DEVELOPMENT OF ERP CONSULTANTS’ COMPETENCIES IN THE CONTEXT OF THE REDUCTION OF SAP PROJECTS

ABSTRACT

This article examines the impact of reducing SAP-based projects on the development of professional competencies among ERP consultants in Russia, under conditions of active import substitution and market transformation. The relevance of the study is determined by a radical shift in the structure of the ERP segment: the withdrawal of SAP services and the large-scale reorientation of companies toward domestic and open-source solutions have led to a sharp decline in SAP greenfield projects and an increased demand for phased re-platforming. The work aims to systematically analyze current market trends and identify the key professional competencies that consultants need to maintain competitiveness under the new conditions. The novelty of the research lies in the generalization of multidisciplinary approaches and practices. A four-stage roadmap for development is proposed, encompassing certification on domestic platforms, the development of migration scenarios, mastery of the architectural level, DevOps pipelines, and subsequent specialization in related areas. The main conclusions demonstrate that, in the context of the reduction of SAP projects, multivendor expertise, deep skills in integration and data migration, proficiency with DevOps and CI/CD tools, the ability to work with open-source stacks, methodological flexibility between Agile and formal frameworks, as well as industry context and soft skills in facilitation and training become critical. This article will be helpful to ERP consultants, IT project managers, training program providers, and HR specialists in defining expert requirements and planning professional growth.

АННОТАЦИЯ

В статье рассматривается влияние сокращения проектов на базе SAP на формирование и развитие профессиональных компетенций ERP-консультантов в России в условиях активного импортозамещения и трансформации рынка. Актуальность исследования определяется кардинальным изменением структуры ERP-сегмента: уход SAP-сервисов и масштабная переориентация компаний на отечественные и open-source-решения привели к резкому снижению greenfield-проектах SAP и росту спроса на поэтапный реплатформинг. Цель работы — системно проанализировать современные рыночные тренды и выделить ключевые профессиональные компетенции, необходимые консультантам для сохранения конкурентоспособности в новых условиях. Новизна исследования заключается в обобщении мультидисциплинарных подходов и практик. Предложена четырехэтапная дорожная карта развития: от сертификации на отечественных платформах и отработки миграционных сценариев до освоения архитектурного уровня, DevOps-конвейеров и последующей специализации в смежных областях. Основные выводы демонстрируют, что в условиях сокращения SAP-проектов ключевыми становятся мультивендорная экспертиза, глубокие навыки интеграции и миграции данных, владение инструментами DevOps и CI/CD, способность работать с open-source-стеками, методологическая гибкость между Agile и формальными фреймворками, а также отраслевой контекст и «мягкие» навыки фасилитации и обучения. Статья будет полезна ERP-консультантам, руководителям ИТ-проектов, поставщикам обучающих программ и HR-специалистам при формировании требований к экспертам и планировании профессионального роста.

Keywords: ERP consultant competencies, import substitution, SAP projects, multivendor expertise, DevOps, data migration, CI/CD, open-source ERP

Ключевые слова: компетенции ERP-консультанта, импортозамещение, SAP-проекты, мультивендорная экспертиза, DevOps, миграция данных, CI/CD, open-source ERP

Introduction

In 2024–2025, the Russian ERP market exhibits a paradoxical combination of growth and transformation. According to analysts, the segment’s total revenue approached RUB 100 billion, and the share of domestic platforms (primarily 1C: ERP, Galaktika, and industry-specific solutions) grew to 80 % thanks to import-substitution policies and targeted measures to support software developers [1]. Enterprises’ unceasing need has provided an additional stimulus for digital transformation: the market is expected to grow by 15–20 % by the end of 2024, even with a high key interest rate [2].

Behind this growth lies a sharp reduction in new and ongoing SAP-based projects. The key trigger was the final withdrawal of the German vendor: on March 20, 2024, companies in Russia lost access to SAP’s cloud infrastructure, marking the completion of all service shutdowns [3]. Globally, SAP announced during the same period a restructuring and reduction of approximately 10,000 employees, refocusing its product line on AI-based solutions [4]. As a result, the volume of active SAP implementations in Russia decreased by more than two-thirds over the year, and extensive industrial holdings such as Severstal and Sibur were compelled to urgently develop or procure domestic alternatives for critically essential processes, as confirmed by public statements from top management [5].

For consultant specialists, these developments have given rise to three main trends. First, the market no longer offers long-term SAP greenfield projects, shifting demand toward migration initiatives and the support of frozen landscapes. Second, employers now demand enhanced multivendor expertise: knowledge of 1C: ERP or other domestic systems has become a baseline, and competencies in integration and data transfer are critically important. Third, competition for positions traditionally held by SAP consultants has intensified, since many specialists are reorienting toward roles as import-substitution architects and integrators, thereby raising the entry barrier to the profession. Altogether, the digitized market dynamics and the structural changes in the vendor landscape define a framework in which further development of ERP consultants’ competencies becomes a matter of professional survival rather than mere career advancement.

Materials and methods

The study is based on the analysis of 18 sources of domestic and international practice: CNews industry reports [6], TAdviser data on the ERP-systems and import-substitution market [7–9], analytics on SaaS-segment growth [10], information on the consulting-staff structure of 1C [11], reviews of changes in business procurement plans [12], public statements by companies and market participants from Reuters [5,13], statistics on key ERP-implementation metrics [14], as well as forecasts for the cybersecurity-market development and FSTEC regulatory requirements [17]. Additional insight into the professional environment was provided by materials from the 1C vendor [15], the Skolkovo and TAdviser study of ESB platforms [16], and industry statistical reviews on user training and change management in ERP projects [18].

The theoretical basis comprises publications and reports reflecting the dynamics of the Russian ERP market in 2024–2025: assessments of segment revenue and the share of domestic platforms at 80 % due to import-substitution policies [1], forecasts of 15–20 % market growth despite a high key rate [2], and analyses of the impact of SAP’s exit on project structure and demand for multivendor competencies [3–5]. Special attention was given to the interrelation between the transition from large SAP greenfield implementations to phased re-platforming and the need for new technical and methodological consultant skills.

Methodologically, the research combined four main approaches. First, a comparative analysis of the technological landscape is conducted, comparing SAP, domestic systems (1C:ERP and Galaktika), and popular open-source solutions (Odoo and ERPNext) in terms of data migration and API integration [9, 15]. Second, quantitative analysis of market metrics involves aggregating data on revenue, market shares, and SaaS growth rates using reports from CNews, TAdviser, and ZIPDO [1, 6, 7, 10, 11, 14]. Third, a systematic review of regulatory requirements and industry security standards: examination of new fines for data leaks, FSTEC regulations, and restrictions on software from unfriendly jurisdictions [17]. Finally, a content analysis of professional requirements was conducted, involving an investigation of job descriptions, expert statements, and recommendations on developing DevOps and CI/CD practices, data-handling skills, and methodological flexibility, based on interviews and publications from industry communities [16,18].

Results and Discussion

Import substitution has radically reshaped the domestic ERP segment in a short period. By the end of 2024, the share of Russian platforms had exceeded 60%, and approximately four-fifths of this volume was accounted for by the 1C:ERP family, effectively establishing a monopoly of a single player in large corporate projects [6]. According to Figure 1, the sectoral distribution of ERP-implementation projects shows that more than half of implementations (51.7%) occur in miscellaneous industries, while among the designated sectors mechanical engineering leads (10.7%), followed by trade and the food industry (each 8.5%), healthcare (7.1%), construction (6.8%), and the chemical industry (6.6%) [7].

Figure 1. Sectoral Distribution of ERP Implementation Projects [7]

Meanwhile, the niche previously occupied by SAP ECC and S/4HANA is increasingly being filled by Galaktika, Bars, and other specialized products, resulting in an on-premise ERP systems market of RUB 90–100 billion that has maintained an annual growth rate of 15–20 % despite macroeconomic cooling [7].

A surge in interest in open-source ecosystems has accompanied the growth of domestic vendors. At industry forums in 2024–2025, pilots based on Odoo 16 and ERPNext are regularly announced, including in digitalization projects for industrial enterprises, where flexible licensing and a developed module marketplace reduce customization costs [8]. Although the share of such solutions remains in single-digit percentages, they often become the choice for mid-tier companies for which total cost of ownership and independence from a single supplier are critical.

The implementation format itself has also changed. Whereas large greenfield projects prevailed until 2022, corporate IT services now prefer phased migration of functional modules, allowing critical SAP modules to be decommissioned over a period of six to nine months without operational stoppages. Consultants participating in typical two-speed scenarios note that clients often begin with accounting and procurement contours, leaving complex production logistics for a second wave [9]. Concurrently, demand for SaaS models is growing: the combined revenue of the twenty largest domestic subscription-application providers increased by 40% in 2023, while the entire IT market grew by only 16%. Analysts directly link this gap to SAP’s exit and businesses’ desire to reduce capital expenditures [10].

Financing of corporate IT today is characterized by a dual trend. On the one hand, large holdings are shifting budgets from innovative directions to projects of technological independence; consequently, expenditures on ERP migrations and service support of domestic systems remain a protected line, guaranteeing consulting firms a predictable 12% growth in 2024 [11]. On the other hand, the tightening of monetary policy and the rising cost of borrowing forced many organizations in November 2024 to freeze their investment programs, leading to revisions of implementation schedules and reductions in non-priority project portfolios [12]. As a result, demand is shifting toward short-term consulting contracts, where key competencies include data migration, API integration, and configuring cross-platform analytical data marts.

Thus, the new market configuration sets a transparent development vector for ERP consultants: more profound knowledge of domestic platforms, readiness to work with open-source software, skills in phased re-platforming, and an understanding of the economic constraints of IT budgets become mandatory to maintain competitiveness and serve as a natural bridge to subsequent discussions of professional challenges in a post-SAP reality.

The entrenched shift in demand toward domestic and open-source ERP logically leads to the practical level of tasks that consultants face today. The first of these is migration from the departing SAP landscape: clients are hurrying to move critical modules into new environments even before the final shutdown of SAP cloud services in Russia. At the same time, extensive industrial holdings such as Severstal and Sibur are already developing hybrid schemes—combining in-house solutions with 1C: ERP and Odoo—to reduce their dependence on SAP [13]. The risk of failure cannot be underestimated: international statistics show that half of ERP implementations fail on the first attempt, most often due to deviation from a phased scenario and underestimation of the labor intensity of data migration. As shown in Figure 2, 83% of companies that performed an ROI analysis before ERP implementation met their ROI expectations. Additionally, 91% of organizations reported optimized inventory levels post-implementation, and 62% experienced cost reductions, particularly in purchasing and inventory management [14]. Furthermore, 78% of companies experienced productivity improvements after adopting ERP systems, and 77% of organizations eliminated data silos, thereby fostering better interdepartmental collaboration.

Figure 2. Key Performance Indicators of ERP Implementation [14]

The challenge is compounded by the fact that Russian enterprises have accumulated unmanageable terabytes of transactional history over decades of operating SAP, which cannot simply be left behind due to regulatory and internal audit requirements.

The next challenge is the multivendor environment. According to official 1C data, over one million workplaces have already been automated on this vendor’s ERP solutions, and the number of enterprise users has exceeded 9,000 [15]. A consultant must feel equally at ease working with lightweight, low-code tools like 1C and performing in-depth customizations of the PostgreSQL backend in Odoo or Galaktika.

The rapid spread of API-first architectures intensifies fragmentation. A Skolkovo–TAdviser study in January 2025 identified twelve Russian ESB platforms that were comparable in functionality to their foreign analogs but heterogeneous in their technological stacks [16]. A consultant must keep in mind not only REST/GraphQL schemas but also variations in message-delivery guarantees when one integration bus is built on Kafka and another on RabbitMQ.

At the end of 2024, lawmakers imposed additional security pressures: new fines for data leaks have risen to RUB 15 million, or 3% of a company’s annual turnover, and critical infrastructure is now prohibited from using software from unfriendly jurisdictions [17]. Any import-substitution scheme must now obtain FSTEC approval, which automatically raises the bar for code auditing and API call logging. CSR forecasts show that the Russian cybersecurity market will grow from RUB 186 billion in 2021 to RUB 715 billion in 2028 (a compound annual growth rate of approximately 21 %). However, expert-adjusted trends remain slightly below the previous forecast until 2026 and only exceed it in 2027. In contrast, revenues of foreign vendors decline from RUB 73 billion in 2021 to RUB 12–16 billion in 2023–2024, then recover to RUB 30 billion by 2028, indicating a significant reduction of their share in a rapidly growing market, as shown in Figure 3 [17].

Figure 3. Forecast of the Russian Cybersecurity Market [17]

No less severe is the human factor: 55% of users admit that they receive insufficient training during ERP implementation, and every fourth project loses up to 30% of its productivity due to weak change-management practices [18].

In the context of a rapidly evolving ERP landscape, a multidimensional competency profile has emerged that is indispensable in this era. First, deep technical mastery: in most Agile organizations, DevOps has already become the standard, and consultants are expected not just to provide checklists but to deliver fully configured CI/CD pipelines with containerization and Infrastructure as Code—ready-to-use Helm charts for ERP core updates. Growing budgetary commitments only reinforce this emphasis: organizations prioritize investments in ERP platforms and place release automation at the forefront of their roadmaps.

Second, data-handling skills are critically important: a significant portion of enterprises already uses ERP data for predictive analytics, and the proliferation of BI and process-mining tools turns the consultant into a linchpin between data warehouses, data marts, and ML services.

Methodological flexibility complements the technical and analytical requirements: with the widespread use of Scrum, scalable Agile frameworks, and DevOps integration, a consultant must effortlessly switch between a Kanban board for rapid feature delivery and formal regulations (e.g., PRINCE2) for releases with stringent requirements, all while maintaining a Lean mindset.

A deep understanding of industry context complements the picture: as ERP matures in heavy manufacturing and grows rapidly in retail and asset management, it is insufficient for a consultant to know system logic abstractly—they must be able to explain why a particular plant needs an extended planning system and why a retail chain requires an omnichannel order-management solution.

Finally, soft skills bind everything together: distributed teams require facilitation, persuasive storytelling, and the ability to translate technical jargon into comprehensible metrics for leadership. The deficit in user training further elevates the consultant to the role of an adult educator, capable of dispelling fears of a new system in a single interactive session and neutralizing critical project risks. Altogether, this combination of CI/CD practices, data-handling expertise, methodological flexibility, industry knowledge, and facilitation defines the key trajectory for the professional development of the modern ERP consultant.

The challenges outlined above determine a sequential roadmap for professional growth. In the first, shortest stage, the consultant must confirm their foundation: obtain official certification on the chosen domestic platform, configure a training sandbox, and practice typical integration scenarios via service buses. This hands-on experience enables immediate onboarding to projects where rapid replacement of critical SAP modules is already underway.

The next stage begins once fundamental skills have been tested on pilot assignments. The consultant engages in migration projects, porting selected functional modules to the new system while simultaneously mastering lightweight open-source solutions demanded by mid-sized businesses. This period cultivates flexibility, enabling the ability to work with both corporate stacks and freely licensed, modular ecosystems with equal confidence.

As experience grows, the need for an architectural perspective emerges. In the first to second year, the consultant takes responsibility for the coherence of the entire landscape, implements a DevOps approach to build releases, automates deployment in private or public clouds, and ensures the security of data-exchange channels. At this stage, it becomes clear that an understanding of regulatory requirements must back technical skills; otherwise, the project will not pass compliance inspections.

In the long term, the specialist specializes in adjacent areas. Some deepen their expertise in data analysis and machine learning, transforming ERP transactional history into predictive business insights. Others develop robotic scenarios to automate routine operations or move into managing portfolios of software initiatives as Project Management Office consultants. Each of these tracks requires a systematic curriculum but is based on the foundation laid during the first two years.

To accelerate development, several practical rules should be observed. First, constantly verify local security regulations, including state requirements and national encryption standards. Second, remain active in professional communities where new migration methodologies and platform-version patches are discussed. Third, document every case: having step-by-step run-book instructions increases client trust and reduces team risks. A further competitive advantage is proficiency in languages that provide access to international source-code repositories and Asian ERP solutions. Finally, public speaking engagements and articles build a personal brand that, in an increasingly competitive environment, becomes as valuable as technical certifications.

Conclusion

The conducted study confirms that SAP’s withdrawal acted as the primary catalyst for a radical restructuring of the Russian ERP market, provoking a sharp shift in consultants’ professional requirements. The share of domestic platforms—chiefly 1C: ERP and Galaktika—increased to 80% of the total volume in 2024, while the market as a whole maintained a year-on-year growth rate of 15–20% even under a stringent monetary policy. Simultaneously, project structures transformed: instead of the customary greenfield implementations, corporate clients moved to phased re-platforming, concentrating budgets on the rapid migration of critical modules and on short-term consulting engagements.

Against this backdrop, the key competencies for ERP consultants have become multivendor expertise, deep skills in data integration and migration, proficiency with DevOps toolsets, and the ability to work with open-source stacks. The demand for these skills is reinforced by regulatory requirements (FSTEC), the growing importance of cybersecurity, and the increasing prevalence of API-first architectures. Methodological flexibility is also essential: a consultant must switch fluidly between Agile approaches and formal waterfall processes while maintaining a Lean mindset.

Empirical data demonstrate that successful projects rely on a combination of technical depth and soft skills. Insufficient end-user training and weak change management can result in a 30% loss in productivity. In contrast, the presence of CI/CD pipelines, end-to-end analytics, and skilled facilitation significantly increases the likelihood of achieving planned ROI, optimizing inventory levels, and reducing costs.

The results enable the formulation of a professional development roadmap, which includes initial validation of qualifications on domestic platforms, accumulation of migration experience, subsequent attainment of an architectural perspective, and, in the long term, specialization in adjacent domains such as data analytics, process automation, or program-portfolio management. Continuous monitoring of regulatory changes, active participation in professional communities, and systematic documentation of project case studies remain indispensable for career resilience in the post-SAP reality.

Overall, the study demonstrates that the successful professional survival and growth of ERP consultants under the current market configuration depend on their ability to rapidly adapt their competencies to domestic solutions, integration challenges, and tightening security requirements, while preserving the applied business value amid constrained IT budgets.

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