Large-Scale SAP Implementation Planning
Project Details
Tl;dr
Led mobilisation and store readiness planning for a large-scale SAP rollout across 104 owner-operated FMCG retail stores. Focused on the critical first month of the programme to establish governance, structure, and confidence ahead of multi-wave deployment. Designed a comprehensive store readiness framework, including checklists, questionnaires, and entry/exit criteria, to enable objective go/no-go decisions across finance, operations, technology, training, and change. Established programme governance, integrated plans, and a scalable go-live support model, reducing delivery risk and creating a repeatable foundation for predictable rollout across all waves.
This engagement focused on the mobilisation phase of a major SAP implementation across 104 locally owned and operated supermarket stores within a cooperative retail model. While the overall programme spanned 18 months, my role was concentrated on the most critical period: the first month, where early decisions would determine the success or failure of downstream rollout waves.
At this stage, progress was less about system configuration and more about creating the right foundations—clear governance, realistic planning, and a shared understanding of what “ready” actually meant for stores operating with varying levels of capability and change maturity.
Without these foundations, the programme risked inconsistent deployment decisions, poorly prepared stores, and avoidable disruption during go-live.
Rolling out SAP across independently operated stores introduced significant complexity:
- Wide variation in store size, operational maturity, and digital capability
- Inconsistent readiness for change across the network
- Subjective interpretations of when a store was “ready” to deploy
Without a common readiness model, the programme faced several risks:
- Inconsistent go-live decisions between waves
- Stores entering deployment underprepared
- Increased post–go-live disruption
- Elevated operational and financial risk
The challenge was to design a scalable, repeatable mobilisation and readiness approach that could be applied consistently across multiple rollout waves, while still reflecting the realities of how individual stores actually operated.
I played a central role in programme mobilisation, initially acting as PMO Lead before transitioning into a Store Readiness Analyst role. I worked closely with finance, operations, technology, training, and change workstreams to align the programme around a single deployment and readiness approach.
My responsibilities included:
- Acting as PMO Lead, owning the integrated project plan, dependencies, risks, and timelines
- Designing the end-to-end store readiness framework and assurance process
- Defining entry and exit criteria for each deployment phase and rollout wave
- Designing a readiness questionnaire to support objective, data-driven go/no-go decisions
- Supporting finance operations readiness to ensure SAP activities aligned with real store processes
- Designing the store go-live support model, including roles, responsibilities, and escalation pathways
- Establishing the project management plan for an 18-month programme
- Facilitating client workshops and alignment forums across workstreams
These activities ensured early alignment between programme ambition and operational reality.
A core mobilisation activity was creating a single, consistent definition of “ready” that could be applied across all 104 stores.
Working closely with a junior business analyst and stakeholders from every functional workstream, I designed a comprehensive store readiness checklist covering:
- Finance
- Store operations
- Technology
- Training
- Change and communications
This ensured readiness criteria reflected real operational needs, rather than abstract programme assumptions.
To support transparency and consistency, I also designed a structured readiness questionnaire that defined:
- How readiness questions were structured and sequenced
- What information stores were required to provide
- How responses would be assessed, scored, and escalated
Together, these tools created a shared, data-driven view of store preparedness across the programme.
To reduce ambiguity during high-pressure deployment periods, I defined clear entry and exit criteria for each rollout phase and wave.
This approach established:
- Minimum conditions a store had to meet before entering a deployment wave
- Clear definitions of success at the end of each phase
- Agreed go/no-go decision points across all workstreams
By making these criteria explicit, the programme improved consistency, strengthened accountability, and reduced last-minute decision-making risk during deployment.
Alongside readiness design, I supported finance operations readiness to ensure SAP activities aligned with:
- Day-to-day store processes
- Local operating constraints
- SAP process and control requirements
I also designed the store go-live support model, defining:
- Roles and responsibilities between central teams and stores
- Escalation pathways for issues during deployment
- Expectations for hypercare and stabilisation
This ensured stores were not only technically ready, but operationally supported through the transition period.
From a delivery perspective, I established the project management plan for the full 18-month programme, including:
- Milestones and dependencies
- Deployment wave sequencing
- Critical path activities
As PMO Lead, I managed the integrated plan, tracked risks and progress, and supported consistent reporting and governance. I also facilitated regular client sessions to align stakeholders on:
- Scope and priorities
- Readiness expectations
- Deployment approach and ways of working
This governance structure created clarity and confidence across the programme from the outset.
To reduce ambiguity during high-pressure deployment periods, I defined clear entry and exit criteria for each rollout phase and wave.
This approach established:
- Minimum conditions a store had to meet before entering a deployment wave
- Clear definitions of success at the end of each phase
- Agreed go/no-go decision points across all workstreams
By making these criteria explicit, the programme improved consistency, strengthened accountability, and reduced last-minute decision-making risk during deployment.
During mobilisation and kick off, I led or supported
- During mobilisation and kickoff, I led or supported:
- Programme mobilisation and governance setup
- Cross-workstream coordination and dependency mapping
- Deployment wave planning
- Store readiness definition and assurance processes
- Stakeholder alignment across central teams and store operators
- Early risk identification and mitigation planning
The mobilisation and readiness work established a clear, repeatable foundation for the SAP rollout, enabling:
- Consistent assessment of store readiness
- Informed, repeatable go/no‑go decisions
- Scalable support across 104 diverse store environments
- Reduced delivery risk across multiple rollout waves
By creating clarity early, the programme was positioned for more predictable delivery and smoother store transitions as rollout progressed.