STIHL Case Study: Global SAP S/4HANA Implementation with t4t

The solution was a training organization that is structurally integrated into the program rather than running parallel to it. By anchoring the trainers in two ways—centrally coordinated within the Training subproject while simultaneously integrated functionally into the respective end-to-end process streams (OTC, PTP, FICO, PP, etc.)—an agile training model was created that combines subject matter expertise, flexibility, and quality tailored to the target audience. This ensured that all affected users were effectively prepared for the new processes and system solutions well in advance of go-live.

Consistent with the program’s phased rollout approach, the training concept was also developed iteratively. At the pilot site in Switzerland—where training began 13 months before go-live—the Training subproject was fully responsible for the concept, materials, and management. The training materials were developed in a modular format, analogous to the “growing template” used in process modeling, and were made available in SAP Enable Now and organized into courses tailored to specific target groups. The results and lessons learned were directly incorporated into the second rollout in Austria, which began with a training lead time of eight months prior to go-live and further refined the concept.

With the third and most complex rollout—the Germany location—the training concept took a decisive leap forward: responsibility for training was transferred from the central project organization to the business units. Experienced trainers assumed the role of SPOC Training there and took decentralized responsibility for department-specific design and coordination—deeply embedded in the respective process streams. Project members from the functional departments were developed into trainers. This enabled them to convey STIHL-specific solutions and aspects of change management much more directly and effectively. At the same time, this model enabled the necessary scaling for the German rollout—with its significantly higher number of end users, local sites, increased process complexity, and the involvement of headquarters and central administration—by having internal trainers take over delivery, thereby significantly expanding capacity and reach.

Training Needs Analysis & Design

t4t began by conducting a structured training needs analysis in collaboration with the project managers and functional departments at STIHL. During this process, target groups were defined, relevant SAP modules were identified (including FI, CO, Purchasing, Sales, Production, and Logistics), and a modular training concept was developed that included both role-specific and cross-module training paths.

Development of modular training materials

Based on the needs analysis, t4t developed practical, target-group-specific training materials—including trainer manuals, participant handouts, quick reference guides, and e-learning modules. All materials were closely aligned with the actual STIHL system and the company’s internal processes to ensure maximum practical relevance.

Delivery of Training Sessions (In-Person & Online)

The training sessions took place both in person at various STIHL locations and online, as well as through self-study materials. At STIHL’s request, t4t created all training materials using SAP Enable Now and implemented a “digital first” approach. The experienced t4t team of trainers flexibly adapted the content and methodology to local conditions and varying language requirements.

Train-the-Trainer & Key User Training

A key component was the systematic development of internal advocates: t4t trained key users and trainers within STIHL who, following the go-live, were able to conduct training sessions independently and serve as the first point of contact in day-to-day operations.

Support during the hypercare phase

Even after the go-live, t4t STIHL continued to provide support—offering targeted ad-hoc assistance to trainers and users, as well as regularly updating training materials to reflect process changes. The training materials were available to users at all times, both as a complete set of training documents—as used in the training sessions—and as context-sensitive help. In the latter format, the training material was broken down into small, self-contained, trainable learning units and made available to users directly within the SAP system. As soon as a question arose during day-to-day operations in a transaction, users could call up the help and receive targeted answers to their specific query within the transaction.