SABMiller / ABInBev
Divestment
Operating Model Transformation
Operating Cost Savings
Mergers & Acquisitions
ServiceNow Implementation
Operating Model Transformation
ServiceNow Implementation
Divestment
Mergers & Acquisitions
Operating Cost Savings
Project Overview
From 2013 to 2017, SABMiller merged with ABInBev, creating one of the largest global brewing groups. During this period, the organization needed to reduce operating costs, streamline and unify service delivery, and integrate new operating models—especially after major acquisitions and divestments. Our work focused on delivering significant cost savings, transforming service delivery processes, and implementing new IT frameworks with minimal disruption to end users.
Key Objectives
- Achieve Major Cost Savings
Decommission duplicated SAP/ERP systems, reduce the total cost of ownership (TCO), and generate tangible savings. - Transform Operating Model
Shift local service delivery teams into a global structure and optimize service transition processes. - Facilitate Divestment
Define and implement a carved-out IT operating model for Peroni, Grolsch, and Meantime (PGM) without impacting service quality. - Integrate Operating Models Post-Acquisition
Leverage existing capabilities, eliminate duplication, and reduce costs after the industry’s largest-ever acquisition.
Our Approach
1
Operating Cost Savings
- $5M in Savings: Archived multiple SAP/ERP systems to cut costs and consolidate the application landscape.
- 25% TCO Reduction: Decommissioned over 250 duplicated applications, saving $15M annually on TCO.
2
Transforming the Operating Model
- Global Service Delivery Transition: Moved 30+ resources from local teams across Europe into a unified global structure.
- Service Transition Overhaul: Improved processes and reporting for both IS and Business Services, designing a long-term strategy with organizational design enhancements.
3
Divestment Strategy
- New IT Operating Model for PGM: Built and rolled out a separate ITSM ServiceNow instance with zero impact on end users.
- Seamless Carve-Out: Ensured uninterrupted service desk performance while transferring capabilities to the newly formed PGM organization.
4
Integrating Operating Models
- Post-Acquisition Alignment: Following a record-breaking acquisition, we quickly designed a new IT operating model to unify teams, reduce duplication, and leverage existing capabilities.
- Rapid Deployment: Over a few weeks, the redesigned model was implemented to streamline operations and cut unnecessary costs.