Digital Transformation and Modernization with SAP S/4 HANA at Alliance Air

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Project Summary


Alliance Air


Implementation of

Type of Work
  • Implementation
  • Integration with 3rd party


  • Financial Accounting (FI)
  • Controlling (CO)
  • Sales & Distribution (SD)

Alliance Air was founded in April 1996 as a wholly-owned subsidiary of Indian Airlines. The parent company wished to make better use of its Boeing 737 fleet, so it wet-leased 12 of these aircraft to Alliance Air. The subsidiary operated its first flight on 15 April 1996. Alliance Air served as a low-cost feeder airline for Indian Airlines, providing connections to the latter’s hubs from various smaller cities across the country

The Solution

Planning and Preparation

  • Conducted a thorough analysis of existing processes, identifying pain points and areas for improvement.
  • Developed a comprehensive project plan, outlining timelines, milestones, and resource requirements.

System Design and Configuration

  • Collaborated with our SAP experts and consultants to design a tailored solution based on SAP S/4HANA.
  • Configured the system to align with client’s unique business requirements, ensuring seamless integration with existing systems.

Data Migration and Testing

  • Migrated historical data from legacy systems to SAP S/4HANA, ensuring data accuracy and integrity.
  • Conducted extensive testing to identify and resolve any issues related to data migration, system integration, and overall functionality.

Training and Change Management

  • Implemented a comprehensive training program to familiarize employees with the new system.
  • Established change management processes to address resistance and facilitate a smooth transition to the new ERP system.

Go-Live and Optimization

  • Launched SAP S/4HANA across all departments, closely monitoring system performance and user feedback.
  • Continuously optimized the system based on user feedback and evolving business needs.

The following performance indicators (KPIs) for the client organization were achieved

  • Slashed operational costs through a rework of finance and procurement processes
  • Increased profitability with driver-based planning and budgeting
  • Reduced procurement complexities across engineering, fuel, catering, and other categories
  • Improved operational efficiency with route profitability reporting
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