Alpha ESS沃太能源

Before: Challenges & Opportunities

• Proprietary virtual power plant data urgently needed integration with management and operational data to transform Alpha ESS into a data-driven new energy enterprise.
• Domestic and overseas operations used different management systems with insufficient data standardization and no sharing capabilities, failing to meet the needs of global business development and group management decision-making.
• Approximately 80% of the group's business is overseas, and differing accounting standards across regions made offline reconciliation costly and inefficient.
• Electronic components are expensive with significant regional requirement variations, involving many common and substitute materials requiring frequent BOM switching, demanding efficient procurement management, quality tracking, and communication processes.
• After-sales service data was stored in agent systems and had not been consolidated into group management, resulting in inconsistent maintenance service standards and uneven customer satisfaction.
• With most of Alpha ESS's business located overseas, SAP S/4HANA Cloud's outstanding data security and compliance capabilities meet GDPR requirements.
• SAP S/4HANA Cloud's management granularity meets Alpha ESS's expectations, particularly the manufacturing module's scrap handling processes, which fulfill green sustainable development requirements for new energy enterprises.
• As a new energy company, Alpha ESS lacked mature industry solutions, and implementation plans required input from experienced management personnel.
• MTC developed a more adaptive and flexible implementation plan to support Alpha ESS's rapid growth, successfully launching the system on schedule even while new factories were being established during the implementation.
• MTC's comprehensive and practical knowledge transfer framework cultivated management personnel with digital business thinking for Alpha ESS during the project.
• Built a global digital management platform and global logistics supply network, meeting accounting standards across countries and multi-agent procurement needs, achieving internationalized financial and tax management with local compliance.
• Established an integrated business-finance digital process control system covering R&D, supply chain, quality, logistics, sales, and after-sales, significantly enhancing industrial scalability and cross-functional collaboration, achieving group-level information unification and providing data assurance for management decision-making.
• Replaced manual BOMs with unified lists, with the group R&D team now generating online procurement requests, ensuring shipping accuracy and significantly shortening procurement and customs clearance cycles.
• Integrated a sales early-warning function to distinguish between common materials and long-lead-time materials, preventing inventory stagnation.
• Leveraged the SAP S/4HANA Cloud sales module to manage after-sales services, bridging the last mile of service delivery and improving user experience.