Case Studies

SAP maintenance and support for utilities major in the Netherlands

The client

The client is a utility company in The Netherlands, specializing in the generation, transport, trade and supply of gas and electricity. The company has over 2.6 million consumers and businesses as customers in The Netherlands, and a global workforce of approximately 12,000.

Business needs

  • Market and regulatory changes required a multi-vendor-based environment for sustained productivity improvement
  • Business targets:
    1. Best-in-class cost-to serve and cost-to-change
    2. High customer retention
    3. Growth
    4. Increased customer satisfaction
  • Formation of IT delivery (ITD) organization to achieve business targets
  • Numerous SAP instances, few in Dutch
  • Guiding client through the offshoring roadmap
  • Managing multiple subcontractors

Our solution

  • Migrate to managed services through a phased manner:
SAP Maintenance & Support 
  • Decrease the number of suppliers from 30 to 1 for core SAP applications
  • Working with service-level arrangements and key performance indicators


  • Level 2 maintenance and support SAP applications – portal, logistics, finance, HR, FICO, SD, MM, PP, QM, retail procurement (SRM), reporting (BW), system management (WAS, CUA, SSM, XI, SLD) and solution manager
  • Enhancements in SAP for the above modules
  • Program management services
  • Process improvement services: requirement engineering, demand management, configuration management, documentation management, etc.

Solution snapshot

Business requirementsTechnologiesDeliverables
  • Body shop model: Hired more than 200 Dutch speaking external employees from more than 30 suppliers
  • More than 21 SAP environments in core SAP modules, with versions ranging from SAP 3.1i to SAP ECC 6.0
  • No clear process definitions in line with latest IT industry standards
  • Ineffective demand management processes
  • Requirements engineering and management processes called for improvement
  • Staged approach with clear entry criteria to migrate from ‘body shopping’ mode to ‘managed services’
  • Use of subcontractors in niche areas
  • Use of translators and interpreters to overcome language barrier
  • Cultural workshops and working norms
  • Effective knowledge acquisition with detailed plan and templates
  • Reverse knowledge transfer sessions to validate learning
  • System appreciation documentation signed off
  • Process consulting to overcome limitations of requirement management, demand management, etc.
  • Updating existing documentation, creating new documentation as per requirements
  • Initiate T&M pricing and move towards a flexible fixed-price pricing model based on volume of work
Uniqueness of approach
  • EQS to streamline processes
  • ILI to overcome cultural barrier
  • Onsite-offshore rotation of 90 percent of consultants for complete technology, process and cultural knowledge transfer
  • Enhanced customer satisfaction
  • Consensus on quality process improvements with stakeholders, leading to reduced number of defects and increased quality, cost-effectiveness and reusability of solutions
  • Technical improvements suggested and implemented, leading to a decrease in incidents by up to 85 percent in specific areas
  • Successfully collaborated with the client on the upgrade of SAP enterprise portal and SAP SRM
  • Successful execution of pilot project – refining methodologies, processes and artifacts
  • Best SLA adherence achieved over a one-year period
  • Reduced cost per incident by 30 percent
Process benefits
  • Reduced the number of subcontractors from 30 to 1
  • Leveraged Infosys tools to manage systems and developments
  • Well-defined incident, change and problem management processes including on-site and offshore delivery capabilities
Cookie Settings