Replacing SAP LE-TRA: 7 challenges on the path to future-proof transport logistics
Many companies are currently focusing on the replacement of SAP LE-TRA. The success of the project does not depend solely on the choice of successor solution: established processes, carrier integrations and specific requirements mean that the transition involves far more than a simple system change.
Identifying typical challenges at an early stage lays the foundation for efficient and future-proof transport logistics.
In this article, you will learn which challenges companies encounter most frequently when replacing SAP LE-TRA and what is key to overcoming them.
At a glance
- The replacement of SAP LE-TRA is not merely a technical system change, but affects the entire dispatch and transport logistics process.
- Typical challenges arise from insufficiently analysed processes, a lack of clear objectives, and the involvement of specialist departments at too late a stage.
- Carrier connections, dispatch processes and end-to-end integrations should be included in the planning at an early stage.
- Individual requirements and established process landscapes are often underestimated in projects.
- Companies should use the LE-TRA replacement as an opportunity to make their transport logistics more efficient, transparent and flexible in the long term.
- Where standard functions are insufficient, Mercoline provides targeted support through SAP-integrated transport logistics solutions.
1. Why the LE-TRA replacement is more than just an IT project
Transport and dispatch processes are a key component of efficient supply chains. They link warehouses, dispatch, carriers, customers and internal departments.
For this reason, the replacement of LE-TRA does not only affect IT departments: logistics, dispatch, warehousing, customer service and other departments may also be directly affected.
Anyone wishing to ensure the successful transition from LE-TRA and lay the foundations for sustainable transport management should involve all relevant processes and departments at an early stage.
You can find out more about the end of SAP LE-TRA support and possible successor solutions under SAP S/4HANA in this article: End of SAP LE-TRA Support in 2030
Challenge 1: The replacement is viewed as a technical project
A key mistake is to view the LE-TRA replacement exclusively as an IT project.
In fact, the transition may lead to changes in numerous processes within the organisation, because: dispatch procedures, transport management, carrier interfaces and documentation processes are directly interlinked.
If the relevant departments are involved too late, this often leads to conflicting objectives and subsequent adjustments.
Successful projects therefore do not begin with the selection of a successor solution, but with a shared vision for future transport logistics and the early involvement of all relevant departments.
Challenge 2: Established processes are underestimated
In many companies, transport logistics have been continuously expanded over the years and adapted to new requirements.
Typical examples include:
- Integration of new carriers
- Accommodation of individual customer requirements
- Introduction of specialised processes
- Establishment of manual workarounds
Today, these processes often exist only as established practice and are not fully documented.
This is precisely where unexpected challenges often arise during a replacement project: functions that seem self-evident in day-to-day operations often only become apparent when they are missing from the future process landscape.
For this reason, every LE-TRA replacement project should begin with a detailed analysis of the existing dispatch and transport processes. Only by fully understanding the current state can a viable target architecture be developed.
Challenge 3: The carrier strategy is taken into account too late
Für viele Unternehmen entscheidet sich die Leistungsfähigkeit der Transportlogistik nicht im ERP-System, sondern in der Kommunikation mit den eingesetzten Carriern.
Zentrale Themen hierbei sind:
- Labeldruck
- Sendungsregistrierung
- Statusmeldungen
- Track & Trace
- internationale Versandservices
- Carrier-spezifische Anforderungen
Werden diese Themen erst dann betrachtet, wenn die eigentliche Systementscheidung bereits getroffen wurde, besteht die Gefahr, dass Integrationsanforderungen unterschätzt oder notwendige Funktionen zu spät berücksichtigt werden.
Unternehmen müssen sicherstellen, dass alle bisherigen und künftigen Carrier auch im neuen Prozess weiter so verwendet werden können, wie bisher.
Gerade bei heterogenen Carrier-Landschaften zeigt sich, dass die technische Integration häufig mehr Aufwand verursacht als die eigentliche Systemumstellung. Eine konsolidierte Multi-Carrier-Strategie kann helfen, Prozesse zu standardisieren und den operativen Aufwand langfristig zu reduzieren.
With solutions such as M.TransportCommunicator or Multi.Carrier.Sphere, Mercoline supports SAP-integrated connectivity with national and international carriers.
Challenge 4: Warehousing, dispatch and transport are considered in isolation
Modern transport logistics relies on an end-to-end process chain.
From order picking through to packaging, loading and delivery, numerous processes are interlinked. If these areas are considered in isolation, this often leads to data disconnects, duplicate data entry and unnecessary manual tasks.
Transformation projects in particular demonstrate that optimising individual sub-areas has only a limited effect. Sustainable efficiency gains are only achieved when the entire process chain is taken into account.
For this reason, the LE-TRA replacement should always be used as an opportunity to analyse end-to-end processes and identify potential for optimisation across the entire transport logistics chain.
Challenge 5: Reconciling standard processes with individual requirements
Many companies assume that future requirements can largely be met using standard functions.
In practice, however, highly specific requirements often arise. Diverse carrier landscapes, international dispatch processes, customer-specific specifications or particular requirements regarding transparency and traceability often call for additional functionalities.
The key question is therefore not how many processes can be mapped using the standard system.
It is far more important to consider which requirements are actually business-critical for the company and how these can be supported in the long term.
Companies should therefore assess at an early stage where supplementary solutions would be beneficial, in order to continue running existing processes efficiently and to flexibly accommodate future requirements.
Where standard functions are not sufficient, Mercoline supplements them specifically with SAP-integrated transport logistics solutions (M.SmartLogistics and Multi.Carrier.Sphere).
Challenge 6: Requirements are not assessed systematically
The more complex the shipping organisation is, the greater the likelihood that specific requirements will only be identified as the project progresses.
These include, for example, specific labelling requirements, individual shipping rules, international documentation obligations, or specific requirements of individual customers and carriers.
Identifying such issues only at a later stage of the project significantly increases the project workload and project risks.
Therefore, all relevant requirements should be systematically recorded and assessed at an early stage of the project. This provides planning certainty and reduces the need for subsequent adjustments.
Challenge 7: There is no vision for the future of transport logistics
The biggest mistake is often to view the replacement simply as a means of replacing an existing system.
In fact, there is a much more important question: what should transport logistics look like in five or ten years’ time?
Companies should use the replacement process to make fundamental strategic decisions. Issues such as automation, carrier flexibility, transparency, international expansion and digital processes are playing an increasingly important role in this regard.
Those who address these questions at an early stage lay the foundations for sustainable investment and avoid detours later on.
3. How Mercoline supports companies with the LE-TRA replacement
Mercoline supports companies throughout the transformation process: from analysing existing dispatch and transport processes, through the development of a future-proof target architecture, to technical implementation.
The focus is on carrier integration, dispatch processing, parcel tracking, transport logistics and the creation of seamless end-to-end processes.
With our transport logistics solutions, you can expand your transport logistics in a targeted manner whilst ensuring that existing process requirements are met in the long term.
Would you like to find out more and successfully replace LE-TRA?
Request a demo now or arrange a consultation
4. Conclusion
The question of finding the right replacement solution is important. However, it is only one factor in determining the long-term success of a LE-TRA replacement.
Far more decisive are the underlying processes, the integration of the systems involved and the ability to further develop transport logistics as a whole.
Companies that use the replacement process to strategically realign their transport logistics lay the foundations for more efficient operations, greater transparency and a logistics organisation that is scalable in the long term.