Transaction

TSA exit after carve-out

Division of a global refrigeration group, carve-out to a Chinese shareholder

≈ 4,000

TSA exit managed: ≈ 4,000 users migrated, 3 data centres exited

+60%

IT capacity +60% with −8% IT personnel cost

≈ EUR 2m

≈ EUR 2m savings potential and ≈ EUR 6.5m double charges identified

Starting point

After the carve-out neither an IT organisation nor IT financial management; 17 ERP systems and 25 charts of accounts.

Withdrawal from three group data centres for ≈ 4,000 users, 474 applications and 57 sites.

Global S/4HANA programme in parallel with the TSA exit; intercultural context with the new shareholder.

TSA exit managed across 8 workstreams (network, security, AD, M365, hosting, apps, ERP, service desk)
474 applications dispositioned with an exit strategy per application
IT target operating model with 39 processes built
Outsourcing, cloud and framework contracts negotiated; service-desk provider selected
IT financial management (IFRS, HGB) with TSA cost tracking built
S/4HANA platform: hosting, DR concept, 3,006 licences, master-data governance

Decisive turning point: Exit strategy per application; outsourcing, cloud and framework contracts renegotiated, service-desk provider selected.

Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.