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1Fix the driver behind crashes, sound loss and screen glitches2Clear out junk files and repair common Windows errors3Scan for outdated or missing drivers - takes under a minuteLEOCH International Technology Ltd., a Singapore-based battery-solutions manufacturer, moved from a legacy SAP ERP Central Component system to SAP S/4HANA Cloud Private Edition through RISE with SAP, while using SAP Build Process Automation on SAP Business Technology Platform (BTP) to streamline migration and automate work. SAP’s 2024 customer case reports faster planning, reconciliation and other processes, but does not provide independent verification or detailed measurement methods.
Why LEOCH changed its ERP approach
LEOCH’s SAP ERP Central Component installation dated to 2014. As the company expanded overseas and faced changing products and regulatory requirements, manual planning work and finance processes that were not aligned across systems became challenges. SAP’s case also identifies coordination bottlenecks between production and sales, cost-management pressure and more complex accounting as LEOCH expanded globally.
The case presents the modernization as a response to operational needs across finance, manufacturing, and sales and service—not as a consumer battery initiative. The CIO article describing the project was a BrandPost sponsored by SAP, published July 17, 2024. CIO’s sponsored account and SAP’s customer case are vendor-associated case materials.
What LEOCH deployed
LEOCH chose SAP S/4HANA Cloud Private Edition through RISE with SAP, with SAP Preferred Success support. It also deployed SAP Build Process Automation on SAP BTP, which SAP says was used to streamline migration and automate work. The documented scope crosses several business functions:
- Sales and order work: order processing and reconciliation.
- Manufacturing and inventory: production planning, material master data, bills of materials and inventory checks.
- Procurement: hazardous-waste procurement.
- Finance: reconciliation, financial reporting and exchange-rate maintenance.
The case links the migration to process standardization and automation across these workflows. It does not compare LEOCH’s approach with named alternatives from other ERP vendors.
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Outcomes SAP reports
The figures below are outcomes published by SAP in its 2024 LEOCH customer story. SAP’s page does not supply an independent audit, detailed metric definitions or measurement methodology, so they should be read as reported case-study results rather than independently verified performance measures.
| Reported measure | SAP-published result |
|---|---|
| Material requirements planning processes | 60% faster |
| Warehouse stocking efficiency | 2× increase |
| Data processing accuracy | 100% |
| Manual workload | 30% reduction |
| Implementation time frame | 10% acceleration |
| Order reconciliation | Reduced by a factor of 10, to one minute |
| Transaction verification | Six times faster |
| Exchange-rate maintenance | Reduced from 48 hours to 10 minutes |
SAP attributes the following statement to Timothy Xue, Group IT Director at LEOCH: “Using SAP Build Process Automation has improved our quality and efficiency in various areas from order processing to reconciliation, sparing employees from time-consuming manual tasks.”
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Why the implementation-time figures should not be merged
The CIO BrandPost gives a separate implementation-related measure: monthly project implementation time fell from 120 hours to less than 18. SAP’s case, by contrast, says the implementation time frame was accelerated by 10%. These are different descriptions and should not be combined or treated as equivalent without the underlying metric definitions and methodology.
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What this case can—and cannot—show
LEOCH’s example illustrates how a company can pair a cloud ERP migration with automation that reaches into operational workflows, rather than treating the migration as a software replacement alone. For organizations considering a similar transformation, the documented challenges point to practical questions to assess:
- Does the legacy system still fit the business as products, regulations and geography change?
- Which processes should be standardized or automated, and which require redesign first?
- Are data quality, ownership and governance clear across finance, sales and manufacturing?
- Which before-and-after measures—such as planning speed, reconciliation time or manual workload—will be defined and tracked consistently?
The published case does not establish whether LEOCH’s reported gains persisted after publication, nor does it provide an independent validation report. Its figures describe this company’s reported experience, not a benchmark or forecast for other ERP projects.
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