The Germany-based logistics company DACHSER has set itself an ambitious goal: to become the world’s most digitally integrated logistics service provider by 2030, seamlessly aligning its resources, experience, and modern digital operational capabilities with the needs of its customers, employees, and partners.

Following eight months of close collaboration with SAP, DACHSER has reached a major milestone on this journey: the successful migration of human capital management (HCM) to SAP S/4HANA via RISE with SAP.

Nearly a century has passed since Thomas Dachser founded the company in 1930 with a single truck, transporting cheese from the Allgäu region to the Rhineland and returning with steel. Yet, logistics and warehousing remain the core business of the transport logistics company, which is headquartered in the town of Kempten in south-west Germany. “Our core business is what we call our road business, meaning everything transported by road, across both dry goods and food segments,” says Herbert Egner, head of the IT Products Finance/HR division at DACHSER, who has nearly 40 years of experience in software development at the company.

Currently, DACHSER operates globally with approximately 427 company-owned branches across 43 countries. Out of its roughly 37,500 employees worldwide, 19,000 are based in Germany. Total revenue in 2025 reached €8.3 billion. “On one hand, we are a deeply tradition-conscious family business, now managed by the third and fourth generations. On the other hand, we place a massive emphasis on innovation—and not just at the executive level,” Egner notes. “Every single employee should have the opportunity to contribute here.”

In terms of digitization, the company is currently replacing a multitude of small, manual processes with IT-based solutions. Following DACHSER’s licensing of the SAP Business Technology Platform (SAP BTP) in 2024, employees can now leverage its low-code tools to build apps for their own workflows. For instance, instead of using physical clipboards and paper checklists to document damage to transport vehicles, DACHSER inspectors now use low-code applications to capture that information digitally.

SAP BTP and the SAP Integration Suite also played a vital role in helping DACHSER move HCM to the cloud—which, alongside the license conversion to SAP S/4HANA, marks one of DACHSER’s most significant IT upgrades in recent years. “While we are a long-standing SAP customer, we are certainly not your typical SAP user,” Egner explains. “For transport and warehouse management, we still rely on our proprietary systems, which we began developing back in the 1980s. At the time, SAP did not yet offer the specific system depth we required for our logistics processes.”

Finance software from SAP has been in use at DACHSER since 2009, with journal entries transferred from the company’s internal systems to SAP via an interface. In October 2024, the finance solution was migrated from an on-premise environment under SAP ERP Central Component (SAP ECC) and SAP HANA to the Microsoft Azure cloud. As part of RISE with SAP, DACHSER then successfully migrated its HCM payroll and time management modules for its 19,000 employees in Germany to the cloud in June 2026. This intensive eight-month collaboration between SAP and DACHSER successfully established a cornerstone of the company’s global HCM transformation.

“For HCM, we chose RISE with SAP. However, when we decided to move to the cloud three years ago, it wasn’t yet mature enough to meet our specific needs,” Egner says. “Once our three-year contract with Azure expires, RISE with SAP could become a viable model for our finance environment as well.”

The go-live was flawless: the very first payroll run for all employees in Germany in July 2026 went off without a hitch, and all payments were distributed on time. The system then entered a four-week hypercare phase, during which the project team closely monitored ongoing operations before regular support took over in August. With this step, DACHSER has established the necessary future-proof SAP architecture for its HR operations. This opens up new possibilities for the company, allowing it to focus heavily on implementing new features within the SAP SuccessFactors HCM Suite.

SAP S/4HANA transformation

“When we say we want to be the world’s most digitally integrated logistics service provider by 2030, this applies not only to digitizing our processes but also to integrating our acquisitions, which bring their own SAP systems with them,” Egner says. “Under our ‘SAP First’ strategy, we roll out finance and HCM in these countries before deploying our proprietary transport and warehouse management systems.” This approach was recently executed in Italy and is currently planned for several acquired companies in the Iberia region.

DACHSER’s goal is to integrate the SAP licenses of acquired companies into a global enterprise agreement with SAP, regardless of the country in which the systems are running. In the future, this will be handled via a semi-automated workflow. “When it comes to licensing in particular, it is crucial for us to have a unified agreement moving forward on how to manage these assets, ensuring that neither side faces these administrative overheads anymore,” Egner explains.

In connection with the license conversion from SAP ECC to SAP S/4HANA, both companies sat down once again to realign on their future path to mutual success. “Here at DACHSER, we are noticing a new openness from SAP, as well as a deeper understanding of us as a customer,” says Egner. “This has been received very positively on our end. People are working on both sides, and we want to shape this partnership in a way that allows both parties to benefit based on mutual respect.”

One way to look at AI in the context of the Autonomous Enterprise is how sophisticated AI models are, their speed, reasoning capabilities, or ability to automate complex tasks. But that’s looking at the story from the inside out.

The real measure of an Autonomous Enterprise isn’t how intelligent its AI is. When you add the customer to the picture, the conversation shifts to making their lives easier, helping them achieve their business goals, and earning their trust and confidence.

This customer-centric perspective and the possibilities of AI reshape how organizations think about work.

One of our life sciences customers is already putting this vision into practice. Every day, the company receives tens of thousands of customer emails across sales, service, and support. Each message must be reviewed, categorized, prioritized, and routed to the right team, often requiring employees to navigate a patchwork of legacy systems, disconnected applications, and manual workflows. As customer expectations continue to rise, simply adding more people to keep pace is no longer a sustainable strategy. By enabling intelligent agents to coordinate work across complex business processes, the company is transforming how customer requests are handled while improving both operational efficiency and customer experience.

This is more than another wave of process automation. It represents the beginning of the Autonomous Enterprise, where enterprise operations become more efficient without sacrificing quality, governance, or control.

Powered by agentic AI, intelligent agents are becoming active participants in executing business processes, collaborating with one another, and driving measurable business outcomes. Their defining characteristic is not just intelligence. They act autonomously within defined guardrails while humans remain accountable for the decisions they make, the actions they authorize, and the business outcomes they deliver.

With that, entire operating models begin to evolve as intelligent agents handle routine coordination, accelerate decision-making, and enable the business to respond with greater speed and resilience. In a volatile environment where customer expectations and market dynamics continue to accelerate, the Autonomous Enterprise is emerging not simply as a technology strategy, but as a new operating model for delivering better outcomes for customers and business alike.

The evolution of service delivery in the AI era

AI is fundamentally reshaping how enterprise software services are delivered and consumed. Service delivery is evolving to proactive, AI-powered operations where intelligent agents automate routine tasks, predict and prevent issues, accelerate incident resolution, and continuously optimize system performance. This enables service delivery organizations to scale efficiently, improve customer experience, and shift human expertise toward higher-value innovation and strategic customer engagement.

The shift to agentic AI makes AI fluency a foundational skill for becoming more productive and efficient in day-to-day activities.  Effective collaboration with intelligent agents can streamline routine tasks, generate higher-quality insights, and free up time for higher-value activities while facilitating innovation-focused customer advisory and strategic decision-making.

Rather than replacing expertise, agentic AI augments teams by enabling faster decisions, automating routine work, and delivering better customer outcomes. Key areas include:

• Customer engagement readiness: AI consolidates customer context, surfaces key insights and risks, and recommends next best actions to help teams prepare faster and engage more effectively.
• Intelligent service delivery processes: AI automates repetitive tasks, orchestrates workflows, predicts issues, and accelerates resolution, enabling more proactive and efficient service delivery.
• Connected Intelligence: AI captures expertise, recommends relevant knowledge, identifies patterns across engagements, and continuously optimizes delivery processes and best practices.

Together, these capabilities enable us to work alongside our customers as their partners, anticipating needs, tackling their challenges, and delivering intelligent, outcome-focused services.

How customers adopt AI as they become autonomous enterprises

For customers, service delivery becomes more proactive, personalized, and outcome-driven. Technical challenges and incidents are no longer assessed solely through a technical lens. They are evaluated based on their impact on business outcomes, customer experience, operational resiliency, and organizational performance.

Instead of reacting to incidents after they occur, AI agents continuously monitor environments, predict potential issues, autonomously resolve common problems, and provide faster, more intelligent support, resulting in higher service reliability, quicker resolution times, and a more seamless customer experience. This shift enables organizations to prioritize response and remediation according to business criticality rather than technical severity alone.

One of our manufacturing customers leverages Joule Agent to continuously monitor ERP system health, identify root causes of issues, recommend corrective actions, and autonomously execute approved resolutions. The solution delivers approximately 3,000 hours of annual effort savings, minimizes unplanned business downtime, and enables standardized, 24/7 AI-powered reporting that aligns with the firm’s enterprise reporting requirements.

Customers are ready to scale AI across their organizations, but they expect transparency, governance, and clarity on where AI acts autonomously and where human judgment remains essential. While enthusiasm for AI’s potential remains strong, customers are seeking clear insights into where AI’s potential lies within their organization. Three themes consistently emerge:

• Measurable ROI: Customers expect AI to deliver a measurable impact beyond innovation. Through our success plans, SAP partners with customers to define success metrics, align AI initiatives to business priorities, and drive outcomes across execution speed, productivity, experience, and operational resilience.
• End-to-end use cases: Point solutions optimize individual tasks, but customers seek enterprise-wide value. Cross-functional workflows such as claims processing and procure-to-pay, where multiple AI agents collaborate, deliver far greater impact than isolated copilots. One of our American customers leverages AI for proactive monitoring, AI-powered root cause analysis, automated exception resolution, and autonomous execution of approved actions, accelerating issue resolution while minimizing manual effort. With up to 80% gains in operational efficiency and improved on-time vendor payment by 25%, the company streamlined its business processes and enhanced supplier collaboration.
• Governance is a business imperative: AI governance is no longer an IT agenda. It became a strategic imperative as business leaders now shape AI decisions, recognizing that trust is the foundation of enterprise adoption. Leading organizations are investing in AI innovation and AI governance in parallel, because sustainable scale requires both.

To address evolving customer needs, the Global Delivery Hub offers personalized success plans that tailor service experiences from self-guided resources to strategic partnerships, helping customers achieve continuous value and success.  Delivering this level of personalized, AI-enabled customer success requires a fundamentally different approach to service delivery.

At the core of this transformation are four guiding pillars that enable the Global Delivery Hub to combine human expertise with intelligent automation and deliver consistent, outcome-driven experiences.

Four C’s power the Global Delivery Hub’s AI-driven delivery model

The transition to agentic AI is not defined by technology alone. It is defined by how organizations prepare their people, evolve their ways of working, and establish the right foundations for responsible autonomy. Service delivery organizations that successfully embrace this shift will combine human expertise with intelligent automation to create more agile, resilient, and outcome-driven services.

Our AI-driven delivery model is built on four critical pillars: customers, capabilities, collaboration, and controls, required to unlock the full potential of AI while maintaining trust, accountability, and business alignment.

• Customer: Through the combination of intelligent agents, automation, and human expertise, service delivery teams can better understand customer needs, anticipate challenges, and provide more proactive, personalized advisory. This creates a stronger partnership model where AI continuously optimizes delivery services and accelerates customer success.
• Collaboration: Driving value with AI requires stronger, more connected, agile, and cross-functional collaboration across the organization. Product, engineering, delivery, and customer teams must work as one team, continuously aligning technology, operations, and customer outcomes to accelerate innovation and business value.
• Capabilities: Realizing the full potential of agentic AI is not simply a technology transformation; it is a people transformation. The future of delivery will be shaped by professionals who combine deep operational expertise with the ability to work effectively alongside intelligent agents. Technical excellence must complement AI fluency, automation skills, and the ability to leverage data-driven insights to make faster, better decisions. The organizations that succeed will be those that empower their people to adapt, learn, and collaborate with AI, creating a workforce that is not only AI-enabled, but AI-empowered.
• Controls: As AI becomes more autonomous, governance must evolve from a set of controls into a strategic capability that enables trust, scale, and responsible decision-making. Organizations need clear principles that define where AI agents can act independently, where human oversight is required, and how decisions are monitored and improved. Strong governance provides the foundation to scale agentic AI with transparency, accountability, and alignment to business objectives.

Without these foundational pillars, organizations risk adding complexity rather than creating value. Those that take a customer-centric approach while investing in the right capabilities, cross-functional collaboration, and appropriate controls will be better positioned to scale agentic AI, strengthen operational resilience, accelerate innovation, and deliver superior customer outcomes.

As agentic AI continues to reshape enterprise operations, these capabilities are becoming the foundation for the next generation of software service delivery.

Leading the next era of software service delivery

Organizations that act early will be better equipped to unlock the value of autonomous capabilities while ensuring governance, trust, and alignment with strategic business priorities. As software service delivery shifts to proactive, AI-powered operations, customers increasingly view providers as strategic advisors and AI co-pilots that help navigate their transformation journey.

By combining intelligent agents, automated workflows, and human expertise, organizations can proactively address challenges and achieve stronger business outcomes. To succeed in this new model of engagement, customers should focus on key areas that will accelerate their path toward an Autonomous Enterprise:

• Adopt a mindset of continuous adaptation: The AI landscape will continue to evolve rapidly. Customers that treat AI adoption as an ongoing transformation will be better equipped to innovate, respond to change, and build a resilient foundation for the autonomous enterprise.
• Build AI-ready teams and operating models: As delivery becomes increasingly collaborative between humans and intelligent agents, teams need a clear understanding of what is automated, what requires human judgment, and how to engage when exceptions occur. Preparing employees with AI fluency, updated processes, and new ways of collaboration will be critical to maximizing the value of agentic AI.
• Early alignment on shared outcomes, governance, and ways of working: Successful AI-enabled delivery requires clear alignment between customers, SAP, and partners on business objectives, success metrics, decision rights, and accountability. Establishing joint KPIs, governance models, and escalation paths early helps ensure AI-driven operations remain transparent, trusted, and focused on measurable business value as autonomous capabilities evolve.

The shift to agentic AI is not simply about automating existing services. It is about creating a new partnership model focused on continuous improvement, shared accountability, and business outcomes. Customers that prepare today will be better positioned to take advantage of the agility, resilience, and innovation enabled by the Autonomous Enterprise.

Sanjay Kulkarni is global head of Delivery Hub and Customer Value Group at SAP.
Julia Kloppenburg is a technology consultant in Customer Engagement & Adoption at SAP SE.
Benedikt Gieger is Product Strategy and AI lead in Digital Manufacturing at SAP SE.

With roots in ancient Greece and an Olympic history that dates to 1912, equestrian sports are steeped in tradition. Take dressage, which the Fédération Équestre Internationale (FEI) describes as the “ultimate expression of horse training and elegance,” a complex sport where human and equine athletes compete at events all over the world, evaluated by judges and spectators in an array of categories that prize beauty, grace, and tradition.

Bringing a sport like dressage into the digital age would be no small feat, but that is precisely the challenge Black Horse One undertook in 2016.

Partnering with SAP, Black Horse One CEO Daniel Göhlen and his team of 12 brought a quiet digital revolution to the paper-based, tradition-bound world of equestrian sports—introducing digital scoring systems, streamlining event operations, and facilitating fan engagement—that supported and enhanced the experience of trainers, athletes, judges, federations, event managers, and fans all over the world.

However, Black Horse One saw room for even more innovation in equestrian sports, particularly in addressing the operational challenges of equestrian event management and the untapped potential of the industry’s heavily siloed data.

Digital transformation unlocks boundless potential

With its “consistency, affordability, and proven reliability,” SAP quickly became mission-critical for Black Horse One. Building on that success, Göhlen turned to SAP Business Technology Platform (SAP BTP) to bring the company’s next vision to life—a digital event management system designed to transform how equestrian competitions are run. The new system delivers real-time, end-to-end oversight and streamlines every workflow, giving “show organizers and national federations a 360-degree software” that has cut event preparation time in half.

The industry quickly took note, and Black Horse One went from 100 equestrian shows a year in 15 countries to around 300 in 32 countries and from 50,000 unique users per month to as many as 3 million—an exponential increase in operations that the company supports with the same small team.

Further digitization of processes and information has helped Black Horse One dismantle the data silos that challenge many industries, especially one as rooted in tradition as equestrian sports. Data pours in from multiple sources: national federations maintain separate records for each horse, judges and audiences submit marks in real time, and organizers update competition systems on the fly. Every change must be reflected instantly, not only to maintain accurate results but also to meet fans’ expectations for real-time updates.

Göhlen, himself a former equestrian athlete, explains that many seasoned trainers and riders struggle to capture and pass on their hard-earned expertise and knowledge built over decades in the arena. A platform that enables real-time recording and sharing of performance data, scoring insights, and training techniques across a global, always-on network is transforming how the dressage community preserves and transmits its know-how.

And, in a sport where animal welfare is paramount, continued technological advancement offers additional layers of information and accountability when it comes to tracking and monitoring horses, which, Göhlen hopes, will continue to equate to happier, healthier equine athletes.

Leveraging AI in a world of tradition

Black Horse One continues to take a storied sport across new technological frontiers, leveraging SAP BTP to help bring artificial intelligence (AI) into its offerings. The company is already using AI to analyze performance data and biomechanical metrics, delivering personalized training and technique insights. It can even generate AI announcers when human ones aren’t available. Göhlen notes that Black Horse One is still in the early stages of exploring the “tremendous” potential of AI—using it to support and advance equestrian sport in ways that are not only exciting but also wise and effective.

Göhlen himself offers sage advice when it comes to assuaging stakeholders’ fears around digital transformation and AI in particular: “People really need to see that the technology supports them rather than replaces them.”

Real and sustainable innovation

Black Horse One’s remarkable story of leveraging technology to transform an age-old sport demonstrates that there is no company too small or industry too niche to benefit from digital transformation.

For those looking to embark on a similar journey, Göhlen has advice: first, start with the pain points, “where processes are currently inefficient or fragmented,” and then find the technology to ensure meaningful innovation. Second, Göhlen advises companies to earn and keep their customers’ trust. “In many of our mission-critical settings, if we make a mistake, we can’t undo it. So, make sure that you choose your technology wisely,” he says.

Finally, and most crucially, remember that innovation is a process, not a destination. “Never stop learning,” Göhlen says. “Each project should push you and your team to grow technically and strategically. This is how innovation stays real and sustainable.”

For the full Black Horse One episode and the on-demand Better Together: Customer Conversations series, visit here.

The full episode

Learn more about how Black Horse One brought digital transformation to the tradition-bound world of equestrian sports.

• Thought leadership podcast: Göhlen, CEO of Black Horse One, talks with Tamara McCleary, CEO of Thulium, to share his motivation and journey merging tradition with technology to transform equestrian events, improving the sport and the sporting experience for athletes and audiences and winning over even the most traditional participants.
• Practitioners’ video: Göhlen talks with me about what it took and the technologies that have resulted in a suite of applications that revolutionized the dressage world.

To access the whole series, on demand, visit here.

Do you have ideas for topics or technologies we should cover, or would you like to be a guest on the show? We want to hear from you, just e-mail us.

Timo Elliottis vice president and global innovation advocate for SAP BTP at SAP.