Ten end clients since 2015 – and engagements that rarely end after a year
If you are responsible for an SAP programme, a row of other people’s logos will not help you. What helps is the question of whether someone has already seen a rollout across several countries all the way through to cut-over. So here is what 4Trust Consulting GmbH has taken on since it was founded in December 2015: the sector, the task and the period of every engagement. The company names are missing – why, you can read further down.
There are two ways we are engaged
Both appear in this list, and it makes a difference to you which one is meant.
Directly by the company that owns the programme
You hand us a clearly defined topic from your SAP programme – the worldwide intercompany process or transport planning, for example. The contracting party is 4Trust Consulting GmbH, not an individual.
As a subcontractor to consultancies and other project service providers
If you are delivering a programme for your client, we take on, under your contract, a package of work that you define together with us. We have had six clients of this kind since the company was founded – each with a framework agreement and a non-disclosure agreement. For you that means the contractual route is established and involves no start-up time.
Taken together, that makes ten end clients since the company was founded.
What we have worked on since December 2015
Every entry names the sector, the task and the period. The current engagements come first, the completed ones follow. For the completed ones, each entry names the client’s programme and our contribution within it: we were one of several service providers and worked on a defined topic, we did not deliver the programme as a whole.
Current engagements
Wholesale · since 12/2024
Transport planning and transport execution
In the SAP Transportation Management of a supra-regional wholesale company we advise on transport planning and transport execution.
Chemicals and pharmaceuticals · since 08/2023
Pricing and intercompany process
Worldwide S/4HANA transformation of a chemicals and pharmaceuticals group: building the global template for pricing and commercial agreements, then the worldwide intercompany process from source-to-pay to contract-to-cash, including preparation of the pilot rollouts, test coordination and cut-over planning.
Completed engagements
Utilities · 08/2023 – 12/2024
Sub-project in an implementation of S/4HANA Utilities and Core
Within the implementation of SAP S/4HANA Utilities and S/4HANA Core at an energy and water utility (brownfield approach): steering a sub-project, advice to management and SAP consulting on the sales processes (SD). From 2024 continued at reduced scope alongside another engagement.
Retail · 07/2019 – 12/2024 · five years and six months
SAP processes of one product category in five countries
Within the global S/4HANA transformation of a retail group in five countries on three continents: SAP consulting for the processes of one product category along the whole path from process design and system integration through to migration, cut-over and testing.
Retail · 10/2013 – 12/2018 · five years and three months
Returns and logistics processes
Returns and logistics processes of a retail group, from the store back to the warehouse: design and implementation with WM, EWM and SAP TM, support for the system rollout in four countries in Europe and North America. The only engagement in which both managing directors worked in the same programme at the same time. Started before the company was founded and continued under its roof from 2016.
Chemicals and pharmaceuticals · 09/2020 – 07/2023
Order-to-cash and master data migration
Advising the global process owner on order-to-cash and preparing an S/4 transformation on an 80/20 approach under GxP and SOX requirements, together with the worldwide migration of customer master data into the S/4 business partner – mapping rules per field, upstream data cleansing, coordination with the pricing and order-to-cash teams.
Chemicals and pharmaceuticals · 06/2019 – 09/2020
Test management following a company acquisition
Within the programme bringing two companies together after an acquisition: test planning for the delivery process in North America and Europe, tracking of test execution, defect management and regression tests.
Retail · 01/2019 – 07/2019
Redesign of the returns process
Redesign of the returns process of an online retailer – recording the as-is process, analysing the existing developments, outline concept for the board to decide on.
Retail · 08/2018 – 06/2019
Sales, EWM and TM in an SAP ERP implementation
Project management and SAP consulting within the SAP ERP implementation at a country subsidiary of a retail business – focusing on the model sales processes in distribution and the integration of SAP EWM and SAP TM.
Wholesale · 09/2018 – 06/2019
Complaints and returns processes
Complaints and returns processes in materials management and sales as part of a Europe-wide S/4HANA implementation – from the design through to the system build.
Chemicals · 10/2017 – 11/2018
Order-to-cash in the move to S/4HANA
Order-to-cash within the S/4HANA conversion at a parent company and a sales subsidiary: alignment workshops and fit-gap analyses, coordination of development requirements, support for process owners and key users.
The years before December 2015 are listed separately
Four selected engagements date from before the company was founded; the full project history is on the managing directors’ profiles. They do not belong with the engagements above, because back then the work was not delivered by the company. Where the experience comes from still counts for your assessment.
Chemicals · 05/2008 – 06/2015
Further development of SAP MM
Further development of SAP MM together with PP, QM and SD for a system used worldwide: procurement, output management, interface configuration and global change management processes.
Chemicals · 08/2010 – 01/2014
SD and supply chain processes
Consulting on switching worldwide planning from gross to net and the step-by-step rebuild of the operational supply chain model – global warehouses, replenishment deliveries, worldwide integration of the intercompany process.
Chemicals · 10/2000 – 08/2010
Regional system and roll-in of country organisations
SD and order-to-cash consulting for building and extending the regional system of a chemicals group: R/3 implementation, consignment process, ALE and EDI landscape, carve-out of a sub-group, release changes and roll-in of seven country organisations on three continents.
Manufacturing and metals · 01/1996 – 03/2000
R/3 implementation and order management
Consulting within the SAP R/3 implementation in purchasing and sales at a steel company with migration from R/2, reengineering of order management and a business blueprint; afterwards new order management systems with pricing at two manufacturers, among other things supporting a worldwide site relocation on a just-in-time concept.
Why no name appears here
Whoever engages us does not later find themselves on this website. That is not a gap in this list, it is a decision.
In large programmes we see prices and margins, supplier relationships and the weak spots in processes and systems. Anyone who shows us that has to be certain it does not leave the room – not even as a logo on a reference page. Confidentiality is part of what we deliver, not a limitation of it.
So what you find here is the sector, the task and the period, but no name. If you need something more specific, you will get it in conversation, as far as our clients have released it.
The clearest answer comes from your own programme
Tell us about your plans, where they stand and where things are stuck. In an initial consultation we will tell you which of the engagements above comes closest to yours, what we can bring from it – and where you would be better off asking someone else. If you come from a consultancy, we talk about the package of work, the framework agreement and a possible start. You will have an answer within two working days.
Arrange a conversation