All Foundries

Commodity Management & Trading

Transforming trading ecosystems through data-driven insights and secure, agile platforms that empower global commerce.

Customer & Marketing Strategy

Reimagining customer engagement with personalized, connected experiences that build trust and long-term value.

Digital Engineering

Turning ideas into scalable digital solutions—accelerating transformation through design, technology, and engineering excellence.

Station Studio

Redefining mobility hubs with digital innovation to create smarter, sustainable experiences for people and businesses on the move.

Supply Chain & Industry 5.0

Building resilient, intelligent supply networks that anticipate change and deliver efficiency with purpose.

Sustainability

Driving responsible innovation to help organizations achieve net-zero goals and create a positive impact for future generations.

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

Retail

From satisfaction surveys to EBITDA: closing the loop on customer pain points

A department store retailer in Mexico turned a biannual NPS programme into a closed-loop customer listening mechanism, connecting feedback to pain-point initiatives and incremental EBITDA.

From satisfaction surveys to EBITDA: closing the loop on customer pain points

Retail

Unified returns management

A retailer processing more than two million returns a year moved from channel-specific workflows toward one digital returns system. The initiative connects request creation, status tracking and routing across sales and return channels.

Unified returns management

Contact

A connected finance model built for scale

A company transformed fragmented financial operations by aligning core corporate processes with SAP S/4HANA. An end-to-end process model, a hybrid organization and a renewed service and governance approach connected network, procurement and billing processes while automating 65% of transactional areas.

Establishes the transformation context through a wide, human-centered view of corporate finance operations.

65% automated

Transactional areas automated

First mover

First corporate area aligned with SAP S/4HANA

Three domains

Network, procurement and billing integrated

European benchmark

Reference model for efficiency and best practices

Uses scale, architecture and connected work zones to convey a repeatable operating model without implying an unsupported industry or client location.

From silos to a European benchmark in financial process efficiency

The company needed to replace fragmented financial processes and manual transactional work with a more efficient, scalable and robust operating model.

Objectives

Improve the efficiency, scalability and robustness of financial processes by removing organizational silos, automating transactional areas and establishing a service and governance model designed to support performance, quality and innovation.

Opportunity

Use the end-to-end SAP S/4HANA process model to set a new standard for the group, building on the experience of the first corporate area to align its processes with the platform.

Moving finance beyond fragmented processes

The transformation had to connect core financial processes, reduce manual transactional activity and introduce an operating and governance model capable of supporting the company’s ambitions for efficiency and scale.

Key Challenges

Uses physical document streams to represent the integration of network, procurement and billing processes without artificial overlays.

1: Disconnected process domains
Network, procurement and billing processes needed to be integrated through an end-to-end model.

Focuses on talent development and cross-role collaboration rather than technology alone.

2: A new organizational balance
The initiative required a hybrid organization model that could balance efficiency with talent development.

Makes governance tangible through shared review, traceability and human accountability.

3: Service and governance gap
The company needed a defined service and governance model for more transparent and consistent management.

Shows automation as a grounded operational process with human quality oversight.

4: Manual transactional activity
Transactional areas required automation to reduce their dependence on manual work.

Solution

An end-to-end model combining process, organization and technology

NTT DATA optimized the financial process model, renewed the supporting technology infrastructure and introduced a more transparent approach to service governance. The response addressed process integration, organizational design, governance and automation as connected parts of the same transformation.

End-to-end process integration

Integrated network, procurement and billing processes within the SAP S/4HANA-aligned model.

Hybrid organization model

Introduced an organizational model designed to balance operating efficiency and talent development.

Evolved service governance

Established a service and governance model with a more transparent management approach.

Transactional automation

Automated 65% of transactional areas as part of the financial process transformation.

Impact

Finance became a benchmark rather than a back office

The transformation automated 65% of transactional areas and made Finance the first corporate area to align its processes with SAP S/4HANA. The resulting model is presented as a European benchmark for efficiency and best practices, with financial processes described as more scalable and robust.

Drag