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1Repair Windows errors before they cause bigger problems2Fix the driver behind crashes, sound loss and screen glitches3Clear out junk files and repair common Windows errorsLEOCH International Technology Ltd., a Singapore-based battery-solutions manufacturer, modernized its operations by moving from SAP ERP Central Component to SAP S/4HANA Cloud Private Edition through RISE with SAP and adding SAP Build Process Automation on SAP Business Technology Platform (BTP). In a CIO BrandPost sponsored by SAP and in SAP’s customer case, the company’s transformation is presented as a way to standardize processes and automate work across finance, manufacturing, and sales—not as an independent benchmark for enterprise automation.
Why LEOCH changed its ERP and operating processes
LEOCH’s SAP ERP Central Component environment dated to 2014, according to the CIO BrandPost published July 17, 2024. The company was expanding internationally while managing product and regulatory changes. CIO also describes manual planning work and finance processes that were not aligned across systems. SAP’s case adds coordination bottlenecks between production and sales, pressure to improve cost management, and greater accounting complexity as the business expanded globally.
Those challenges linked operational work to the ERP migration: LEOCH needed to coordinate processes and information across teams, not just replace an older system. The CIO article identifies Dr. Tao Chen as LEOCH’s chief process and information officer, an executive management member, and managing director for Europe, the Middle East, and Asia. Chen said the company had “granular data” for in-depth analysis and insight into optimal process flows.
What technology LEOCH deployed
According to SAP’s customer case, LEOCH selected 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 to support migration and automate work. This is the specific stack described in the case; the sources do not compare it with other ERP vendors or transformation approaches.
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SAP describes automation and process work in areas including:
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- Order processing and reconciliation
- Production planning and material requirements planning
- Material master data and bills of materials
- Inventory checks and warehouse operations
- Hazardous-waste procurement
- Financial reporting and transaction verification
LEOCH’s Group IT Director, Timothy Xue, is quoted by SAP as saying: “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.”
What results SAP reported
The figures below are outcomes published by SAP in its 2024 customer case. SAP does not provide detailed metric definitions, an independent audit, or a measurement methodology on the cited page, so these are vendor-published case results rather than independently verified findings.
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| Area | Outcome reported by SAP |
|---|---|
| Material requirements planning | Processes reported as 60% faster |
| Warehouse stocking | Efficiency reported as increased by 2× |
| Data processing | 100% accuracy reported |
| Manual workload | Reduction of 30% reported |
| Implementation timeframe | Acceleration of 10% reported |
| 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 |
CIO’s sponsored article also reports that monthly project implementation time fell from 120 hours to fewer than 18. That is a different description from SAP’s 10% implementation-time acceleration figure. The sources do not establish how the measures relate, so they should not be combined or treated as equivalent.
How to interpret the case
The case illustrates one company’s combination of cloud ERP migration and workflow automation in response to system coordination, planning, and finance challenges. It does not establish that the same software stack or reported gains will apply to another organization. The cited pages do not include an independent validation report, detailed metric definitions, or evidence that the gains persisted after publication.
For a company considering a similar transformation, the case points to practical questions to resolve before selecting tools:
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- Legacy-system fit: Which existing processes and integrations must continue, change, or be retired?
- Scope: Which finance, manufacturing, sales, or service workflows are candidates for standardization and automation?
- Data governance: Who owns the accuracy and maintenance of material, inventory, and financial data?
- Migration effort: What support is needed to move the ERP environment and manage process change?
- Measurement: Which baseline and post-migration measures will show whether planning time, reconciliation, verification, or manual workload actually improved?
These questions help distinguish a credible transformation plan from a list of software features. LEOCH’s case is most useful as an example of how one manufacturer connected ERP modernization with automation across operational functions, while its published figures should be read in the context of their vendor/customer-case source.
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