Standing up a multi-workstream SAP team across Finance, Procurement, Supply Chain, and Operations on a fixed implementation timeline.
A global manufacturing company engaged CoreTalentsHub to support a major SAP S/4HANA transformation programme across Finance, Procurement, Supply Chain, and Operations.
Following approval of a large-scale digital transformation initiative, the client needed to quickly expand its SAP team across several project workstreams. Key implementation milestones had already been agreed, requiring SAP FICO Consultants, SAP MM Consultants, SAP SD Consultants, SAP ABAP Developers, SAP Basis Administrators, SAP Solution Architects, and SAP Project Managers who could become productive within a short timeframe.
The client needed multiple SAP specialists at the same time across functional, technical, and leadership positions. The biggest challenge was that most suitable candidates were already working on active SAP programmes and were not actively looking for a move.
The client wanted to avoid running a large recruitment project internally and needed a partner that could manage sourcing, screening, interview coordination, and candidate engagement while allowing programme leadership to remain focused on delivery.
The first step was understanding where the strongest SAP talent was already working. Rather than relying on active applicants, the search focused on consultants already involved in SAP transformation programmes across consulting firms, implementation partners, and enterprise organisations.
Before any profile was submitted, the team spent time understanding each candidate's recent project experience, availability, compensation expectations, notice period, and reasons for considering a move. Weekly calls with hiring managers and HR reviewed feedback, interview outcomes, and compensation expectations so decisions could be made quickly, with interview schedules grouped into focused assessment windows to avoid unnecessary delays.
The client originally planned to stagger hiring across two quarters. By completing the majority of hiring during the first phase of the project, the implementation programme remained on schedule and critical project milestones were achieved without delays caused by resource shortages.
During the assignment, 11 candidates withdrew after receiving competing offers, 3 accepted counteroffers from their existing employers, and 2 did not progress following final reference checks.