Replacing the BI-LOOPS system with SAP EWM at Boehringer Ingelheim
Centralized and harmonized processes for a global player
At a glance
Pharmaceutical Company
Ingelheim am Rhein
over 54.500 employees (2024)
turnover: 26,8 billion (2024)
The company
Boehringer Ingelheim is one of the world's leading research-oriented pharmaceutical companies. Founded in 1885, it is still family-owned and employs over 54,500 people. In 2024, it generated sales of 26.8 billion euros. Its headquarters are in Ingelheim am Rhein.
The company invests around 20 percent of its sales in research and development. Thus Boehringer Ingelheim is consistently pursuing its goal of developing innovative medicines for unmet medical needs –aiming to improve the health of humans and animals worldwide.
The project benefited from the many employees with extensive system experience. Implementing SAP EWM was a great success and a learning experience for the upcoming GBS introduction.
Stefan Schmidt,
Head of SC Standards & Service, Boehringer Ingelheim
The challenge
As a global corporation, Boehringer Ingelheim relies on a uniform ERP solution to standardize processes, increase efficiency, and create transparency in all workflows. The solution is based on SAP S/4HANA as the central ERP system, as well as complementary satellite systems, such as Extended Warehouse Management (SAP EWM).
The implementation has already been successfully completed at most international locations. The complete ERP system is scheduled to go live in 2027 at the headquarters in Ingelheim.
This location houses the central logistics areas, including a modern packaging building and an automated high-bay warehouse that supplies most customers.
To minimize risks and reduce the complexity of the full SAP rollout, SAP EWM was introduced in advance for the packaging building and high-bay warehouse. This will allow to gain experience and stabilize processes before rolling out the entire ERP solution.
The solution
abat collaborated with Boehringer Ingelheim to develop a strategy based on a global SAP EWM template. The goal was to achieve maximum standardization, minimal deviation from the SAP standard, and clear scalability for other locations. Only adjustments that were useful for multiple warehouses or relevant for future requirements were made to the template.
Special requirements in the project included:
- Integration of an application for temperature tracking of individual handling units
- Connection of the automated high-bay warehouse to EWM
- Interface development for an external MES system (non-SAP)
The result was a solution seamlessly embedded in the global ERP strategy that also took local specifics into account.
The project – from planning to go-live
The roots of the project lie in the ECLIPSE project, which defined the basic requirements. In June 2021, abat was selected as the implementation partner. The project officially began on July 13, 2021.
Solution design phase
The requirements and processes were worked out in detail during workshops. The team faced organizational challenges due to the ongoing COVID-19 pandemic, but these were quickly overcome with pragmatic solutions, such as using larger rooms for workshops. During this phase, it became clear that the existing system landscape was more complex than initially assumed. Through "deep dives" into individual processes, the team broke them down precisely and transferred them to the solution design. Initial tests in goods receiving confirmed the feasibility.
Implementation and data migration
Starting in January 2022, the project team focused on implementation. They developed solutions, migrated data, and tested processes.
Test phase and quality assurance
The Verify2 test was scheduled for the fourth quarter of 2022. Boehringer Ingelheim collaborated with abat to review all processes and ensure their quality. The transition to the PtQ ("Promote to Quality") phase marked a decisive milestone on the road to go-live.
Preparation for go-live
In 2023, the focus was on final preparations. Over the course of nine test weekends, the system, particularly the connection to the conveyor technology, was thoroughly tested. More than 100 key users were trained and the "gym concept" was implemented to ensure application security until go-live.
Go-live and hypercare
The productive launch finally took place in September 2023. After final performance optimizations, the first pilot orders were processed without error. The business launch was successful – the systems ran largely without disruption, and the volume and process requirements were quickly met.
Success factors
Experience: Employees with extensive system experience ensured quality and shared their knowledge as mentors.
Partnership: The close collaboration between Boehringer Ingelheim and abat was characterized by professionalism, openness, and mutual trust.
Quality: Intensive testing, consistent use of SAP standards, and a practical training concept ensured a successful go-live.
The results
The implementation of SAP EWM in Ingelheim was a resounding success. Processes in the packaging building and high-bay warehouse were standardized and automated.
Results after 7 weeks of implementation:
- 7,091 pallets were processed in goods receiving
- 802 deliveries with 9,899 pallets processed
- 612 process orders for 7,584 pallets of finished products were completed
- 429 usage decisions were documented
The increased automation and transparency have led to significantly higher efficiency and improved control over the flow of goods. These improvements bring Boehringer Ingelheim an important step closer to achieving operational excellence and logistical performance.
Technical expertise, coupled with curiosity and openness to new ideas, gave the project wings.
Dominik Grund,
IT Project Manager, Boehringer Ingelheim
Conclusion
With the successful implementation of SAP EWM at its Ingelheim site, Boehringer Ingelheim has laid the groundwork for its global ERP rollout, and abat has played a significant role in ensuring that the highly complex implementation in the packaging building and high-bay warehouse not only ran smoothly and resulted in positive adjustments to the approach for future EWM projects.
