As digital transformation reshapes industries and organizations, the race is on to adopt SAP S/4HANA, artificial intelligence (AI), and cloud-based supply chain solutions at scale. In today’s evolving business world, SAP customers face new challenges and opportunities, driving the need for strategic partnerships with experts who can guide them through complex transitions.
Mygo Consulting has solidified its position as a leader in the SAP ecosystem. Founded in 2013, the company has achieved remarkable growth, earning SAP Gold Partner status and being recognized on the Inc. 5000 list for its rapid expansion, with a 125% year-over-year growth rate. With operations expanding globally, Mygo serves clients across various industries, offering tailored solutions that drive efficiency and innovation.
In conversation with ASUG, Naveen Rokkam, VP of Global Strategy and Transformation at Mygo, discusses on-going shifts within the SAP ecosystem, sharing insights on how Mygo leverages its expertise in AI, SAP S/4HANA, SAP Business Technology Platform, and supply chain management to help companies take an advantageous approach to finding success in an evolving ecosystem.
This interview, which you can download here, has been edited and condensed.
Q: What are you observing in terms of the challenges and opportunities that SAP customers are facing in the ecosystem right now?
When we engage with our customers, a consistent theme is that everyone wants to start their digital transformation journey, but many are unsure how to start in a way that they’re poised for success. There’s a lot of skepticism around SAP BTP, AI, and cloud transformation. Customers understand the value but face a complex landscape built up over the years. We instill confidence through open dialogue, sharing success stories, and starting with pilot projects to build momentum.
With BTP, for example, we see customers across the maturity spectrum, from those advanced in adoption to those still evaluating. The key is to start small, scale up, and have the freedom of discovery. BTP has so many services that not all are required for every project, so it’s crucial to evaluate what’s relevant. Creating a strategic roadmap for BTP adoption is essential, as is linking technology drivers to business drivers to unleash value.
That kind of momentum won’t happen without dialogue or a case study. SAP has a lot of doors to open, but customers also want to hear from a neutral partner perspective. SAP sells the license, but partners are implementing it. Hearing both perspectives makes customers more comfortable. We focus on putting the customer first, connecting them with others in the industry, and facilitating those essential conversations.
Q: Supply chain transformation is a space that has seen dramatic changes over the past decade, especially in the last few years. What strategies does Mygo specialize in to address the challenges of supply chain customers?
Supply chain has transformed since COVID-19, when people realized how things impact one another in this complex ecosystem. Once seen as a cost center, supply chain is now viewed as a profit center if done right. There’s been a paradigm shift in people’s minds, and I think that’s good. For example, an Apple product usually arrives within a day or two from China, but during COVID-19, it took weeks, revealing the intricacies of the supply chain.
We’ve seen European customers heavily invested in automation, whether in warehouses or operations. We helped a customer with a fully automated warehouse, from goods arriving to shipping out, with no human touch — just end-to-end automation. U.S. customers are now picking up on automation and are curious about SAP Material Flow System (MFS) and other components in SAP Extended Warehouse Management (EWM), and how it all fits together.
“That 360-degree view of supply chain has allowed us to be a leader in this space, driven by an appreciation of its complexity and our success stories.”
Our success comes from evangelizing, telling our stories, and showing how planning, EWM, and transportation interrelate. That 360-degree view of supply chain has allowed us to be a leader in this space, driven by an appreciation of its complexity and our success stories.
Q: Mygo has been recognized as a leader in supply chain management and SAP S/4HANA. Can you talk about the interconnectedness of these areas and how Mygo continues to lead in the SAP ecosystem?
When customers intend to move to the cloud or SAP S/4HANA, they’re looking at, “What is the most valuable process that I can bring to S/4HANA?” They seek that one key process with the most value, whether it’s core ERP, supply chain, transportation, or logistics. The question then becomes: do we lift everything into the cloud or take a phased approach? Companies often see their supply chain as the first contender for S/4HANA.
The challenge is making ECC work with S/4HANA for processes like EWM or Transportation Management (TMS). There’s no one way to solve the puzzle; it all comes down to ROI. If transforming logistics gives a 10-12% ROI, logistics might be the first to move. If the supply chain offers only 5% ROI, it might be next. Mygo has guided customers through this, helping them create both short-term and long-term roadmaps.
Organizations from $500 million to $10 billion have diverse SAP landscapes. Mygo helps them figure out how to bring these diverse landscapes into the S/4HANA cloud, whether public or private. Customers often ask about the differences and how to leverage each option. We provide the knowledge to help them make informed decisions.
Q: With SAP’s ongoing push toward AI and its role in building a truly intelligent supply chain, what are your thoughts on the impact of AI on supply chain operations and achieving sustainable practices through this?
There’s a business aspect and a technology aspect to this. From the business side, you want your supply chain ecosystem to be intelligent, modern, and resilient, allowing you to react quickly. The technology aspect is about enabling that business driver. AI is an enabler, with variations like predictive analytics that have long been used in supply chain — such as asset health management or predictive maintenance. What’s more exciting now is the generative AI, which can help train your workforce or provide on-the-job guidance.
One challenge in supply chain is the lack of workforce. Temporary workers often aren’t trained in processes. Generative AI can be a great fit, creating an experience where the workforce can ask questions and get real-time information on tasks like shipping or loading a truck. The key is not to wait for AI to be perfect; the technology is constantly changing, so it’s important to act sooner rather than later and start integrating AI into your supply chain operations.
Q: What strategic shifts are you seeing supply chain customers make to focus on optimization while maintaining profitability and avoiding disruption?
Companies are usually focused on logistics spend because it’s a significant item in the profit and loss statement (P&L). If they could reduce logistics spend by 10%, every supply chain leader would. Workforce empowerment is another component. Warehouses today often face feast or famine — you either have people but no shipments or shipments but no people. The challenge is balancing that and using technology to make sensible judgment calls.
“Warehouses today often face feast or famine — you either have people but no shipments or shipments but no people.”
Leaders also have the opportunity to leverage tools for data mining and apply them to their processes. Then, they can re-engineer processes to figure out where to unleash that value. This is a pragmatic way to make your supply chain more sustainable, intelligent, and resilient. Combining great process data with a re-engineered approach can help establish more quantifiable ROIs.
Q: With SAP’s movement toward SAP S/4HANA and the cloud, what impact do you see on the SAP digital supply chain?
As a technologist, I’m happy with the evolution I’m seeing. SAP is making it so convenient for customers to embrace and adopt digital supply chain solutions. Historically, if I was an ECC customer with a transportation management system, I had to onboard carriers myself, which involved a lot of back-office work. However, with SAP’s latest offerings, like SAP Logistics Business Network (LBN), SAP now handles carrier onboarding, allowing businesses to focus on what’s most important.
Another area is the intelligence SAP is building into its offerings, like SAP Integrated Business Planning (IBP) and digital manufacturing. For example, in IBP, you can see reports without creating them manually or relying on an army of resources. The value lies in getting that 360-degree view of your entire design-to-operate processes. However, many customers aren’t fully aware of how to leverage these tools, which is where forums like ASUG come in, helping to bridge the gap and raise awareness.
Q: How do you advise organizations to balance optimizing processes with the need to build expertise around SAP S/4HANA transformation?
One of my mentors told me that learning is continuous, and that philosophy applies to companies, too. Companies realize that learning is ongoing for their employees. New technology is always coming — not just core SAP skills but advanced technologies like generative AI. The question is how to create a skilled and adept workforce for these transformations.
For example, the role of an ABAP developer has evolved. The technology itself is changing, and traditional ABAP developers are becoming full-stack developers. Similarly, with the shift to the cloud, SAP has taken on more responsibilities like system availability and security, which used to be managed in-house. This has led to the creation of new roles, like BTP admins, to govern the BTP ecosystem. The skill set is migrating.
In order to learn these shifting paradigms, we encourage our customers to participate in ASUG events, SAP Connect, and SAP Sapphire because these are great opportunities to learn from others on the same journey. There’s a wealth of information out there, and companies must engage with it to stay ahead.
Q: Can you tell us about Mygo’s development team and what sets your strategy apart, particularly in application development frameworks like SAP Fiori and UI5?
We’ve successfully upskilled our employees and created an agile factory model. Our teams are like build teams that can be deployed, scaled up, or scaled down quickly based on customer needs. This agility and ability to react to customer demands across multiple projects without compromising quality puts us at the top.
For example, our basis and security people are now BTP admins, and our solution managers have transitioned into cloud application lifecycle management (CALM) experts. Some of them have conversations with the SAP product team and contribute via forums like LinkedIn. We also facilitate their certification and cover their expenses, but the bottom-up approach has worked well — our people are proactive in pursuing opportunities for growth. We see a lot of drive in our employees, and we’re fortunate to have good people on our team.
Connect with Naveen Rokkam on LinkedIn.
Q: How is Mygo leading the conversation around AI, particularly in supply chain, and what appetite are you seeing from your customers for these technologies?
We’ve heavily invested in AI over the last two years and made significant strides. For example, we recently built AI models for a major company, developing a platform that generates code automatically based on their business requirements. However, the biggest gap we see is that not every idea requires generative AI or a large language model (LLM). Having candid conversations with customers helps them understand the best way to realize their ideas.
“Not every idea requires generative AI or an LLM. Having candid conversations with customers helps them understand the best way to realize their ideas.”
We encourage customers to create AI councils or ideation boards where ideas can be vetted and prioritized. We then conduct AI discovery workshops to evaluate these ideas, rank them, and provide a roadmap with timelines and costs. We also communicate the importance of ethical AI and establishing governance mechanisms. Customers must decouple their existing landscape, create a separate AI ecosystem for discovery, and then return successful patterns to the main landscape.
Q: Mygo recently announced a partnership with Tricentis to streamline SAP project testing, coupling Mygo’s deep expertise in SAP solutions with robust testing capabilities from Tricentis. Why is this development important for Mygo and its customers?
One reason we became a Tricentis partner is that we do end-to-end S/4HANA implementations, including supply chain. Testing is a significant phase in these projects, often taking up a third of the time. We looked at how to reduce test cycles and create more effective regression suites. With SAP releasing updates frequently, customers want assurance that their production scenarios remain unaffected.
Tricentis is a great tool for test automation, and we’re now implementing it for some of the biggest companies in the world. I encourage companies to make test automation a strategic initiative from day one of their S/4HANA adoption.
Q: Reflecting on this year’s SAP Sapphire & ASUG Annual Conference, were there any announcements or trends that particularly stood out to you, especially in the context of supply chain and SAP’s direction?
SAP’s consistent push toward cloud adoption stood out to me at SAP Sapphire. Initially, there was skepticism among customers but, at Sapphire, SAP made it clear that cloud is the way forward. Their message hasn’t changed — they’re offering more products and technology solutions in the cloud that can unleash ROI. Customers are now in a position to match these products with their problem statements and start using them in the cloud to generate ROI quickly.
I appreciate SAP’s effort to create an interoperable ecosystem of products, which allows companies to create their own strategy, whether in supply chain, finance, or BTP, by choosing from an array of available products. It’s exactly where I would expect an ERP company like SAP to be heading, and I’m happy to see them moving in this direction.
Visit the Mygo Consulting website.
About Mygo
Mygo Consulting is a leading SAP Gold Partner and trusted SAP Software Reseller globally recognized for delivering end-to-end SAP solutions that drive innovation and operational excellence.
We focus on delivering specialized SAP solutions, including S/4HANA, Digital Supply Chain (EWM, TM, IBP), Digital Manufacturing, Business Technology Platform (BTP), and automation.
As partners with Tricentis and Zebra Technologies, we deliver services that help businesses grow through digital transformation. Using SAP technologies, we streamline processes, boost efficiency, and support long-term success.
At Mygo Consulting, customer experience is at the heart of everything we do. From initial consultation to post-implementation support, we work closely with our clients every step of the way, ensuring a smooth journey and tangible results.
For more information, visit www.mygoconsulting.com.
About ASUG
ASUG is the world’s largest SAP user group. Originally founded by a group of visionary SAP customers in 1991, its mission is to help people and organizations get the most value from their investment in SAP technology. ASUG currently serves thousands of businesses via companywide memberships, connecting more than 130,000 professionals with networking and educational resources to help them master new challenges. Through in-person and virtual events, on-demand digital resources, and ongoing advocacy for its membership, ASUG helps SAP customers make more possible.