Scaling Warehouse Operations Through Process & Layout Transformation
April 15, 2026
S&OP: the difference between planning and firefighting
April 15, 2026UPCHAINED CASE
How an energy infrastructure operator turned a difficult Coupa go-live into a stable, structured procurement operation
As part of a broader Procurement 2.0 transformation, a European energy infrastructure operator implemented Coupa as its new procure-to-pay and spend management platform. While the implementation technically replaced the previous system, the organization struggled to operate effectively after go-live. The transition significantly impacted both the business and procurement organization, particularly the procurement back office, whose daily activities were heavily dependent on the new tool.
The post-implementation phase was characterized by operational instability, insufficient user understanding, and a lack of clearly defined working methods. Approval flows generated frequent errors, responsibilities were not consistently understood across teams, and knowledge about the correct processes remained fragmented. As a result, the organization was not yet benefiting from the platform; instead, the new system introduced inefficiencies and operational uncertainty.
The objective of the initiative was therefore not to re-implement the tool, but to stabilize operations, clarify processes, and support adoption so the organization could use the platform as intended.
What we did: Procurement Stabilization & Adoption
The work started with a comprehensive assessment of operational reality. Through interviews, hands-on operational support, and collaboration with both procurement and business stakeholders, we collected and consolidated all user feedback and operational issues. Rather than addressing individual problems in isolation, the findings were structured into a single centralized backlog covering functional issues, process gaps, training needs, and interface-related questions. This created a shared and validated baseline of the organization’s challenges.
Based on this baseline, improvement initiatives were identified, prioritized by impact and feasibility, and translated into a phased implementation roadmap. A multidisciplinary governance structure involving procurement support, IT, and the external Coupa partner ensured clear ownership and consistent follow-up through a transparent action tracker.
A key improvement concerned the redesign of approval flows, which were a major source of daily operational disruption. The existing validation structures were analyzed end-to-end, mapped, and assessed through a fit-gap analysis in Coupa. The approval logic was then redesigned, documented, and implemented collaboratively, providing clarity on both system behavior and process responsibilities.
In parallel, a central knowledge hub was created to document end-to-end procurement processes and provide training material. Training sessions were organized for both procurement and business users to improve understanding of the procurement process and ensure correct use of the system. The goal was not only to explain system functionality, but also to embed a consistent way of working across departments.
Impact
The initiative first delivered organizational clarity. For the first time after go-live, the organization had a validated and shared overview of issues, responsibilities, and priorities. What had previously existed as scattered feedback became a structured improvement program.
The redesigned approval flows reduced recurring operational errors, documented processes eliminated ambiguity, and the knowledge hub became the single reference point for procurement procedures. Training improved user confidence and increased correct usage of the platform.
Most importantly, the perception of the system shifted. The platform was no longer viewed as a disruptive new tool but as the operational backbone of procurement activities. By translating complex operational problems into structured improvements and aligning stakeholders across departments, the organization moved from reactive issue handling to controlled operations and became able to realize the intended benefits of the implementation.
The result was a stable procurement environment, improved collaboration between procurement and business teams, and a platform capable of supporting further procurement maturity rather than hindering it.
Working with Upchained
Technology implementations only deliver value when processes and people evolve together with the system. Upchained supports organizations after go-live by restoring operational clarity, structuring improvement initiatives, and embedding adoption into daily operations.
If your new system exists but your organization has not yet fully adopted it, we can help turn implementation into sustainable operation.
