Management based on reliable data
Good controlling needs figures that everyone trusts. I cover the entire SAP CO module, from process consulting through design and customizing to further development, so that costs, results and variances are transparent and traceable.
Transparent costs
Cost centers, internal orders and allocations show where in the company which costs arise.
A clear view of profitability
Profit centers and profitability analysis show which areas, products and customers contribute to the result.
One data foundation with accounting
In S/4HANA, financial accounting and controlling use the same documents. Reconciliation differences between the two areas are largely eliminated.
Scope of services
I cover the entire SAP CO module, in SAP S/4HANA as well as in SAP ECC, which I worked with myself for many years: process consulting, design, customizing, testing, training and further development. Key areas are:
- Overhead cost controlling: cost centers, internal orders, allocations and assessments.
- Profit center accounting: structure and segment reporting.
- Product cost controlling: product costing, cost object controlling and variance analysis.
- Profitability analysis: Margin Analysis in S/4HANA.
- Planning and reporting: plan/actual comparisons and reports for controlling and management.
Overhead cost controlling
Cost centers, internal orders and allocations form the foundation of controlling. The aim is a structure that fits the organization and allows cost center managers to work efficiently.
Profit center accounting
Profit centers make the performance of individual areas visible and provide the basis for segment reporting. What matters is a structure that reflects how the company is managed, not just the system logic.
Product costing and profitability analysis
For manufacturing companies, product cost controlling is central: product costing, cost objects and variances. For profitability analysis in S/4HANA, SAP recommends the account-based Margin Analysis; the costing-based variant remains available, but SAP is focusing further development on Margin Analysis. The impact of the switch on reporting is assessed early in the project.
Planning and reporting
Plan and actual data must be consistent for variances to be meaningful. I support planning in SAP and reports that controlling and management actually use.
Integration with MM, SD and PP
Controlling builds on logistics data. Purchasing (MM) provides account assignments to cost centers and internal orders as well as inventory valuation, sales (SD) provides revenues and costs for profitability analysis, and production (PP) provides production orders with actual costs, work in process and variances. I make sure that costing, account assignment and settlement are consistent across all modules.
Impact on controlling
In S/4HANA, controlling works with the same documents as accounting and with real-time reporting. This reduces reconciliation effort but requires a shared understanding of the data foundation. Practical key user training prepares for this.
Project experience
Selected projects from international rollouts, company integrations and S/4HANA transformations can be found on the About page.
Frequently asked questions
Is switching to Margin Analysis worthwhile for us?
In most cases, yes, above all because SAP is focusing further development on it and reconciliation with accounting is no longer necessary. Whether specific reporting requirements speak against it is assessed case by case.
How can plan and actual data be mapped consistently?
With a uniform structure for plan and actual data, clear responsibilities and aligned reports. I support both design and implementation.
Do you also provide support in SAP ECC?
Yes. I worked with SAP ECC myself for many years and provide support there with further development and rollouts as well as with preparing the conversion to S/4HANA.
What changes for controlling in S/4HANA?
Above all, the shared data foundation with accounting and real-time reporting. Many familiar reports remain, some are replaced by SAP Fiori apps.

