage Your SAP System Realignment

  • by Ali Sarraf
  • August 15, 2008
Gain strategies and best practices for a successful SAP system realignment due to a merger or acquisition. Use these lessons learned and key considerations to prepare your SAP team for a successful transition.
Key Concept
Mergers and Acquisitions (M&A) transactions are generally treated as extremely confidential while in planning and negotiations phases. The terms — both financial and non financial — are kept secret for as long as possible, sometimes indefinitely. Even employees of the involved companies are generally not exposed to much information until the very late stages of the deal making process. This confidential nature of M&A transactions impedes open discussions and communications that are necessary to properly understand, plan, and scope an IT realignment project.
Mergers and acquisitions create an inevitable — and sometimes immediate — need to realign IT systems and landscapes. The key to a successful realignment project is preparedness. Understandably, this is not always a simple and easy task due to the confidential nature of the underlying merger and acquisition (M&A) business transaction. The goal of this article is to provide you with some basic information so that you can become better prepared for such realignment projects in your organization and potentially anticipate changes before they occur.

Based on my experience, I’ll discuss various types of realignment projects and evaluate the kind of SAP system changes and requirements that might arise after a merger or acquisition. I’ll describe the various characteristics of each change and explore how mergers and acquisitions impact master data and structural elements (e.g., company codes, plants, or sales organizations).

In the last section, I’ll examine tools and best practices available to assist you with realignment projects, including advice for performing a comprehensive analysis that accelerates project preparation and system landscape optimization (SLO) tools that accommodate the unique modifications required during realignment.

Ali Sarraf

Ali Sarraf is the managing partner at Enowa Consulting. He has 15 years of experience as a senior consultant for SAP Business Suite applications and 20 years of IT experience. During much of his career, he has focused on helping customers optimize their logistics business processes by analyzing and explaining cause-and-effect relationships and by bringing the machine and the human sides of IT closer together.

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