Meta implements SAP S/4HANA at Supera Farma

Supera Farma partners with Meta in the implementation of SAP S/4HANA, ensuring scalability and governance.

With only 13 years in business, Supera Farma, a pioneering joint venture in the promotion and commercialization of medicines in the Brazilian market, is the 13th most prescribed pharmaceutical company in the country according to the IQVIA ranking and expects to be among the top ten in the coming years. To prepare the company for this growth, the pharmaceutical firm relies on Meta’s partnership to adopt market best practices through the implementation of SAP S/4HANA and Organizational Change Management methodology.

Supera Farma was a pioneer in implementing a business model focused on the promotion and commercialization of products from its founding companies, Eurofarma and Cristália, and continues to innovate by seeking new external partners. “These external partnerships will allow us to expand our range of products in the market,” says Alexandre Augusto Correa, Administrative, Financial, and Operations Director at Supera Farma. For this, the pharmaceutical company sought the best ERP that offered robustness in governance and data integrity and supported real-time decision-making.

“We started with an intense study to first choose the software and then the implementation partners, and it was from this research that we selected SAP and Meta,” says Rafaela Coura, Executive Technology Manager at Supera Farma. According to Rafaela, they then opted for SAP S/4HANA, with the Rise cloud solution. “One of our main needs was improving security. So, with the choice of Rise, we can take advantage of all the benefits that external providers bring best to the market, with cutting-edge technologies, security, and also flexibility, so that we can scale as quickly as possible without having to invest in our own infrastructure, within our environment,” she highlights. For Alexandre, the company is now prepared for the future. “We gained more robustness and security to drive Supera Farma’s growth. We will not stop evolving to continue with our purpose of bringing the greatest diversity of medicines to the largest number of doctors and patients, providing healthcare solutions and transforming lives,” states Alexandre.

Change Management

Contrary to many companies, Supera Farma understood that the right time to prepare for future expansion was when the company already had well-defined and established processes. “Our processes were stable, mature, and we understood that this was the ideal moment,” recalls Rafaela. According to her, “even in this favorable scenario, the adoption of the SAP system was a major challenge and represented a significant change in the company’s processes. We had a very short deadline and the goal that the project would not interrupt billing or any tax or legal activities, nor commitments with employees, customers, or partners. And this was successfully achieved!”

In addition to the implementation project, Meta was also responsible for the Organizational Change Management (OCM) service, which is a very important pillar within ERP implementation projects. “The OCM process always starts before the implementation begins, to support the client’s HR and communication areas so there is internal employee engagement, which is essential to the success of the implementation,” explains Janaína Sombrio, Business Manager at Meta. According to Rafaela, the project was fundamental to ensuring the success of the implementation. “No system project configures itself. I can say that this is Meta’s main differentiator: bringing in professionals who are capable of reading the business and configuring it in a way that meets our needs,” reinforces Rafaela.

Meta had more than 30 professionals involved in the project, including managers and consultants specialized in both change management and development. “All these professionals joined Supera Farma’s employees, from the kick-off to creating the project’s internal communication identity, all the way through to the go-live. With OCM, it is possible to extend the management of change that a new ERP brings to the entire company,” explains Janaína.