S/4 in the global Mercedes-Benz logistics network

The existing GSSclassic system had to be phased out and fully migrated to the new platform landscape. At the same time, previously used third-party solutions were to be replaced with internal SAP processes, and innovative, transparent process structures were to be created.

Highly Complex Processes in S/4

The goal was to streamline existing supply chain relationships, consolidate the system landscape, and bring international logistics processes under one roof. This particularly affected CKD and DDL processes for overseas assembly sites—highly complex workflows involving various partners, locations, and packaging requirements. Mercedes-Benz was looking for a partner with a deep understanding of the processes, SAP expertise, and experience with the previous system. Thanks to its long-standing collaboration and in-depth expertise, Abat was entrusted with the GSS[+] project—the very first S/4 project at Mercedes-Benz.

Abat, in close cooperation with SAP, took on the task of fully mapping the logistics processes in the new S/4 system GSS[+]. This included material master data management, demand planning, supplier integration via EDI, multi-stage packaging processes, and track-and-trace functions.

External warehouse management systems were also integrated. Complex quality processes—such as returns or rework—could now be mapped directly within the system. In addition, FI interfaces had to be integrated to map global goods flows. The system was designed from the ground up for automation and scalability, including customs processes and containerization.

The GSS[+] project was launched in 2016. Abat, together with Mercedes-Benz and SAP, began a structured analysis and redefinition of the trading company’s processes. The goal was to migrate these processes to the S/4 system landscape while simultaneously enhancing their functionality. To this end, a holistic project approach was adopted early on: technical implementation, process design, and system integration were all managed under one roof. The first customer-specific developments emerged as early as the initial phase, while SAP Solution Manager was established in parallel as the transport and test platform (Charm with Focused Build). Migration processes and HyperCare were also standardized.

The first milestone was the successful go-live of the CKD processes at the BBAC plant in China in 2017. In the years that followed, the system was rolled out step by step: MBEXtra in the U.S. in 2018, and the Mercedes plant in Rastatt in 2019.With each phase of expansion, new functionalities were added—including centralized test management, an expanded Solution Documentation Process (SOLDOC), and fully integrated incident management in SAP Solution Manager. In 2020, the Böblingen-Hulb plant went live.

Organizational Restructuring

The next phases followed in 2021 and 2022 with the go-live of Bremer Logistik Gesellschaft (BLG) in two phases, accompanied by an organizational realignment. At the same time, a comprehensive roll-out blueprint was developed. The so-called „Part by Part“ (PbP) approach enabled more precise control of logistics processes across vehicle model lines. This blueprint now forms the basis for international roll-outs through 2027. In 2023–2024, all preparations for the next major milestone were completed: the PbP go-live in Shunyi in 2025. The implementation went live successfully in May 2025. Additional plants will follow.

Looking back, the project evolved into much more than just an IT system: Mercedes-Benz, Abat, SAP, and other partners worked closely together in varying configurations over the years. The result was a robust network capable of jointly overcoming even complex challenges. GSS[+] became a successful pilot for S/4 at Mercedes-Benz—with a clear vision for the future. The new GSS[+] system enables a uniform, transparent mapping of all retail processes within the standard SAP environment. Third-party solutions were phased out, and processes were standardized and centralized. Day-to-day work was noticeably simplified thanks to automated workflows and a modern Fiori interface. Thanks to CDS Views and the HANA database, analyses were accelerated and processes were streamlined. System updates ensure continuous technical advancement.

The integration of quality, returns, and customs processes simplifies monitoring and reduces interface issues. The project’s success is also a human one: close partnerships, shared routines, and friendships were formed. Sporting events, Christmas parties, and spontaneous team meetings strengthened the sense of camaraderie. The teams from Mercedes, Abat, and SAP have grown closer—both professionally and culturally. The GSS[+] project thus became not only an IT success story but also a model of genuine cooperation.

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