Transition to SAP Ariba Cloud for Centralized Procurement Management

The LeverX team migrated the customer’s legacy system to SAP Ariba Cloud and helped resolve management issues by unifying procurement management and logistics processes

Client

The client is one of the largest forest products manufacturers with its own logging enterprise, specializing in the production of a wide range of high-margin products.

Challenge

Due to rapid growth, managing the company’s business processes became increasingly challenging. The client faced the following issues:

• Numerous errors and problems in procurement due to siloed processes.
• Lack of unified standards in logistics management, resulting in lower productivity and communication issues.

Our client also had the following goals:

• Improve its business productivity, leading to new commercial offers.
• Reduce human risk factors.
• Reduce labor costs and improve procurement process efficiency.
• Increase the number of suppliers to enhance the competitive environment.
• Test the market to reach out to international customers.

Solution

With the support of LeverX experts, the client addressed management challenges by unifying procurement and logistics processes and standardizing workflows across the holding. Procurement processes in 15 subsidiaries were migrated from a legacy landscape to a centralized, cloud-based environment.

The project covered requirements gathering in close collaboration with the client’s key users and IT team, solution configuration based on business needs, and the setup of integrations with existing enterprise systems to ensure consistent data exchange and reporting. We also carried out system testing, troubleshooting, and user enablement activities to support a smooth transition to the new operating model.

Milestones

Our team delivered the project through a structured 12-stage implementation approach, covering the full solution lifecycle from concept to post-go-live support.

Stage 1 — Concept and assessment

LeverX analyzed existing procurement and logistics processes, defined high-level architecture, identified integration points with related systems, and outlined the project scope. The team also prepared initial materials, including those for SAP Shared Services, and explored supplier engagement scenarios.

Stage 2 — Design

During the design phase, detailed business and technical requirements were collected. Our specialists developed target process designs in the SAP Ariba format, defined integration architecture, established master data requirements, designed the supplier engagement and role model, and identified regulatory gaps requiring improvement.

Stage 3 — Realization

The solution was configured based on the approved design. Procurement and supplier qualification templates were set up, integration flows were implemented, data migration scenarios were prepared, and initial testing activities were performed.

Stage 4 — Testing

Comprehensive testing was conducted, including standalone SAP Ariba testing and integration testing with SAP S/4HANA. Identified issues were analyzed and resolved, and supplier engagement scenarios were validated.

Stage 5 — Training and go-live preparation

We finalized system settings, migrated configurations to the production environment, loaded production data, prepared operational documentation, and delivered end-user training to ensure readiness for go-live.

Stage 6 — Go-live and initial support

Following go-live, LeverX provided initial operational support, assisted users during the transition period, and ensured stable operation of SAP Ariba Shared Services before transferring the solution to standard support.

Stage 7 — Ongoing user enablement

Additional user training sessions were delivered as needed to support adoption and address evolving business requirements.

Stage 8 — Stabilization and optimization

During the stabilization phase, we supported business users, fine-tuned procurement templates and qualification processes, onboarded suppliers, and implemented incremental improvements to enhance system performance and usability.

Stage 9 — Integration

The solution was fully integrated with SAP S/4HANA, including single sign-on (SSO) configuration and delta master data synchronization to ensure consistent data across systems.

Stage 10 — Advanced training

Targeted training sessions were conducted to support users working with integrated SAP S/4HANA and SAP Ariba processes.

Stage 11 — Operational support

LeverX provided ongoing system support, resolved incidents, and gradually transferred knowledge and responsibilities to the customer’s internal support team.

Stage 12 — Targeted expert support

At the final stage, our expert team supported the customer’s specialists in resolving complex incidents on demand.

Technology Stack

The solution is built on SAP’s integrated procurement and ERP landscape, ensuring process standardization, transparency, and scalability across the holding.

• Procurement and sourcing platform: SAP Ariba Sourcing
  SAP Ariba Sourcing is used to manage sourcing events, supplier selection, and negotiations in a centralized environment, enabling standardized and transparent procurement processes across all subsidiaries.
• Supplier management platform: SAP Ariba Supplier Lifecycle and Performance
  SAP Ariba Supplier Lifecycle and Performance supports suppliers' onboarding, qualification, and performance management, providing centralized control over supplier data, evaluation, and ongoing collaboration.
• Core ERP system: SAP S/4HANA
  SAP S/4HANA served as the core transactional system, integrated with the procurement platform to ensure consistent master and transactional data, as well as seamless end-to-end process execution.
• Data warehousing and reporting: SAP BW/4HANA
  SAP BW/4HANA was used to support reporting and analytics requirements by consolidating procurement and operational data, enabling improved visibility and data-driven decision-making.

Results

As a result of the transition to SAP Ariba and its integration with the existing ERP landscape, the client achieved a unified procurement environment across all holding subsidiaries.

The implemented approach delivered the following business outcomes:

• Centralized and standardized procurement processes across the holding.
• Improved transparency of procurement activities and supplier interactions.
• Reduced errors caused by fragmented processes and manual operations.
• Increased efficiency of procurement operations and better use of employee time.
• Improved control over supplier data and performance.
• Expanded access to a broader and more competitive supplier base, supporting further business growth.