Manufacturing Industry
In the manufacturing industry, transformations rarely happen on the side. New ERP systems, S/4HANA migrations, new operating models or provider switches meet grown structures, scarce resources and a day-to-day business that has to keep running.
We make sure such initiatives stay steerable – with clear roles, robust decisions, clean partner management and an early eye on risks, change and value in everyday work.
New software meets grown structures.
A new ERP. An S/4HANA migration. An MES on the shop floor. A provider switch. On the project plan, much of it looks manageable. In reality, it meets grown master data, old interfaces, different plant logics and processes that have long been lived differently than they're documented.
This is exactly where the risk arises. Small ambiguities get expensive later. One missing decision blocks several teams. A service provider waits for specifications. A department doesn't recognize itself in the new process. Step by step, a strategic program loses control.
The critical questions arise early. Is the setup sound? Are roles and decision paths clear? Are dependencies visible? Is there a shared view of risks, priorities and next steps?
We modernize without throwing your processes out of rhythm.
Modern systems are meant to make processes simpler. In practice, they often first create more pressure. More coordination. More dependencies. More open questions between IT, departments, plants and external partners.
That's why industrial transformation takes more than a project plan. It takes governance that makes decisions possible. A roadmap that takes dependencies seriously. Partner management that establishes delivery capability. Change that doesn't start just before go-live. And a realistic picture of what the organization can handle alongside day-to-day business.
The grandega focus areas stay clear: ERP transformation, target operating model, software and provider transformation, change and adoption, program rescue, portfolio and demand management, and value realization.
A production that thinks along, instead of slowing you down.
In the end, what counts is whether change holds up in everyday work. Whether leaders can make decisions, departments have direction, external partners deliver and new processes are actually used.
In manufacturing companies, many perspectives meet here: IT, finance, plants, after sales, maintenance, procurement, logistics and service providers. Without joint steering, you get friction, detours and acceptance problems.
Transformation becomes effective when rollout, usage and value fit together. When the program doesn't just go live, but actually lands in the organization.
Every delay has a price.
Every unresolved risk, every open decision and every week without clear steering makes transformation more expensive. In budget, in schedule and in the trust of the organization.
In a joint working session, we create a first picture of the situation: where is your program losing control today? Which dependencies are slowing decisions? Which roles, partners, IT systems, organizational or governance questions need to be resolved?
We secure the success of your transformation projects.
Whether it's a new ERP, an S/4HANA migration or a provider switch: your future viability depends on whether the program lands in the plant and doesn't fail over grown master data and old interfaces. We work on the four levers where that's decided. We safeguard the initiative before it loses control. We align your organization so every department keeps up. We select and steer software and partners so that things get delivered. And we make sure new processes are really used, not just introduced.
According to Gartner, 75% of ERP strategies aren't closely enough tied to the business strategy. That's often where the trouble starts – long before the new system goes live.
Only about 4 in 10 companies can automatically pull relevant data from their core systems. Without transparency, steering becomes a gut decision.
According to Gartner, more than 70% of ERP initiatives don't fully reach their original business-case goals. Going live, after all, isn't the same as value.
More transparency and structure in IT demand management
Starting point:
DEUTZ wanted to make its existing demand-management structures more transparent and to assess strategic requirements more consistently in future.
Goal:
Introduce a standardized demand management with clear prioritization criteria and transparent decision processes to better steer IT initiatives.
Result:
Together with DEUTZ, grandega established a company-wide, unified demand process with clear responsibilities, standardized evaluation logic and greater transparency in decision-making.
The new demand process creates transparent decisions and strengthens the strategic alignment between business and IT.
How to find the right transformation partner for SAP S/4HANA
Problem:
Planning a comprehensive SAP S/4HANA greenfield transformation, the client needed to select the ideal implementation partner from a crowded field of potential vendors.
Goal:
To establish a transparent and structured selection process that enables an objective evaluation of potential consulting partners and lays the foundation for a successful transformation.
Result:
grandega designed and managed the entire tendering process - from vendor identification and evaluation through to final decision-making - establishing a robust foundation for selecting the ideal transformation partner.
grandega structured the selection process professionally, moderated it objectively, and supported us in making a well-founded decision for our future transformation journey.
New Work Structures for a Hybrid Working World
Problem:
The client faced the challenge of permanently embedding hybrid collaboration, new ways of working, and organizational changes within the company.
Goal:
To develop a structured 'New Normal' approach to improve collaboration, increase transparency, and successfully implement new working models.
Result:
grandega supported the client in designing and implementing the 'New Normal' program, utilizing structured governance frameworks, workshops, and initiatives to permanently anchor new ways of working.
grandega helped us implement new forms of collaboration in a structured manner and anchor them sustainably across the organization.
Structured Selection of a Future-Proof HR System
Starting point:
The client planned to modernize its HR system landscape and faced the challenge of selecting the right software and implementation partner for the future HCM solution.
Goal:
To establish a transparent and objective selection process in order to evaluate various vendors in a structured manner and create a robust foundation for decisions regarding the future HR system landscape.
Result:
grandega guided the selection process with deep HCM process expertise and extensive market knowledge, leading to a future-proof solution decision.
grandega supported us with a structured selection process to identify the right solution for our future HR system landscape.
Insights into our successful projects.
Learn firsthand how we have turned strategic goals into measurable success through close collaboration.
“It was a great fit both in terms of technical expertise and personal chemistry, grandega selected the absolute perfect person for the job.”
Managing Director, Willi Hahn GmbH
Project supported by grandega Technology
- Critical vacancy filled quickly
- The perfect fit, professionally and personally
- Highly flexible with no long-term commitment
“grandega is highly focused on execution and delivering results, rather than just teasing concepts in theory.”
Former Client & Advisor to grandega
- Not your typical consultancy
- Focused on real-world execution
- Adaptierbar für verschiedene Kundengruppen
“In my experience, grandega is a people-first consultancy that still places a strong emphasis on driving project execution.”
Head of Payment Engineering, Worldline
- A highly human and collaborative approach
- Professional in execution
- Committed to delivering final results
“Maximum structure and complete transparency throughout the selection process—that is how we made the right choice for our S/4 transformation together.”
Project at a major construction group
- A rigorous, structured vendor selection process
- Ensuring cultural fit through a collaborative capability workshop
- Full team buy-in behind the decision
“By extending our existing Identity Providers with MFA, we were able to achieve DORA compliance quickly and efficiently.”
Project at a major insurance group
- DORA-compliant authentication
- Nutzung bestehender Infrastruktur
- Wiederverwendbarer MFA-Standard
“From Excel chaos to a cloud-based HR solution—structured, collaborative, and with full team buy-in.”
Project at an IT & software company
- Transparente Aufnahme aller HR-Prozesse & Tools
- A structured vendor selection process with clear criteria
- The HR team fully backs the decision
“With a clear CCOE target picture, we ensured that the right people are in the right place at the right time.”
Project at a building materials supplier
- Gap analysis & roadmap for IT operations post-go-live
- Make-or-buy decision for critical key resources
- Risk mitigation through structured CCOE establishment
Why companies choose us
your transformation
delivered
industry partners
Let's talk about the success of your initiative.
A first conversation is the decisive step toward clarity: where does your project stand? Which levers will bring it back on course for success? And above all: is the chemistry right for a successful partnership?
Our promise for this conversation: no obligation, honest, and on equal footing.
What you should know before we talk.
Before you have a conversation with us, we answer the questions that, in our experience, come up most often.
No. We don't optimize production processes and we don't take on line responsibility. Our work is steering the transformation. We bring ERP, S/4HANA, MES-related topics, the organization, departments and service providers into a manageable structure – so that critical dependencies become visible, decisions are prepared faster and the program stays on course.
Yes. We know the typical tension points in manufacturing companies: grown master data, old interfaces, different plant logics, after sales, maintenance, finance, IT, departments and external partners. That means you don't lose time on basics. We get faster to the questions that reveal where the initiative really stands.
Your implementation partner builds the solution. We keep the overall initiative steerable. That includes roles, decision paths, governance, partner management, change, risks and value realization. We don't replace a systems integrator. We make sure internal and external parties all pull toward the same goal.
That's exactly when external steering often becomes valuable. We create a clear picture of the situation: where is the program losing time, focus or trust? Which decisions are missing? Which dependencies are slowing things down? Which risks are underestimated? From this, a concrete approach emerges to make the initiative manageable again.
Because we look early at the points where programs typically tip over: unclear roles, decisions made too late, weak partner management, missing risk transparency, change starting just before go-live and value that stays hard to grasp after rollout. That's how problems become visible before they get expensive.
