Companies Using SAPCustomer List & Real Case Studies

Challenge

Elkjøp ran 24/7 retail operations across five countries on a deeply integrated SAP landscape and needed to convert from ECC to S/4HANA on RISE in a single step. The downtime window was measured in hours rather than days, against roughly 30 TB of data.

Results

The migration completed in about 18.5 hours, below the 24-hour target, and the programme ran 14 months from contract to go-live, on time and on budget. Retail operations continued without interruption.

Challenge

Triumph International needed to transform a production facility in Wiener Neustadt, Austria into a European Central Distribution Center serving 2,700 customers across 13,200 destinations in 43 countries, coordinating 4 automated warehouse systems and 35 carriers previously managed through legacy customer-specific labels, delivery notes and forms.

Results

The distribution center runs an 18,000-pallet and a 115,000-box automated warehouse handling 1.4 million pieces across 270,000 picking bins, moving 270,000 pieces per day outbound and 150,000 pieces per day inbound; the project went live in March 2020 entirely remotely due to the COVID-19 lockdown, and won the 2019 Austrian Logistics Award.

Challenge

Adoma, a CDC Habitat subsidiary operating more than 600 residences with 3 200 staff, ran an obsolete SAP ECC6 core last upgraded in 2013 alongside a BPS budgeting tool at end of life. An earlier plan to replace both with best-of-breed products was abandoned in 2022 when management decided to keep SAP at the centre of the estate.

Results

The ERP conversion and the hosting change completed without notable incident, according to Adoma's deputy CIO, who credits preparatory work done before the integrators started: licence purchasing, data archiving, an ECC6 readiness check, an OpenText upgrade and a clean-up of custom developments. The SAC rebuild replaced a system carrying 300 reports and budgeting across 10 domains.

Challenge

Expansion into 27 European countries pushed the existing AUTODOC financial software to its limits, with per-country legal requirements adding complexity. Management saw only highly aggregated sales revenue, while daily sales evaluation, EU-wide tax determination and IFRS-compliant inventory transparency were needed.

Results

Go-live came 8 months after kick-off, in time for the upcoming financial statements. KPS cites a uniform database, extensive automation and compliance coverage including SAF-T files, Intrastat and e-invoicing; no savings figures are published.

Challenge

DOUGLAS Group's e-commerce growth exceeded 20% annually, requiring the Hamm distribution center to triple warehouse capacity and integrate online and retail operations more seamlessly as part of Arvato's omnichannel digitalization strategy.

Results

The 35,500 sqm facility holds 150,000 SKUs across 1.5 million storage locations; 550 shuttles across 22 aisles and 25 levels process 240,000 shipping positions daily, and the site ships 114,000 packages per day.

Challenge

Glencore needed to upgrade from S/4HANA 1610 to 1809 with FI as the leading module while proving that hundreds of integration scenarios across 20+ external systems functioned identically post-upgrade, all within a compressed 4-week timeframe.

Results

4,500+ test cases and 300+ inbound interface posting scenarios were created and executed across 20+ source systems worldwide, with zero production integration issues after go-live and 100+ defects identified via Int4 Suite reports, including 10 version differences caught through a shift-left strategy.

Challenge

Gulf Medical Company ran SAP S/4HANA on ageing on-premises servers where adding a feature or server could take up to three months and maintenance costs were rising. A new S/4HANA release requiring higher-specification hardware forced a decision, and the migration had to happen with minimal downtime across 15 branches.

Results

The customer states AWS is projected to cost 40% less than the $2 million on-premises spend over five years, that a full environment can now be launched in 15 days or less rather than three months, and that uptime moved from around 90% to 99%. Sandbox server costs also fell.

Challenge

Small but efficient procurement team (~2,000 employees company-wide) managing thousands of monthly purchase orders. Long cycle times (66 days average). Limited visibility into buyer performance and compliance. Audit and compliance risks from unstructured workflows.

Results

82% reduction in cycle times (66 days to 12 days); $30M awarded savings by year 3; 27% identified savings rate; ~4,000 events sourced in 2024; built-in audit readiness; unique community-driven sourcing (stray animal capture and adoption)

Challenge

Nordzucker's SAP S/4HANA transformation spanned eight countries, 50 active cost centers, 16 production sites, and 1,500 users, complicated by a third-party add-on that first had to be adapted before it could support the S/4HANA migration.

Results

T.CON delivered the S/4HANA conversion precisely in scope, on budget, and on the planned 18-month timeline, with 100% error-free data migration across Nordzucker's 1,500 users and 16 production sites.

Challenge

Rushil Décor, a laminate and MDF manufacturer established in 1993 selling into more than 50 countries, needed to streamline logistics processes and simplify business operations as its market expanded.

Results

The page reports a 40-50% reduction in period-end close time, 99% accuracy in customer dispatch, more than a 50% increase in team productivity and a 10% reduction in total logistics costs, alongside standardized data and integrated finance and business operations.

Challenge

veratron was carved out of the Continental group and needed a standalone ERP live by the fixed 3 January 2019 date, alongside EDI middleware for trading partners and integrated customs software.

Results

The system went live on schedule after a project of under seven months, with around 10,100 articles, 180,000 BOM positions and 84,000 document info records migrated; 15 suppliers were connected via EDI and 4,100 incoming customer call-off orders had been processed in SAP at the time of writing.

Challenge

Al Qahtani Holding ran two SAP S/4HANA RISE landscapes on the 1909 release, both integrated with core business functions and third-party applications. Regulatory demands, platform stability and technical debt drove the decision to upgrade.

Results

Both landscapes reached the 2023 release ahead of schedule with fewer than 10 defects recorded in hypercare. Birlasoft reports reduced custom code, GRC alignment across connected systems and continued business-as-usual operations during the upgrade; no cost figures are published.

Challenge

AESO, a 325-employee not-for-profit that keeps the lights on for Alberta, Canada, was seeing a huge increase in electricity demand and needed to grow quickly during the peak of the war for talent in Alberta, making it critical to attract, engage, and retain highly skilled talent despite individual, ad hoc, and inconsistent talent processes.

Results

The rollout standardized AESO's ad hoc talent processes and delivered 30% growth in headcount, a 50% reduction in attrition (from 18% in 2011 to 9% in 2014), a 90% increase in leadership hires from within, 27% greater learning management savings, and 50% more new hires retaining employment past the probationary period, reducing turnover costs by US$6 million over three years.

Challenge

ARX Robotics was founded in 2022 and had little ERP experience, rapidly changing company structures and a hybrid system landscape. Data had to be harmonised for migration while the team built up an understanding of integrated processes, and frequent staff changes typical of a start-up increased training demand.

Results

CONSILIO records a go-live within six months using more than 45 SAP Best Practices, documented and harmonised processes from purchasing to customer invoicing, automated approval workflows for purchase and sales orders, and serial-number tracking. A second phase is to add further best-practice processes and roll the system out to additional countries and sites.

Challenge

Bourbon ran more than 30 separately optimised systems, producing scattered and duplicated data, slow access to management information, rising maintenance load and limited ability to respond to business change. End of support for several systems forced a decision, and the company also wanted a platform that would extend to overseas entities.

Results

Hitachi Systems reports add-ons and customisations were held to about 30, against what it describes as several hundred for comparable food manufacturers. Bourbon rebuilt its bill of materials at finer granularity to support product-level actual costing, and the customer reports clearer departmental ownership of processes and data.

Challenge

In early 2012 a modification to the existing ERP broke previous customisations at Countrywide Tire. Multi-warehouse functionality did not work in practice, and maintaining the system pulled the operations lead away from purchasing and other duties.

Results

Navigator lists a new revenue stream worth 20% of revenue, an $11,000 per year reduction in IT expenses, more than 12 staff hours saved per day, nine employees re-allocated, and a six-month implementation.

Challenge

DT Swiss wanted to raise aluminium rim output to two million units a year and build a new Polish plant as a smart factory, but production planning still depended on spreadsheets and knowledge held by a few employees.

Results

The go-live took place on 1 January 2023 and rim production in Poland started in October 2023. The CFO reports a 15 to 20% efficiency increase so far, expects 30% eventually and anticipates 20% cost savings in manufacturing.

Challenge

DuPont reshaped its portfolio repeatedly through mergers, acquisitions and divestitures, and before 2017 migrated data largely by hand. The DowDuPont merger and subsequent split into three companies made that approach unworkable at the required scale and error tolerance.

Results

The programme ran 36 months with five go-lives covering 339 company codes, almost 2,500 plants and 100,000 users. DuPont and SNP went on to establish a repeatable M&A playbook built on the same platform.

Challenge

Eurasia Group Kazakhstan's SAP ECC system had received no substantial updates since 2014, made low use of standard SAP procedures, and required frequent custom developments, limiting integration with new systems as the John Deere dealership's business grew.

Results

The 8.5-month project, started April 2022, went live in December 2022, transferring business processes to S/4HANA, restoring system upgradeability with SAP support secured beyond 2027, and preparing for a subsequent SAP EWM implementation.

Challenge

Growth had made operations more complex while make-ready processes remained largely paper-based and group systems were not standardised. SAP S/4HANA had to be rolled out at ten sites at once, and frigemo needed at least 80% of operations guaranteed at launch.

Results

The day after go-live, between 80 and 95% of operations were running depending on the area. Management describes processes as digitalised, though the Head of Finance states efficiency gains had not yet appeared and are expected over the following two to three years.

Challenge

High volume of daily sourcing events exceeding team capacity. Manual quoting processes difficult to scale. Decentralized workflows across multiple facilities created compliance challenges. Limited visibility into strategic sourcing insights. Limited supplier engagement across sites.

Results

125K+ events run with zero human intervention; 55% reduction in time to award; $15M awarded savings from automated events; 50% reduction in event creation-to-open time; 13% improvement in manual event performance; buyers shifted to strategic focus

Challenge

Hochland SE, among the largest privately held cheese producers in Europe with EUR 2.25 billion turnover in 2023 and more than 6,100 employees, had worked with SAP ERP software for 25 years and accumulated a system and process landscape full of in-house developments and stand-alone solutions. It needed an internationally harmonised, standardised platform to support digitalisation across its European, Australian and US locations.

Results

valantic reports a stable hybrid cloud and on-premise architecture live in Germany, with SAP IBP giving supply chain transparency across sales, production and demand planning, multi-stage detailed production planning in S/4HANA via PP/DS, and transport planning, delivery document creation, forwarder commissioning and freight cost posting automated in SAP TM. Integration tests in Poland confirmed the template works.

Challenge

Ingles Markets, with more than 26,000 employees, needed to modernize and move from a client-server HR and payroll platform to a faster, state-of-the-art cloud-based solution, replacing manual and non-standardized processes and weak reporting.

Results

Ingles now processes 1,352,000 paychecks annually, saves 1,825 hours per year through managed pending hires automation, achieved a 217% increase in learning completions in the first three months, eliminated 100% of paper-based workflow processes, and saw a 14% increase in correct responses after course questions.

Challenge

SAP is the enterprise backbone for finance, supply chain and operations across JG Summit business units, but support was handled by a patchwork of independent approaches with inconsistent quality and governance.

Results

DXC reports satisfaction scores above 4.5 out of 5 with zero SLA misses, one P1 incident per year, monthly tickets averaging 300 against a 400 cap, and coverage extended from six to eight business units. An S/4HANA upgrade and data archiving are described as underway.

Challenge

The Malteser group ran a heterogeneous ERP estate of SAP R/3, Diamant and GDC (FX90) with heavy custom development and more than 40 interfaces. It needed an auditable finance solution and had to harmonise over 500 company codes while replacing SAP BPC for consolidation.

Results

Go-live of the first entity followed by transactional data migration served as the proof of concept for consolidating the group onto one private cloud instance. Standardised finance and controlling processes now support centralised shared services, and the single data structure has simplified maintenance and monitoring for SoCura.

Challenge

Maschio Gaspardo decided in 2020 to stop running its ERP in-house and move SAP ERP ECC to SAP S/4HANA on Azure. With half of its users spread worldwide, the migration had to coordinate multiple geographies, ten languages, currencies, time zones and local regulations across production planning, materials management, warehouse management, sales and distribution, quality management and finance.

Results

Using the analytics built into SAP S/4HANA, Exprivia is reshaping the group business intelligence and supporting an assessment of Group Reporting and SAP Analytics Cloud Planning for statutory and management consolidation and budgeting inside S/4HANA.

Challenge

Large tail spend of $10M across nearly 2,500 suppliers. Small procurement team unable to manage thousands of suppliers efficiently. Needed to optimize tail spend without increasing headcount. Required solution beyond vendor consolidation.

Results

15%+ average savings on spend through platform; $1,500+ average savings per RFQ; $48K average savings per buyer per year; nearly $150K saved on 100 sourcing events; positive shift in procurement team mindset; 3.7x ROI achieved

Challenge

MZA, which operates nearly 1,500 buses across almost 200 lines in Warsaw, needed better coordination across warehouse inventory, purchasing, maintenance scheduling, infrastructure planning and workforce availability to manage fleet maintenance and repairs.

Results

The predictive maintenance approach reduced vehicle breakdowns by 70% and cut maintenance costs by 25% across the fleet of nearly 1,500 buses.

Challenge

Nox Bellcow Cosmetics, an ODM manufacturer founded in 2004 that exports to more than 40 countries, needed to manage rapid growth and both online and offline sales channels with tighter process monitoring and quality control.

Results

The page reports standardized management processes, real-time data analysis, integration of business and finance, and an omnichannel supply chain management information platform, with support for multiple pricing systems and real-time order processing.

Challenge

Winback had grown since 2013 across 48 countries with five European sites plus operations in the United States and South Korea, but only France was supported by an ERP. The group lacked supply-chain visibility, real-time insight into subsidiary activity, and efficient financial close and reporting.

Results

The partner reports demand planning that improves production scheduling, better visibility of replenishment needs, more reliable financial data and consolidation, sharply reduced close times, and progressive automation of financial reporting. A second wave is planned to extend the system to further group subsidiaries.

Challenge

Allnex, the global leader in coating resins with 35 production sites, 25 R&D centres, some 4,000 employees and turnover in excess of two billion euro, needed to modernise its ageing SAP ERP system to support international expansion that culminated in the 2015 integration of competitor Nuplex. Beyond the technical upgrade, the company needed to standardise and optimise operational processes to meet the growing requirements of international customers in a consolidating market.

Results

Allnex used the migration to initiate continuous improvement of its internal processes and data. Efficiency gains include faster tracing of a product's origin and accelerated customs formalities, and the company has increased visibility into all its data. Greater standardisation of internal processes and progress in compliance management have made the business more agile in serving customers and more flexible in making acquisitions.

Challenge

Amdocs required comprehensive visibility and governance across its worldwide workforce, especially contingent and external workers, facing fragmented systems, manual and inconsistent processes, and limited real-time cost visibility, which increased operational complexity and compliance risk while hindering supplier spend management and regional scalability.

Results

The platform went live in 66 countries within 8 months. Amdocs achieved 100% SOX compliance with strengthened GDPR controls, and operational efficiency gains of 88%, reducing the issue resolution lifecycle from 20 days to 2.5 days.

Challenge

Autoneum, a 13,000-employee manufacturer of acoustic and thermal regulation components for vehicles with 55 production sites, set a target of realising around 85% of its turnover on SAP by 2030. Reaching that goal required transferring its main business processes onto the SAP platform while keeping day-to-day development and support demands covered as its internal SAP competence center handed over AMS-related tasks.

Results

Working with delaware, Autoneum met its development needs flexibly with four roll-outs a year, allowing its internal SAP competence center to transfer AMS-related tasks according to need and enabling faster process improvement. Autoneum describes delaware as a trusted partner helping it refine its SAP solutions as it works toward realising close to 85% of turnover on SAP by 2030.

Challenge

Belgian waffle producer Biscuiterie Thijs, with over 600 employees and five production plants, was still running outdated systems in 2019 that made scalability difficult and efficiency gains hard to realise. Manual processes clogged accounts payable, integration across locations was lacking, and reliance on custom-built tools risked future viability. The goal was to consolidate, simplify, standardise and scale.

Results

All five production plants and 31 production lines run on SAP S/4HANA, and a new acquisition was integrated in under three months. Accounting processes invoices with far less manual input, production and logistics have real-time stock insights across the five sites, and management reporting is faster and more accurate. Company turnover rose from around €80M at project kick-off in 2019 to €240M.

Challenge

Structures that had grown over two decades limited transparency, and scalability and harmonisation were only partly achieved. Bühler wanted a single high-performance data source accessible to employees worldwide without major changes to its business processes.

Results

Bühler went live on a stable system after a 17-month transformation phase. The original 7 terabytes of data was reduced by more than half, which Swisscom links to lower in-memory database investment.

Challenge

ContiTech ran a heterogeneous IT landscape with 12+ unsynchronized SAP R/3 environments from multiple acquisitions, creating data duplication, poor product lifecycle visibility and operational redundancies across 130+ manufacturing plants and distribution centers.

Results

ContiTech harmonized operations across diverse business units, improved accuracy and efficiency in finance, planning, procurement, production and sales, enhanced decision-making through consolidated data, and streamlined operations with reduced redundancies.

Challenge

Croda needed to modernise the data systems supporting a global supply chain and country-specific product safety compliance, and wanted public cloud flexibility ahead of a move to SAP S/4HANA.

Results

DXC reports 106 workloads migrated in 12 weeks without business disruption, a 40% reduction in application response times and a 70% reduction in database size. Non-SAP applications also moved to Azure, with DXC managing the subscriptions as an Azure Cloud Service Provider.

Challenge

EJOT needed to modernize its warehouse logistics operations and manage a newly built high-automation facility while simultaneously migrating existing warehouse management processes from legacy WM to a modern platform.

Results

The automated warehouse has capacity for up to 70,000 containers across roughly 73,000 storage locations spanning about 5,500 sqm, managing around 10,000 storable items via a 4-aisle AKL with double-depth positions, dual-load handling equipment and 8 receiving/shipping gates.

Challenge

Ferrotec opened a new manufacturing site in Kulim, Malaysia and had no unified ERP: each global location ran a different platform, creating operational silos. Staff relied on manual data entry, semiconductor production imposed complex process requirements, and the site needed a system quickly.

Results

Axxis reports a 40% increase in finance team productivity, a 90% improvement in procurement efficiency, a 50% reduction in supply chain costs and an 80% drop in data accuracy issues, alongside streamlined inventory, logistics and warehouse operations.

Challenge

GEV had to move off SAP R/3 ahead of the 2027 maintenance deadline, with a complex landscape of custom developments and mixed SAP and non-SAP applications. The brief was a purely technical transformation with minimal disruption to day-to-day business and tight time, budget and resource constraints.

Results

GEV now runs a consolidated S/4HANA platform with embedded analytics and automated workflows, delivered to the original schedule despite supplier delays and parallel product launches. The technical consolidation reduces complexity and operating costs.

Challenge

GKN Aerospace, a 17,000-employee aerospace and defence components manufacturer operating 51 manufacturing sites across 15 countries, had been shaped by numerous mergers and acquisitions, leaving its HR IT landscape fragmented across singular legacy systems largely disconnected from central management. Following a change in ownership, the company had to exit group-provided HR systems within a short timescale, leaving HR directors without a simple way to gain insight into employee performance across multiple sites.

Results

The project was delivered on time and on budget after a five-month sprint and rolled out globally to 15 countries in 10 languages. 80% of key users were using SAP SuccessFactors within the first month. The system, hosted on a new platform named Wilbur, now sits at the heart of GKN Aerospace's connected IT landscape; self-service functionality lets employees manage their own development, while improved data and reporting give managers and senior HR staff greater visibility into performance and satisfaction levels.

Challenge

International acquisitions since 2010 left the Hugli Group with seven production sites each running a different ERP system, which made planning demand and production across the interconnected network difficult. Stock reconciliation happened by phone and email, and losses across several thousand articles and 1200 raw materials could not be assigned precisely because of incompatible systems and naming.

Results

SAP S/4HANA went live at the group's largest site, Hugli Nahrungsmittel GmbH in Radolfzell (around 760 employees), at the end of June 2023, and the launch is described as trouble-free. The remaining six sites are being introduced gradually. Reported gains are described qualitatively.

Challenge

When INEOS acquired the Aromatics and Acetyls business units from BP in 2021, the units had to be fully separated from the former owner's IT systems and services, including an SAP carve-out. More than 150 applications had to be migrated across 10 locations in three time zones with multiple third-party stakeholders, and to avoid the high cost of renewing a term agreement with the previous owner, the whole programme had to complete in just 12 months. INEOS' in-house IT department did not have the resources to handle the project alone.

Results

The carve-out and new IT landscape were completed in just short of 11 months, beating the 12-month deadline, and well within budget. Over 1,900 users across 10 locations were transitioned, with more than 150 applications migrated. delaware's managed services team now provides functional and technical support across three time zones as an extension of INEOS' in-house IT team, and INEOS is preparing a move to SAP S/4HANA, with business process reviews and system preparations already scheduled at the time of publication.

Challenge

With end of support for ECC6.0 approaching in December 2025, Koden needed to modernize its system while ensuring business continuity and optimizing IT operations by moving from on-premise to cloud infrastructure.

Results

Inventory list retrieval fell from 17 seconds to 3 seconds, MRP execution from 20 minutes 55 seconds to 2 minutes 45 seconds, GL settlement from 60 minutes to 10 minutes, and the monthly accounting close from 8 hours to 6 hours.

Challenge

Leader Healthcare had difficulty managing a global distributor and supplier network under strict delivery and quality requirements, and could not track services performed on sub-components of a main asset. Manual financial operations and limited reporting left the business without real-time insight.

Results

Accely reports a 25% reduction in total cost of ownership, 35% reduced implementation time and a 70% increase in operational speed. Supply chain visibility and financial accuracy gains are described qualitatively.

Challenge

The Cambridge, Massachusetts hair-care company wanted to move from a small startup to a business with multiple product lines but had too small a staff to bring in an IT department, and needed to integrate third-party logistics, improve forecasting and manage cash flow.

Results

The write-up cites 330% growth in revenue, 230% growth in the product portfolio and 400% unit volume growth, alongside a strengthened supply chain and a routine distribution process.

Challenge

Using aging HR software systems, Milliken was increasingly unable to deliver the rich functionality and experiences its people expected; with HR systems and processes built to suit specific countries' legal requirements, it lacked a unified view of HR operations, making detailed compliance reporting reliant on manual systems and spreadsheets.

Results

Milliken saw a 5x increase in the number of job applicants and about 10 times more candidates viewing its jobs since going live, supports recruiting in 6 languages on one global platform, and has automated 100% of manual recruiting processes, freeing its HR team from manual tasks for more strategic work.

Challenge

Murphy Oil needed real-time decision-making from large data volumes, a 360-degree view of new well completions compared against historical wells, and consolidation of multiple applications and integration platforms under pandemic-driven pressure to reduce G&A costs; the existing landscape lacked real-time data visibility, adding complexity and cost to well completions.

Results

The platform delivered a 25% reduction in general and administrative expenses and a 15% reduction in SWB, analyzed more than 50 million data points across 900+ wells and 18,000+ completion stages, and consolidated 384 interfaces down to 298 (and 254 APIs down to 150), going live on 17 November 2020 with 450 users.

Challenge

NTUA's legacy financial and customer systems, more than 20 years old, lacked the advanced functionality the utility needed and required additional support to keep its S/4HANA upgrade on schedule and meet project obligations.

Results

The rollout trained more than 1,000 utility employees over a five-week period and produced 95 reusable learning resources for future onboarding, along with automated regression-test scripts for future upgrades.

Challenge

Nippon Tungsten faced end of support for SAP ECC 6.0 at the end of 2027 and wanted the business impact, cost and duration of moving to S/4HANA established before committing. Replacing SAP with another ERP was considered but judged too costly and technically risky.

Results

The migration ran about 10 months to a January 2024 go-live. Some defects appeared immediately after cutover but declined from the second month onward; certain add-ons were reworked and now perform better than before the migration, and the AWS move is credited with reducing platform-driven system replacement risk.

Challenge

Preh had to modernize its existing SAP ECC system without reengineering core business processes, since disruptions to logistics and production were unacceptable, while an automotive industry downturn added cost pressure alongside organizational restructuring and reduced internal capacity.

Results

The brownfield approach delivered a 20-30% faster, more cost-efficient implementation than a greenfield rebuild would have, cut transaction steps by 10-15% across key business roles, and enabled reporting up to 10x faster through SAP HANA's in-memory capabilities.

Challenge

Primetals Technologies ran a complex SAP landscape spanning 14 legal entities across Europe, Asia and the Americas, and needed to move from SAP R/3 to S/4HANA without disrupting core ERP, PLM and analytics systems. Numerous interfaces to satellite systems had to be adapted under tight coordination.

Results

The go-live completed with no business interruption, harmonizing SAP processes across all 14 entities and improving reporting. A parallel workplace initiative moved roughly 7,000 devices to a cloud-based operating model, and the on-premise architecture strengthened control over critical IT infrastructure.