New year, new trends:
What we can expect in 2024

As the old year draws to a close, the new one is already in the starting blocks. And with it, exciting developments, trends and innovations will once again find their way into the market. The question is therefore: What can scc and our customers expect in 2024? Which tendencies will take hold? And which trends will prevail? Under the motto “New year, new trends”, we venture an outlook for 2024 – and thus a forecast for the near future.

3 trends that have come to stay

It feels like our world has never turned as fast as it does now. What was considered the nonplus-ultra yesterday is long outdated today. Trends therefore come and go more quickly and there is a wealth of interesting tendencies. We take a look at three topics that have come to stay:

  • Konvertierung
  • SAP und Microsoft
  • Nachhaltigkeit

Conversion: from the old to the new system

Conversion, conversion or redesign - the word "conversion" means all of these things. And that's exactly what it's all about: Most companies will be facing a system conversion in the next few years - from old software to a modern ERP system such as SAP S/4HANA. This is not only important in order to remain competitive, but also to be fit for the digitization requirements of the coming years. The crux of the matter: this is a project that takes a lot of time and should be approached in a structured manner. "Wait and see" is therefore not a good method - especially not because consultants' resources are limited and a company risks being overtaken by the competition. It is therefore better to get into action as early as possible and look for an optimal partner for conversion. And this is where we come in, if you like.

Mit der "S/4HANA Roadmap" sicher ans Ziel kommen

Different companies and initial situations require different approaches. And that is precisely why we have created the "S/4HANA Roadmap". We take enough time for an intensive planning phase to be able to specifically address the needs of our customers. In addition to costs, the focus is on questions such as: Which approach is the right one? What advantages will S/4HANA bring in the future? When is the right time for implementation? Or how can I structure the project? Although we have defined numerous work packages for the implementation of the roadmap, we decide which of these are suitable for the company individually and tailored to the customer. These range from a readiness check to an analysis of existing interfaces and licenses. Another question also arises these days: Cloud - yes or no? This component also needs to be considered. The focus here is on three tried-and-tested transition scenarios with which we are very familiar:
System conversion (Brownfield approach):
This changeover scenario is largely standardized, as the system is adopted 1:1. However, this naturally presupposes that the existing structure fits.
New implementation (Greenfield approach):
This contrasts with the Greenfield approach, in which the old system is discarded and a completely new one is set up.
Selective Data Transition (Hybrid):
Any number of intermediate variants are also possible, using approaches from both extremes.

Forms of collaboration:

There are also very different set-up options and forms of collaboration, especially for the Brownfield and hybrid approach:
scc as a full implementation partner:
The responsibility is placed entirely in the hands of scc. We manage the project, take care of the methodology and implementation, keep an eye on all technical aspects and only draw on the company's in-house resources where necessary.
scc as a targeted know-how partner:
In this variant, the customer takes care of most of the tasks themselves, for example because they have a well-established IT team and a corresponding structure. We only cooperate with them on individual points where their expertise is insufficient.
The result is a precise schedule that states what needs to be done, when and in what form. But whether it's full support or individual work packages, the fact is that time is of the essence. This is because the entire process - from planning to implementation - takes an average of 1 to 2 years. So if you want to stay up-to-date, it's a good idea to start the conversion process as soon as possible.

The most important thing is to start with comprehensive planning and not just go for it. A conversion project like this is simply too complex and there is a great risk of losing track and getting bogged down in technical details. This quickly ends in chaos and what you wanted to achieve in terms of content is suddenly no longer the focus at all. We successfully counteract this with the roadmap.

SAP and Microsoft

A second development that is gaining momentum is the fact that there is an increasing symbiosis between SAP and Microsoft technology. The reasons for this are complex - whether different functionalities, innovations, costs or goals. SAP and Microsoft have long recognized this and are therefore working together intensively to develop solutions that facilitate this interaction. The following scenario is therefore becoming increasingly common:

SAP as a
starting point:
Most customers still focus on SAP, as it is a tried and tested foundation. For example, they use it as an ERP system for their merchandise management and finances.
Microsoft as a
They also rely on other solutions - from Microsoft, for example. Examples include the AI-powered Copilot®, Power BI® for reporting, the Power Platform® or Power Apps®, which offer low-code products that can be used to build web applications with just a few clicks. Systems that do justice to the current sustainability issue are also conceivable.
But it is also about the database - here too, companies may work with a mix of solutions. For example, in addition to SAP as the ERP foundation, there are also CRM systems, non-SAP products or even Access databases. All of these must be connected in a meaningful way to ensure smooth integration and consistent reporting. This requires a layer, a so-called data layer, which links both, for example SAP and Microsoft technology. At the same time, the desired output must not be ignored. If, for example, the reporting tool Power BI® from Microsoft is to provide the analysis, a strong focus on Microsoft must already be placed in the integration layer. If, on the other hand, only SAP products are used, such a layer is often not absolutely necessary. So it's a tricky project that requires a lot of know-how.

Get the best of both worlds with our data platform strategy

We are responding to this trend by offering a data platform strategy. The aim of this is to get the best of both worlds for the customer. We take a structured approach, make decisions based on the situation and create a customized solution that suits the company. Our advantage? The scc team is at home in both worlds and therefore has in-depth knowledge of both SAP and Microsoft. This enables an optimal symbiosis that takes all framework conditions and wishes into account.

Customers who have already done the conversion, for example, are familiar with the latest ERP product and now want to get started in terms of data platforms for reporting, benefit from our technology independence. We look at what SAP can do in the respective area and also what Microsoft has to offer and decide according to the situation. In this way, we get the best out of it for the customer.


A third development is called sustainability. On the one hand, it is making itself felt in the private sphere, with more and more people questioning their actions in relation to environmental and social aspects. At the same time, it is influencing the economic context. This is increasingly reflected in legal frameworks and conditions, both at national and especially at EU level. In addition, more and more members of Generation Z are looking at their employer's commitment to sustainability when choosing an employer. This fact alone makes it impossible for companies to ignore the issue in order to avoid exacerbating the already difficult search for skilled workers. And then there are customers who want to know exactly where and under what conditions products are manufactured. It is therefore essential for companies to position themselves well here.

But in recent years, a veritable jungle of laws, tasks and opportunities has emerged in this regard. And many can literally no longer see the wood for the trees. Not only is the EU taxonomy changing the framework conditions for annual reports, but it is also necessary to analyze and reduce the footprint of products or comply with the Supply Chain Due Diligence Act. Tools have been created for many of these issues, but most companies despair before they even start: when it comes to dealing with the issue of sustainability. A scenario that we know well. And this is exactly where we come in with our "Sustainability Discovery Workshop".

Our"Sustainability Discovery Workshop"

Companies are therefore increasingly having to deal with sustainability and there are various tools that can help them to do so. In our "Sustainability Discovery Workshops", we try to structure and break down this major topic. And there are two key points here:
Legal requirements:
Whether it's the EU taxonomy or the Supply Chain Due Diligence Act - many things now have to be taken into account by law.
Individual aspirations:
In addition, companies often want to improve in other areas, such as their footprint.
However, we do not start with a presentation of possible tools, but we start well in advance. This means that the first step is to define the rough framework conditions. In the second, we break the whole thing down into specific goals and challenges or tasks. Because it is also about knowing what you have to do specifically to get to a certain point. And this is linked to the question: what database is needed for this? Concrete tools are only discussed in the final step.

The "Sustainability Discovery Workshop" is an orientation aid and structures the major topic of sustainability. Based on the company-specific sustainability strategy as well as the strategic goals and framework conditions, concrete fields of action are derived and challenges are isolated. In a second step, it is determined which software tools can make a significant contribution to overcoming these challenges. In addition to innovative, new sustainability tools from the SAP (related) world, solutions that are already in use in the company are of course also examined. In many cases, the refinement of these tools can provide significant support.
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