{"id":9838,"date":"2026-08-14T07:17:13","date_gmt":"2026-08-14T05:17:13","guid":{"rendered":"https:\/\/blog.fichtner.de\/?p=9838"},"modified":"2026-08-18T08:33:42","modified_gmt":"2026-08-18T06:33:42","slug":"realignment-of-erp-and-billing-landscape-at-etg","status":"publish","type":"post","link":"https:\/\/blog.fichtner.de\/en\/realignment-of-erp-and-billing-landscape-at-etg\/","title":{"rendered":"Realignment of the ERP and Billing Landscape at a Regional Energy Utility"},"content":{"rendered":"

EGT Realigns Its ERP and Billing Landscape<\/p><\/h2><\/div>

More Than Just a System Change<\/p>\n<\/div>

The EGT Group, based in the Black Forest, is facing a fundamental overhaul of its ERP and billing landscape following the announcement that support for its current SAP system will end. For this regional energy utility, this is about much more than simply replacing individual IT components. The existing solution is used to manage key business processes \u2013 from customer billing and commercial operations through to highly regulated energy industry functions. The imminent discontinuation of vendor support forced EGT AG to determine early on what its future ERP and billing landscape should look like. It was clear from the very beginning that this decision would have a profound impact on organization, processes, and day-to-day work. Fichtner supported the company from strategy development through to tendering and contract award for a future-proof solution. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

\"Fichtner<\/div><\/div><\/div><\/div>

When an energy utility needs to overhaul its core business and billing system, there is far more at stake than just a technical update. This was precisely the challenge facing EGT,<\/a> a company based in Triberg. This regional utility had to consider early on what its future system landscape should look like, because the ERP solution it had been using for energy industry processes would only be supported for a limited time. At its core, this also involved reorganizing key processes, roles, and work methods for the future.<\/p>\n<\/div>

<\/div>

\u201cA transformation project of this kind is not only technical in nature, but is always also a change management project.\u201d<\/em><\/p>\n<\/div>

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What Is an ERP System?<\/h2><\/div>

An enterprise resource planning (ERP) system is the key software that companies use to control many important processes \u2013 from management and value-added processes to support processes. These include, for example, billing, customer management, commercial processes, and other internal workflows. For energy utilities, an ERP system must also cover specific energy industry requirements, such as in market communication, metering, or regulatory-mandated grid and supplier processes. It is therefore much more than just traditional management software. It forms the backbone of many key processes within the company. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

<\/div>
<\/div>

A look at EGT\u2019s role in the region illustrates just how far-reaching this is. The company supplies households and businesses in the Schwarzwald-Baar district and neighboring regions with electricity and gas, along with energy-related services. As a grid operator, supplier, and default metering point operator, EGT is responsible for key areas of public services. Added to this are up to 200,000 consumption and feed-in points, as well as services in telecommunications and technical fields such as building services engineering. The company employs around 350 people, and its revenue in 2024 was 300 million euros.<\/p>\n<\/div>

<\/div><\/div><\/div><\/div><\/div>
\"Energy<\/span><\/div><\/div><\/div>

As a versatile energy and infrastructure service provider, EGT reliably supplies the region with electricity and gas while also offering telecommunications and technical services.
\n(Picture: EGT AG)<\/em><\/p>\n<\/div><\/div><\/div>

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<\/div>

A Strategic Question Rather Than a Technical Update<\/h3>\n

The project came about in response to the announcement that support for the existing SAP solution for energy industry processes would end on 31 December 2027. For EGT, this was a clear signal to take action, given that such systems are used to manage key business processes. <\/p>\n

On top of that, there was a second challenge, namely that many other energy utilities were also having to replace their existing systems at the same time, while the capacity of suitable service providers was limited. At the time of tendering, some IT service providers had already imposed a freeze on accepting new clients. What\u2019s more, experience shows that an ERP transition of this magnitude takes 18 to 24 months, so anyone who wants to be finished by the end of 2027 cannot put off making a decision. EGT therefore had to act at a time when suitable service providers were extremely busy and the window of opportunity for the transition was becoming increasingly narrow. <\/p>\n

Sort First, Then Decide<\/h3>\n

Fichtner divided the project into two phases. The first phase focused on clarifying the strategic direction together with EGT. To do so, the project team analyzed the strengths and weaknesses of the existing system, defined requirements for the future IT landscape, and systematically narrowed down the range of possible solutions. <\/p>\n

At the outset, there were five or six possible options on the table. Fichtner evaluated them using, among other things, a SWOT analysis, i.e. an analysis of strengths, weaknesses, opportunities, and threats. In addition, the team evaluated the solutions based on five key criteria: platform, processes, applications, services, and compliance. As a result, the selection was narrowed down to two specific providers based on the company\u2019s strategic direction. As part of this process, solutions from various providers were assessed.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

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Five Relevant Criteria for Evaluation<\/h2><\/div>

When selecting the future system and service provider solution for EGT, Fichtner IT Consulting focused on five key points:<\/p>\n

\u2022 platform approach,
\u2022 processes,
\u2022 application landscape,
\u2022 service,
\u2022 compliance.<\/p>\n

Therefore, the evaluation was not limited to the features a solution offers. How well it fits the company\u2019s organization, workflows, and strategic development was also a key factor. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

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<\/div>

It was not until the second phase that the actual tender support began. Fichtner assisted EGT in drafting the statement of work, conducting bidder meetings, developing evaluation matrices, and carrying out a structured evaluation of the bids. In doing so, the team drew on its experience as a sparring partner and industry expert. This led to a selection process that not only compares technical features but also takes into account costs, scope of services, and readiness for the future. <\/p>\n

Comparing Platforms and Carefully Evaluating Services<\/h3>\n

This second phase, in particular, demonstrated just how challenging the market is at the moment. At first glance, many providers use similar terms. They talk about platforms, integration, scalability, and modern architectures. In detail, however, the solutions differ significantly in some cases. Some features are already an integral part of the platform, while others need to be added or are still under development. <\/p>\n

The cost analysis is also complex. One-time expenses and recurring services are presented differently, and additional features such as a customer portal, customer relationship management (CRM), or energy data management (EDM) are not always clearly distinguished from one another. So if you want to compare bids, you have to look very closely. <\/p>\n

This was further complicated by the maturity level of some offerings. Not all solutions already have reference clients in live operation. In some cases, EGT therefore had to make decisions based on roadmaps and development prospects. In this situation, a structured approach was all the more important, especially as providers are still developing new platforms and reliable practical experience is only gradually being gained. <\/p>\n

Standardization as Part of the Decision<\/h3>\n

When selecting a new ERP landscape, the question always arises as to how much customization a company will still need in the future. Particularly in structures that have evolved over time, specifically designed adjustments have developed over the years that help in individual areas but often create greater overall complexity. <\/p>\n

EGT, too, had to weigh up where standardization makes sense and where custom solutions remain necessary. In the energy sector in particular \u2013 especially in the areas of grid operations and market communications \u2013 many processes are strictly regulated. Working closely to the standard generally makes it easier to incorporate regulatory changes and technical advancements. However, new standardized solutions often change workflows, user interfaces, and responsibilities in day-to-day operations. As a result, the system change also becomes an organizational task. <\/p>\n

The Future Platform Should Be Capable of More Than Just Managing the Status Quo<\/h3>\n

The considerations regarding standardization led directly to the next question: Which platform is best suited to EGT\u2019s strategic development in the long term? The goal was not merely to find a replacement for the existing system, but to lay the groundwork for the next stage of development. Within the corporate group, EGT also offers energy and building solutions as well as planning and consulting services as a full-service provider. Through its subsidiary, EGT Digital Services GmbH, it also has its own company for managed services and IT consulting. The course is therefore clearly geared toward further development. <\/p>\n

In the end, EGT opted for a cloud-based SAP S\/4HANA solution from its existing provider. The main factors behind this decision were, above all, the compelling cost model and the precise fulfillment of the specific performance requirements.<\/p>\n<\/div>

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\u201cIt was not the status quo, but rather the next development steps that determined the choice of platform.\u201d<\/em><\/p>\n<\/div>

<\/div>

The new architecture should not only be stable and scalable, but also lay the foundation for future applications. This includes modern user interfaces as well as data-driven features and, in the future, applications based on artificial intelligence (AI). Even though, as with many energy utilities, AI is not yet firmly integrated into EGT\u2019s day-to-day operations, the issue of technological readiness for the future already played an important role in the selection process. In this context, AI-powered solutions could include, for example, applications such as predictive maintenance or smart metering. Such approaches also need to be taken into account during the selection process. <\/p>\n

At the same time, it was clear that AI can only deliver real added value if the right conditions are in place. Above all, this includes reliable data management and a robust, future-proof IT infrastructure. After all, even in a modern system landscape, the benefits of new applications remain closely tied to the quality and availability of the underlying data. <\/p>\n

Structure Provides the Foundation for Sound Decisions<\/h3>\n

The EGT project shows that technology is no longer the sole focus of ERP decisions. Instead, the focus is on future-proofing processes, advancing organizational development, and ensuring operational resilience under regulatory pressure. <\/p>\n

By combining IT strategy consulting with specific tender support, Fichtner helped EGT set the direction for its future ERP and billing landscape in good time. However, the project is not yet complete with the contract award decision that has been made. Now the focus turns to its implementation.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

April 2026<\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div>

\"Fichtner<\/span><\/div>
<\/div><\/div><\/div>

Rui Manuel Faria Dinis<\/h3><\/div>

Projects Director for Digital Business Consulting
at Fichtner IT Consulting GmbH<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":8,"featured_media":9600,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19,79],"tags":[115],"class_list":["post-9838","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-consulting-and-it","category-projects-en","tag-digital-business-consulting-en"],"yoast_head":"\nIT Consulting for a System Change - Fichtner Connected<\/title>\n<meta name=\"description\" content=\"Fichtner supports the regional energy utility ETG AG in the realignment of its ERP and billing landscape.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.fichtner.de\/neuausrichtung-erp-und-abrechnungslandschaft-bei-etg\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"IT Consulting for a System Change - 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