What exactly is it?

Guidewire is an enterprise-grade platform designed specifically for Property & Casualty (P&C) insurers. Its core consists of three interconnected systems: PolicyCenter for policy management, ClaimCenter for claims handling and settlement, and BillingCenter for payments, premiums, and broker reconciliation. Together, they form the so-called “core” of the insurer — the heart of all operational processes.

The Guidewire ecosystem extends well beyond these three systems. The platform also includes a cloud layer (Guidewire Cloud), a Data Platform for analytics and reporting, digital customer portals, and an extensive API for integration with external systems. On top of that, the Guidewire Marketplace offers over 200 ready-made partner extensions. It’s a full-scale environment that keeps teams of developers, architects, and consultants busy for months — sometimes years.

What’s driving the recruitment boom?

The answer is multi-layered, but it comes down to simple economics: a small supply side and a large, growing demand.

The insurance industry is a peculiar beast. For decades it ran on systems built in the 1980s and 1990s — monolithic, hard to maintain, and deeply embedded in organizational infrastructure. Digital transformation arrived later to this sector than to banking or e-commerce, but once it started, it accelerated fast. Today, virtually every major insurer in Europe and North America has either already implemented Guidewire, is mid-migration, or has plans to do so within the next two to three years.

The second growth engine is the shift to the cloud. For years, Guidewire operated exclusively as an on-premise installation. Since 2018, the vendor has been steadily building out Guidewire Cloud as a SaaS offering, and more and more firms are choosing that path over maintaining their own infrastructure. Each such migration is a multi-month project engaging dozens of specialists — from cloud architects and Gosu developers (more on Gosu below) to business analysts and insurance consultants.

Candidate profile — who are clients looking for?

From our experience, demand breaks down into several distinct categories:

Guidewire developers with experience in Gosu (a proprietary language based on Java) and PCF (Page Configuration Files) are the hardest group to source. The market is small globally, and in Poland it is smaller still. Candidates with solid 3–4 years of experience hold a strong negotiating position.

Integration architects with knowledge of the Guidewire Integration Framework, REST API, and tools such as MuleSoft or Azure Integration Services form a second sought-after niche, particularly in cloud and Digital projects.

Business analysts with an understanding of P&C insurance processes (claims, policies, rating) are a genuine rarity, because they require domain expertise that is hard to acquire without actual work in the insurance industry. Candidates who combine Guidewire knowledge with insurance know-how are literally described by our clients as “unicorns.”

What does this mean for candidates?

Guidewire is not a trendy technology in the marketing sense — you won’t hear about it at popular developer conferences, and it doesn’t appear on Stack Overflow top-lists. But it is very much in vogue where budgets are actually decided: in the boardrooms of large financial institutions.

For a developer with a Java or Groovy background who decides to invest time in learning Guidewire, the path is fairly clear: certification (Guidewire runs an official programme), first projects through implementation partners, and then rising rates and a steady flow of offers for years to come.

Market outlook

The market shows no sign of slowing down. It is estimated that more than 60% of P&C insurers worldwide still operate on systems that require modernisation. Guidewire is currently the market leader in this space — according to the vendor’s own data, over 540 insurers in more than 40 countries use the platform. Western Europe and Scandinavia are the most active implementation regions right now, with growing interest across Central Europe.

Artykuł Guidewire — Why Specialists in This Technology Are Among the Most In-Demand People in IT pochodzi z serwisu Awareson.

Below is an analysis of the principal challenges facing managers in 2026, with particular emphasis on the role of modern technology platforms such as SAP.

Breaking the Barriers of Legacy Systems and Digital Transformation

One of the most significant obstacles to a modern supply chain remains outdated IT infrastructure. Many organizations continue to rely on on-premise systems installed 20–25 years ago, and this is a critical barrier. Thousands of companies are still running legacy ERP versions, preventing them from fully leveraging the potential of artificial intelligence. Organizations that fail to migrate to modern, cloud-based SAP solutions risk losing their competitive edge.
It is worth noting that cloud migration is not merely a tool swap. it represents a fundamental shift in data management philosophy. Modern platforms enable real-time updates, resource scalability, and access to analytical capabilities unavailable in on-premise architectures. For many companies, the question is no longer “whether to migrate,” but “how quickly to do so without causing operational paralysis.”

Resilience Over Pure Cost Efficiency

For decades, supply chains were optimized for cost reduction. Yet 2026 makes it abundantly clear that an excessive focus on efficiency at the expense of resilience has left companies dangerously inflexible. Constraints on the partner side and the lack of integration between new applications and legacy systems represent the primary obstacles to effective responsiveness to market shifts. Leaders must redefine resilience as the product of two factors: process visibility and the capacity for swift action. Without full situational awareness and the tools to respond immediately, companies become little more than passive observers of an oncoming crisis.
Supply chain resilience can be measured through concrete metrics: time to disruption detection, time to full operational recovery, and the depth of backup logistics pathways. Organizations that have implemented advanced contingency scenarios and diversified their supplier base demonstrate significantly shorter response times to crises, regardless of their origin.

From Control Towers to Full Orchestration

In 2026, the concept of the control tower is proving insufficient. The strategic priority is orchestration, understood as the comprehensive integration of processes on a single platform, from purchase order to delivery. The central challenge lies in genuinely connecting planning with execution. While planning is often already integrated, transportation management, warehousing, and foreign trade operations still function in separate silos. The orchestration model aims to dissolve these boundaries, an imperative given increasingly compressed planning cycles.
Siloed operations are not purely a technology problem; they are, above all, an organizational challenge. Transportation, warehousing, and procurement departments frequently operate with different performance metrics and different decision-making logic. True orchestration requires not only a shared data platform, but also a shared language of operational objectives.

The Autonomous AI Revolution and Role Uncertainty

Artificial intelligence in 2026 goes beyond generative models, it is primarily about agentic solutions: autonomous systems capable of independently executing complex tasks. These are revolutionizing productivity by taking over repetitive activities, such as customs process management, which materially accelerates the physical flow of goods. However, this brings with it the challenge of role uncertainty. Managers must redefine which tasks remain within the human domain and which are assumed by autonomous systems. SAP experts are unequivocal: AI will not replace people, but people who can collaborate effectively with technology will replace those who resist it.
The key to successful deployment of agentic solutions lies in appropriate change management. Employees need to understand that autonomous systems do not take their jobs, they free them from routine tasks, creating space for activities that require situational judgment, creativity, and relationship-building with business partners.

The Paper-Thinking Trap

Despite advancing digitization, many companies fall into the trap of transferring old, analog processes into digital form without genuinely transforming them. True transformation demands a shift in mindset and a rebuilding of processes to fully exploit “the new oil”, data. Organizations must strive to reach the highest levels of process maturity, where actions are proactive and fully interconnected.
Process maturity is a journey, not a destination. Organizations that treat digital transformation as a one-off implementation project rarely achieve lasting results. Far more effective is a model of continuous improvement, in which each successive iteration delivers measurable operational value.

2026 presents supply chain managers with a clear ultimatum: adapt or be marginalized. The key to success is orchestration, bringing together people, processes, and technology on an integrated platform. Companies must eliminate information flow delays, modernize their enterprise management systems, and embrace collaboration with autonomous AI, all in order to become disruption-resilient organizations, capable of operating effectively regardless of global turbulence.

Artykuł Orchestrating Success: Key Challenges for Supply Chain Leaders in 2026 pochodzi z serwisu Awareson.

Knowledge of S/4HANA in Poland is steadily expanding as more projects are delivered, both locally and internationally. Many Polish consultants participate in global transformation programmes – particularly those with over 15 years of experience who have already established strong reputations in the industry.

However, expertise varies considerably – from training and certifications through to full-scale migration projects. The largest group report experience of working with an already implemented version of S/4HANA (63%). This shows that a significant share of specialists are familiar with the system mainly from an operational perspective – maintaining processes, supporting users, and managing enhancements. Fewer have taken part in implementation projects (47.6%) or migrations (45%).

Looking at roles within implementation and migration projects, responses reveal a consistent competency profile. Most professionals were involved in business process analysis and configuration (42.7%), solution testing (42.3%), and technical activities – particularly data implementation and migration (42.2%). On a daily basis, SAP specialists are most frequently engaged in system maintenance and development (52.5%) and user support (48.8%).

Experience, Tenure, and Employer Type

The strongest S/4HANA expertise is found among project-based consultants – freelancers and specialists working with consulting firms. Professionals employed directly by end clients also participate in projects, though typically with a narrower scope and limited to specific phases.

The largest group of S/4HANA experienced specialists have between 5 and 9 years of experience – currently forming the most numerous and accessible talent pool on the market. S/4HANA expertise is also common among professionals with more than 10 years of SAP experience. These experts frequently bring international project exposure and deep knowledge of earlier versions of the system.

By contrast, junior professionals (up to 2 years’ experience) are much less likely to be familiar with S/4HANA – often transitioning from former key user roles and only beginning to build consulting careers in SAP.

Role and Knowledge of S/4HANA

Among all professionals with S/4HANA knowledge, the majority work in functional roles (54%) and technical roles (28.8%). They are followed by developers (22.9%) and architects (15.7%). This reflects the structure of the SAP community – these four groups are the most strongly represented and are most often engaged in migration and implementation projects.

The highest levels of S/4HANA expertise are found among SAP architects (88.6%), technical consultants (81.1%), and developers (79.7%). For these groups, familiarity with S/4HANA is intrinsic to the nature of their work – designing solutions, building extensions, and integrating systems. For them, S/4HANA knowledge is a prerequisite for effective performance.

Location of Specialists

The vast majority of SAP specialists are based in the Mazowieckie, Dolnośląskie and Wielkopolskie regions – where both implementation projects and client infrastructures are concentrated. Unsurprisingly, this is also where the highest number of S/4HANA experts are located.
This concentration is an important factor to consider when planning projects requiring on-site presence – particularly those involving work in manufacturing plants or on-site testing.

Job Change Plans

When expanding internal teams with permanently employed specialists (either on employment contracts or B2B arrangements), it is crucial to account for the exceptionally low turnover among SAP professionals. Only 22% declare an intention to change jobs – significantly lower than the IT industry average, where turnover exceeds 30%. For comparison, Gallup data indicates that 52% of employees globally and 31% in Europe are considering a job move.

SAP remains a project-driven environment, where temporary changes are natural – particularly among contractors completing assignments. Nevertheless, overall employment stability in SAP is relatively high, especially among mid-level and senior experts – precisely the group most in demand.

Attention should also be given to the group of undecided professionals – those not actively seeking roles but open to the right opportunities. They often prove the best candidates: they do not apply independently, but with the right offer and relationship-building, they can be successfully engaged.

Low turnover is positive news for organisations that already have established teams. However, it poses a challenge for those still looking to expand – competition for available specialists will be intense, and recruitment processes must be planned well in advance.

The most common reasons for changing jobs are salary (55.5%) and the desire for professional development (40%). What retains specialists within an organisation is primarily a good atmosphere, competitive remuneration, and opportunities for skill growth. S/4HANA projects – especially full implementations and migrations – can address these needs, provided they offer real influence on solutions and clear prospects for development.

Successfully securing an SAP consultant suited to a project begins with a precise definition of the role profile – in terms of both responsibilities and required experience.

The process of team expansion starts with answering fundamental questions: What exactly is this person needed for? At what stage is the project? What are the key challenges? What has already been completed, and what still needs to be done? This is often the first time a manager conducts a deeper analysis of their own needs. It frequently emerges that initial assumptions – regarding, for example, the module, technical skills, or language requirements – may not apply. Sometimes a different consultant profile is sufficient, sometimes a hybrid role (e.g. functional-technical) is required, and at times the competency already exists within the team, making duplication unnecessary.

Effective expansion therefore requires not only an understanding of technical needs but also of the organisational context: project objectives, team structure, working style, and even decision-making pace. It is an iterative process – expectations may evolve and mature as reflection and clarification take place.

Such an upfront investment significantly shortens recruitment time, eliminates unsuitable directions, and increases the likelihood of securing an expert who will genuinely support the organisation’s objectives.

Julia Mitiakova-Wójcik
Business Consultant / IT Recruitment 180,
Awareson

Download “Data-driven S/4HANA Team Building” report

Artykuł Experience with S/4HANA – Scope, Roles, and Daily Work pochodzi z serwisu Awareson.

Not necessarily. Although employer organisations warn of increased uncertainty and costs, the new regulations do not close the door to cooperation with experts in the B2B model. Instead, they enforce a more conscious and structured approach to how specialists provide services.

New NLI powers: what will change from 2026?

The amendment to the State Labour Inspectorate Act planned for 2026 provides for, among other things:
• the possibility of administratively converting civil law contracts into employment contracts,
• the possibility of also covering companies operating exclusively in the B2B model (previously excluded from the scope of the PIP’s activities),
• immediately enforceable decisions that may cover a period of up to three years retroactively,
• extension of PIP powers to include remote control,
• the possibility of transferring a wide range of data to the Social Insurance Institution (ZUS).

Inspectors will analyse, among other things, subordination, work organisation, responsibility for results and the degree of integration of specialists into the organisation’s structures. This does not mean that cooperation with B2B experts is disappearing, but it must be shaped in accordance with the principles of service work, not employee work.

How do SAP specialists work?

Data from the SAP 2025 Awareson labour market survey clearly shows that B2B is a conscious choice for specialists, especially the most experienced ones. Almost 39% of SAP specialists in Poland work in this formula, and this percentage increases with their experience. This applies to freelancers, people working in implementation/outsourcing companies, and SAP end customers.

The main reason for this is take-home pay, but that is not the only factor. High labour costs and taxes in Poland are causing experienced specialists to give up their jobs. However, it is not just a matter of converting the amount from an employment contract into the benefits of self-employment. Working on a B2B basis opens up opportunities for candidates to provide services to more than one company, work part-time and access more complex, developmental projects. Employers also motivate them to do so: the rates for experienced consultants are so high that more and more companies are using their services for only a few days or hours a week. Their workload may be higher during key phases of projects, but this is not necessary during the preparation phase or after implementation.

Will changes in the law hinder access to SAP talent?

In short: no, as long as the company shapes its cooperation model appropriately.
SAP specialists work in the following ways:
• autonomously,
• task-based,
• project-based,
• often simultaneously for multiple clients,
• without the subordination typical of full-time employment.

This naturally fits the definition of a B2B service rather than an employment relationship.

The risk increases when a company:
• imposes fixed working hours,
• integrates the consultant into its structures,
• treats them like a line employee,
• evaluates them based on time rather than results.

This is not a B2B problem — it is a problem of an improperly constructed B2B contract.

Industry voice: SoDA warns of a sharp and real increase in labour costs

SoDA emphasises that the greatest threat associated with the new powers of the National Labour Inspectorate is a potential sharp increase in labour costs, which could particularly affect companies operating on a project basis. The organisation provides specific calculations: an average IT company that would have to convert approximately 30 B2B contracts into employment contracts would incur additional costs of PLN 1.8 million per year. Such a change could wipe out margins or even lead to operating losses, because in an industry where 70-90% of all expenses are personnel costs, even a moderate increase in burdens is a significant financial shock. SoDA points out that the regulation does not take into account the specific nature of project work or the preferences of specialists, which may lead to a brain drain abroad and long-term legal uncertainty. At the same time, the organisation calls for clarification of the regulations — clear criteria for distinguishing between B2B and employment relationships, uniform control procedures and ‘safe harbour’ protection mechanisms that would protect properly constructed contracts from the risk of discretionary reclassification.

A secure and more cost-effective model of cooperation? Outsourcing teams and specialists

For many companies, especially in the context of pressure from the National Labour Inspectorate, outsourcing SAP services is the solution. Why?
• the service relationship is clearly defined,
• the supplier assumes formal responsibilities and regulatory risk,
• the end company has stable access to expertise,
• it is easier to scale teams and respond to project changes,
• costs remain predictable.

This is the direction that large organisations are already choosing, reducing the number of direct B2B contracts. It is also a significantly lower cost than converting B2B to permanent employment. Professional agencies, such as Awareson, build their offer in such a way that candidates and teams are within the budget specified by the client, applying a fixed and clear margin for building the team and managing its work.

Body leasing as a cure-all?

The change in the PIP’s powers does not eliminate B2B cooperation, but it raises the bar — it requires companies to be more disciplined in terms of contracts and evidence. From the perspective of those employing IT/SAP specialists, this means additional administrative burdens and risks that do not directly result from operational needs, but from the regulatory environment.

Body leasing/outsourcing of SAP specialists eliminates a significant part of this risk, while securing access to scarce skills. That is why it is becoming the preferred model for supplementing teams in many organisations.

1. Clear service relationship
In body leasing, the supplier, not the client, is the party to the contract with the consultant. As a result, formal, tax and contractual obligations lie with the outsourcing company, and the National Labour Inspectorate does not analyse the client-consultant relationship. The risk of reclassifying the cooperation as full-time employment does not apply to the organisation implementing the SAP project.

2. Stable access to expertise despite changes in the law
SAP specialists, especially senior ones, will remain with B2B. Body leasing allows you to acquire their expertise without changing the preferred form of cooperation and without transferring legal risk to the client. This ensures that transformation projects remain continuous.

3. Predictable costs and no retroactive charges
In the outsourcing model, the client pays for the service at a fixed, transparent price. The risks associated with possible misclassification of the form of cooperation — including retroactive social security costs — are borne by the supplier. This increases the budgetary stability of SAP projects.

4. Scaling teams without staffing burdens
Body leasing eliminates the need for recruitment, onboarding, or HR support for consultants. Companies can quickly change the composition of their teams while maintaining the pace of project implementation without engaging additional HR resources.

5. Protection of the organisation in the event of an audit
With outsourcing, the consultant is not an employee of the client, and compliance documentation and contact with the Labour Inspectorate are the responsibility of the supplier. This significantly reduces the operational and reputational risk for the end organisation.

ARRANGE A FREE CONSULTATION WITH AN AWARESON BUSINESS ADVISOR

The PIP reform may introduce uncertainty, but it does not close the door to cooperation with SAP experts. However, it does close the door to vaguely constructed B2B relationships, which in practice reinforces the importance of models based on professional services. It is crucial to implement them with a trusted partner and on clear financial terms. The reform will certainly further polarise the SAP labour market, which is already clearly divided into permanent work at the end customer’s site — maintaining and developing the system — and contract work, focused on implementations and deeper modifications. Some consultants will certainly remain ‘loyal’ to permanent positions. A long-term commitment to an organisation, not only in terms of competence but also values, offers benefits such as security, belonging and the opportunity to build a company and relationships in the long term.

Awareson currently supports 115 of the largest international and Polish organisations in building SAP teams, both in the outsourcing model and in permanent recruitment, depending on the needs of the company and the team.

Artykuł Experienced SAP specialists prefer B2B. Is body leasing a remedy for changes in the National Labour Inspectorate? pochodzi z serwisu Awareson.

In Poland, the situation is exceptionally demanding. Only 16% of companies have completed the implementation of S/4HANA, another 18% are in the process, and over half of the market has not even started. Time is running out – support for previous versions ends in 2027. In this article, we will show you how to build a team that will really increase the chances of success.

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1. Internal team – the biggest risk and the biggest opportunity

Even if you use an implementation company – it is your team that decides whether the project will be successful. 90% of companies are supported by partners, but it is the mismatch and overload of the internal team that turns out to be the most common cause of problems.
– Companies often do not realize how multidimensional a project the transformation to S/4HANA is. It is not an upgrade – it is a change in the way the organization operates, which affects processes, data, people and work culture. If the team is not prepared, there is no way to effectively cooperate with the implementation partner – says Michał Wierzbowski – a SAP architect with many years of experience, currently working on one of the largest global implementations.

Why do you need to strengthen the team? Because it will be burdened twice – with maintaining the old system and participating in the new project. Meanwhile:
• only 40% of SAP specialists in Poland worked on the implementation of S/4HANA (often in supporting roles),
• 70% know the new system only superficially,
• the turnover of SAP specialists is only 12–14% per year, which makes it difficult to recruit new people.

The internal team also includes business users – they also need to be involved from the beginning.
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2. Pre-Discovery – the best time for smart decisions

The pre-Discovery phase is not only about process analysis. This is the moment when the IT team and business start to understand what they will really need. In practice, this is the only stage where you still have time to calmly:
• identify competency gaps,
• plan recruitment,
• set a realistic schedule.

In large organizations, pre-discovery lasts 6–12 months, and its absence often results in a delay of the entire implementation.
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3. An architect on your side – an essential CIO partner

You cannot count on the implementation company to take on all the responsibility. Even the best partner does not know your organization – its structure, limitations or real expectations. You need an architect on your side, who will connect the worlds of business, IT and the implementation partner.
– An architect on the client’s side is not just a technician – he is a person who understands the business context and is able to question the partner’s proposal when it does not serve the organization. It is also decision-making support for the CIO – someone who says: let’s go in this direction, but let’s understand the consequences. Without such an internal voice, it is easy to fall into a passive acceptance mode of everything proposed by the external team – suggests Piotr Aftewicz, former CIO, now an advisor to large companies in the field of building SAP teams.

It is worth having such an architect participate in pre-discovery and accompany the project throughout the implementation life cycle – from partner selection, through testing, to hypercare.
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4. Implementation partner – what influence do you have on their team?

You will not choose specific names, but you can influence the quality of the partner’s team. What is worth agreeing on already at the tender or contract stage:
• experience in your industry,
• ability to work in complex organizations (e.g. geographically dispersed),
• knowledge of local requirements (e.g. tax).

In practice, companies are increasingly filling the gap by:
• hiring temporary experts (e.g. for local rollouts),
• engaging external advisors only for mentoring and knowledge transfer.
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5. After implementation – or how to maintain competences

S/4HANA is not just a different interface. This is a different process logic, a different data architecture and a different approach to work. Your team – both IT and business – must learn this after the system is launched.

Without a competency development plan:
• users will start to “work around” new solutions,
• the IT team will be overloaded with support,
• the real potential of the system will not be used.

Therefore, plan today:
• a series of trainings after go-live,
• access to consultants on a “shadowing” basis,
• a review of the actual use of functions and adaptive KPIs.

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Summary

Transformation to S/4HANA is one of the most important projects in recent years – but also one of the most difficult. In Poland, only 1 in 6 companies have implemented it, and most are just planning it. You still have time – but it is running out. The project will succeed if you start with the team.

CIO: 5 actions you can implement today
1. Conduct reliable pre-discovery.
2. Assess the team capacity and plan its reinforcement.
3. Find an architect on your side.
4. Influence the composition of the implementation partner’s team.
5. Ensure the development of competences after implementation.

Want to know more? Contact us and take advantage of a free consultation: contact@awareson.com

Artykuł S/4HANA implementation – how to build a team that will deliver the project pochodzi z serwisu Awareson.

Who are SAP FI/CO consultants?

Among all respondents surveyed by Awareson in its annual SAP labour market survey, those working in FI and/or CO modules constitute one of the largest and most diverse groups.

Like the entire community of SAP consultants in Poland, FI/CO specialists are a relatively young but experienced professional group. Although their age does not differ significantly from that of other consultants, they stand out with a more mature professional profile.

The most numerous group is aged 30–39 (38%), which coincides with the dominant age range in the entire SAP population (approx. 43%). There are more than average numbers of people aged 40–49 (31%) and over 50 (14%), with a smaller proportion of younger experts under 30 (17% compared to 20% overall).

There is also a slightly higher proportion of women among FI/CO specialists – 27% compared to less than 26% in the entire SAP community. Some of them came to the world of SAP from the finance side – as many as 29% of FI/CO specialists have experience as key users, which is slightly higher than the average for all consultants (27%).

The vast majority of SAP FI/CO consultants have a university degree:
• 70% hold a university degree,
• 27% have completed postgraduate studies or a doctorate,
• 3% have secondary education.

The most popular fields of study are:
• Finance, accounting, economics – 35%,
• IT and technical fields – 33%,
• Economics and related fields – 26%.

This clearly shows that the FI/CO area is at the intersection of three worlds – finance, IT and business.

Competencies

SAP FI/CO specialists are one of the most experienced groups in the entire SAP ecosystem. Statistically, they have longer professional experience than consultants for other modules. There are slightly fewer people with less than two years of experience (approx. 11%) than in the entire SAP community (nearly 13%). Similarly, specialists with 2-4 years of experience account for 15% compared to 21% overall.

On the other hand, the share of consultants with 10-15 years of experience is slightly higher (20% compared to 19%), and as many as 27% of FI/CO specialists can boast over 15 years of experience – significantly more than the average for the entire group (approx. 20%).

FI/CO consultants must also constantly develop their skills. Changing tax laws and regulations mean that their knowledge needs to be constantly updated. It is not only a matter of technology, but also of understanding local legal and accounting conditions, which are key when working with SAP financial modules.

The most important sources of knowledge used by FI/CO specialists are primarily daily professional practice (62%) and internal training and exchange of experiences with other consultants (23%). Official SAP documentation is used by 12% of respondents, and industry forums and SAP groups by 11%. Only 2% of specialists indicate external courses and certificates. Interestingly, studies are not seen as a key source of knowledge, which confirms the practical, project-based nature of learning in the SAP world.

For FI/CO consultants, knowledge of languages is not only an asset, but often a necessity:
• 100% of respondents know English,
• 52% know German,
• 30% know at least one other foreign language.

Knowledge of German is particularly useful in projects carried out for clients from the DACH region (Germany, Austria, Switzerland), where SAP FI/CO systems are closely integrated with local financial legislation.
SAP modules – what else besides FI/CO?
Regardless of the market situation, demand for their skills is stable and high, and has now increased further due to the implementation of KSeF. Experts in the area of Record to Report (RTR) and people who are able to look at the SAP system holistically – understanding not only the financial part, but also its business context and interactions with other modules, e.g. sales – are particularly sought after.

In practice, FI/CO consultants often work at the intersection of finance, logistics, sales and HR – especially in areas requiring the integration of processes and controlling data. Twenty-nine per cent of them declare knowledge of SAP MM, and 28% are proficient in SAP SD. Increasingly, FI/CO experts are also expected to understand the full picture of business processes and the ability to collaborate between modules – this, as the expert emphasises, is what distinguishes the best consultants from those just starting their careers.

Forms of employment and earnings

The SAP environment can be divided into two distinct worlds – consulting and employment on the end customer side. In the first case, project work dominates, often in a freelance model or in partner companies, focused on system implementations and integrations. The second area is primarily the development, maintenance and improvement of existing SAP solutions within the organisation.

The forms of cooperation among FI/CO specialists are diverse, although still quite traditional – more than half (55%) work on an employment contract, 46% on a B2B contract, and about 5% on a contract of mandate or a contract for specific work. FI/CO is an area that often involves long-term support for the company and handling of ongoing financial processes, which explains the large share of employment contracts. However, the B2B model is growing in strength, especially for complex implementations or migrations to S/4HANA.

Nearly 49% of FI/CO consultants are employed by consulting firms, which is similar to the level among the entire SAP community. Over 45% work on the end customer side (slightly more than the industry average of 43%), and 29% work as freelancers, which is also higher than the overall group of respondents (approx. 24%).

Most FI/CO consultants work in the provinces of Mazovia (28%) and Lower Silesia (20%), followed by Greater Poland, Silesia and Lesser Poland. This distribution is not accidental – it is in these regions that the largest number of consulting companies and SAP service centres are located, and in the west of the country there are also many manufacturing companies that make intensive use of SAP solutions, especially in the area of finance and controlling.

Earnings

According to the report ‘The SAP Specialist Market in Poland 2025–2027’, FI/CO consultants most often earn PLN 180–250 net per contract and approximately PLN 18,000–25,000 gross per employment contract. 52% of respondents are satisfied with their remuneration.

Rotation

Among SAP FI/CO specialists, turnover remains at a moderate level. In the coming 12 months, 21% of consultants declare their willingness to change jobs, 52% do not yet have specific plans, and 27% do not intend to take any steps in this direction. This means that a large part of the market remains in a phase of observation – ready to move if an attractive offer arises.

The most frequently cited reasons for changing jobs are remuneration (51%) and the desire for professional development (40%). FI/CO consultants are eager to get involved in new implementations, especially projects based on SAP S/4HANA, cloud solutions and international initiatives. They are attracted to tasks that require a broad view of the system and a real impact on the shape of business processes. Development and implementation projects are much more attractive to them than maintenance work, which offers fewer opportunities for competence development.

There is also a noticeable seasonality in the turnover of FI/CO consultants. The most changes occur at the beginning and end of projects – usually in January and June, when contracts lasting from six to twelve months are launched or terminated. During these months, companies’ recruitment activity and consultants’ willingness to change jobs increase significantly. Outside these periods, turnover is lower and the market is more stable. Experienced specialists rarely actively seek new employment – they often have subsequent contracts planned in advance, even before the end of their current projects.

Artykuł SAP FI/CO specialists – who are they, how do they work and what are their plans? pochodzi z serwisu Awareson.

Built on the HANA database and featuring a simplified architecture with the Fiori interface, its implementation demands not only a technological shift but also a fundamental re-evaluation of business process design. SAP’s decision to end support for ECC requires organisations currently relying on the traditional ERP to determine the timing and approach of their transformation. The urgency is heightened not only by official deadlines but also by limited market resources.

Support for ECC is set to expire at the end of 2027. However, SAP announced in early 2025 that extensions are possible — up to 2030 through paid support for certain versions, and until 2033 for major clients adopting the cloud-based SAP ERP private edition under the RISE with SAP model.

Actual Progress of Implementations

Since SAP first announced the end of ECC support in 2020, nearly half of organisations have yet to initiate any significant action.
Only one in six companies has completed their migration, with some merely undertaking preparatory or pilot phases. This indicates that the majority still face the core challenge of transformation.

Alarmingly, among organisations that have not yet migrated, nearly 43% state they do not intend to move to the new version, and 25% remain undecided.

Expert commentary

The IT Labour Market in Poland within the SAP Area is entering a dynamic phase, driven by the approaching end of support for the SAP ECC version. Although 2027 may seem distant, the lifecycle of a project as large as a transformation to S/4HANA requires careful and early planning.

Our dialogue with Polish enterprises shows that many are facing a serious decision-making challenge. The main concerns slowing down action are the complexity of the project, the risk of disruptions to ongoing operations, and the lack of a clear business justification for change.
Transformation to S/4HANA is more than a technical migration. It is a strategic investment in the future, enabling companies to redefine their business model and build lasting competitive advantage. The benefits are multi-dimensional: from real-time optimisation of operational processes, through access to advanced analytics, to integration with technologies such as AI and IoT.

The key to success is proper preparation, and SAP, as the software producer, is the ideal partner on this journey. We support clients in defining concrete benefits and planning actions so that they deliver real business value. Our support also covers change management within the organisation – a crucial element that determines the success of the project and the adaptation of employees to new processes.

We guarantee comprehensive quality management of the implementation, based on a proven methodology and dedicated SAP Integrated Toolchain tools, such as SAP Signavio for process optimisation and LeanIX for enterprise architecture management.

Deciding on an S/4HANA transformation is a process that requires strategic planning. It is not worth delaying when you have at your disposal a reliable partner and tools that guarantee success.

Radosław Mierzejewski
Delivery Manager at SAP

Reasons for Delay – Understandable, Yet Risky

Companies that are not planning migration most often explain their decision by pointing to the stability of their current system and arguing that the benefits proposed by SAP are, in their view, not convincing enough from a business perspective. Many managers surveyed by Awareson admit they do not see real added value in implementing S/4HANA – concerns about high costs, lack of resources, and operational overload dominate. At the same time, some organizations perceive SAP’s change in its support model as pressure to transform, not always aligned with their internal priorities, which further postpones migration decisions.

The new version of the system, however, is much more than a refreshed interface – it brings entirely new ERP capabilities: simplified processes, better access to data, readiness for further digitalization, and above all, access to industry-standard solutions. It also ensures stronger security through SAP’s active support, along with the awareness that in just a few years it will become increasingly difficult to find specialists willing to work with ECC.

Surprisingly many companies are considering switching to a different ERP provider or even developing their own solutions. For many, the challenges remain the cost of transformation to S/4HANA, lack of time, and an insufficient number of available specialists. Among these reasons, one stands out as particularly critical from an IT perspective – the lack of competencies. SAP teams are today often focused on maintaining the old system. Only a small share of specialists have experience with the new version – making every implementation a major organizational effort, with additional costs and a real risk of project delays.

A Market in Limbo

We are observing a stalemate. On the one hand, the market knows change is inevitable – on the other, it is not yet ready for it. Time to prepare for migration is running short, while competition for experienced specialists is intensifying. Nevertheless, as the data shows, many companies still operate under the principle of “we’ll see later.” It is a risky strategy.

Expert commentary

More than 40% of companies are still facing the migration to S/4HANA. This is a clear warning signal for organisations planning their transformation. The approaching deadline will trigger a sharp increase in competition for experienced consultants – particularly those with at least two full implementation cycles behind them. Experts with niche and scarce skills are also gaining importance, especially in areas such as PP, TM, EWM and integration. This is knowledge that cannot be developed ad hoc.

Market data shows that around the turn of 2025/2026, several large transformation projects will be launched in Poland, each requiring between 20 and 50 consultants. Such multi-year contracts may significantly reduce the availability of specialists on the local market. An additional challenge is the growing competition from global rollouts, which are increasingly engaging experts from Poland by offering attractive rates and conditions.

It is therefore crucial to plan resource needs as early as possible – both in terms of competencies and timing of engagement. This will help secure critical skills, plan budgets more effectively, and minimise the risk of delays in project delivery.

Agata Paliwoda
Head of Outsourcing, Awareson

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Artykuł The State of S/4HANA Migration in Poland pochodzi z serwisu Awareson.

At the same time, SAP is attracting new employees – 1/3 of the community consists of people at entry level (up to 2 years) and junior employees (2-4 years).

Contracts vs Permanent Employment

SAP streamlines business processes by systematizing them while utilizing a common database. It enables companies to maintain comprehensive records and monitor activities across multiple areas. Effective system implementation requires cooperation between experienced SAP consultants and business and internal experts.

These two environments are also visible in the job market – advisory consultants handle implementations, while internal experts, thanks to their organizational knowledge, play a key role as their partners. As experience grows, SAP specialists increasingly prefer to work on individual contracts – both in consulting firms and as freelancers.

Consultants and developers working on contracts carry out implementations, migrations, and system optimizations for various clients, all of which requires flexibility, broad technological knowledge, and frequent changes in the work environment. Meanwhile, those permanently employed in companies using SAP tend to focus on maintaining, developing, and customizing the system for internal business processes, ensuring its stability and optimization.

However, these are not hermetic environments. 13% of SAP specialists permanently employed in companies using SAP also work as freelancers, as do 16% of specialists from consulting firms. As their experience grows, permanent specialists transition to contracts, while some contractors choose stability and permanent employment at certain points in their careers.

The choice of career path influences the form of employment – most specialists working for a single company choose permanent positions, while (B2B) contracts dominate in consulting. People opting for employment contracts are usually motivated by job stability, the desire to develop within one organization, and the traditional advantages of this form of employment, such as paid holidays and pension security. For B2B, key factors include higher earnings, greater flexibility in project selection, the possibility of working for multiple clients, and gaining broader experience.

Role Structure in SAP

The SAP community is dominated by functional consultants (53%), followed by technical consultants (27%) and developers (23%). Compared to the IT market as a whole, there is a notably high percentage of architects (14%), positions typically filled by experienced functional or technical consultants. Migration to SAP S/4HANA is a significant factor increasing the demand for architects. These projects require individuals capable of critically evaluating solutions proposed by consultants, especially from the perspective of cross-module integration.

Among SAP architects, the proportion of freelancers is particularly high, reflecting the project-based nature of this role. Administrators and analysts most often work internally for companies using SAP, while the majority of consultants and developers choose consulting firms.

Functional Consultants

Among SAP consultants, the majority consist of specialists in production, sales, supply chain management, and finance. Most companies – regardless of the industry – have processes in these areas, and SAP solutions here are among the most mature on the market and enjoy a good reputation.

In production and sales, the market concentrates around MM (Materials Management) and SD (Sales and Distribution) modules, which dominate business applications. The growing importance of EWM (Extended Warehouse Management) and TM (Transport Management) modules indicates the progressive automation of logistics and transport processes. Meanwhile, the increasing role of PP-DS (Production Planning and Detailed Scheduling) and QM (Quality Management) suggests growing demand for precise production planning and quality control.

In finance, FI (Finance) and CO (Controlling) modules traditionally dominate. However, there is growing financial maturity in companies – increasing demand for SAP FSCM (Financial Supply Chain Management) and TRM (Treasury and Risk Management) specialists. This stems from the need for better financial management in organisations.

Despite the universality of human resource management processes, SAP solutions in this area are often displaced by alternative systems that can be effectively integrated with SAP (a similar situation applies to CRM). In HR, SuccessFactors is gaining popularity, handling soft aspects of personnel management such as talent management and career planning. This reflects the direction of HR changes in Poland – an increasing focus on data analysis (data-driven HR), employee development, skills improvement and reskilling, as well as retention strategies in response to growing turnover in the labour market and the lack of appropriately qualified employees.

Technical Areas of SAP

Technical specialists are most often developers. Programming in SAP remains a key technical area, with ABAP being the dominant technology (87.83%). However, the importance of Fiori/UI5 (34.12%) is growing, indicating increased demand for a modern, intuitive user interface (SAP Fiori).

Data modelling (CDS, SQLScript – 39.76%) and OData are crucial for integration with S/4HANA and modern applications. Employers are looking for developers who can combine classic ABAP with new UI technologies and cloud solutions.

SAP Integration Suite and BTP (23.15%) are gradually replacing PI/PO (32.94%), and MDG (Master Data Governance) boosts control over data. Companies are focusing on automation and centralized data management, which is increasing demand for integration specialists.

SAP BTP and SAP Cloud Platform are gaining in importance, enabling extensions of SAP systems and integration with external applications. And candidates who can achieve this are increasingly scarce in the market. Companies are looking for specialists who can combine on-premise environments with the cloud, which confirms the growing importance of BTP among developers (23.15%).

SAP BW and Datasphere still play a key role in data warehousing, but SAP Analytics Cloud (SAC) is becoming the standard in real-time reporting and analysis. Automation and the data-driven decision making approach mean that analytics specialists are increasingly sought after.

Place of Work

The largest clusters of SAP specialists are in Mazovia – especially in Warsaw – and Lower Silesia, mainly in Wrocław. International organisations have been investing in these regions for years, and Wrocław’s proximity to the German border is an additional advantage of this location for companies using SAP. This is also an strong point of Poznań’s and Katowice’s.

The relatively small talent pool in Kraków, with concurrent interest from foreign investors in this location, may mean that the availability of SAP specialists in this region will gradually decrease.

More than half of SAP specialists still work fully remotely, and the role of hybrid work is growing only slightly (for comparison, in the first Awareson labour market survey in 2023, 81% of respondents worked remotely). SAP specialists report great flexibility – less than 15% “insist” on remote work, and the main reason is usually the distance to their employer’s headquarters.

Remote or hybrid work is most often chosen, with a preference for working from home. Junior staff most often come to offices, mainly in search of knowledge.

The hybrid work model is becoming standard, but its implementation comes with challenges. In agglomerations such as Warsaw or Wrocław, the three-day office work model is better adapted to market conditions and specialist availability. In cities with a smaller talent base, e.g. Kraków, it may, however, hinder recruitment and limit access to experts.

Approaches to office-based work differ depending on the person’s experience. Younger professionals willingly work in the office, treating it as a space for learning and knowledge exchange. Experienced experts, especially those on B2B contracts, prefer a limited office presence, focusing on productivity and often working on several projects simultaneously.

To effectively compete for the best SAP specialists, companies must adapt their approach to market realities. Rigid office requirements can limit access to talent, while flexibility makes it easier to acquire and retain it.

The hybrid model should be motivated by real business needs, not formal organisational assumptions. It is therefore worth encouraging highly experienced SAP specialists to visit the office, delegating mentoring roles and responsibilities to them, so that the organization can ensure knowledge transfer and educate new talent, and thus develop senior specialists by drawing on their knowledge and experience.

Aneta Szarow
Senior Key Account Manager at Awareson

Consultants and developers are open to business travel – where the journey or flight takes up to 2 hours one way, and as many as 1/3 of specialists are ready to travel as often as necessary. Most voice an acceptance of travel, but only when it is really necessary.

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Artykuł Competencies of SAP consultants in Poland in 2025 pochodzi z serwisu Awareson.

In the IT industry, the past year was record-breaking – nearly 35% of specialists changed jobs. This high rate was influenced by, am
ong other things, the popularity of contracts that naturally expire (most often after 6, 12, or 18 months), as well as layoffs, which 18% of companies employing IT specialists admit to.

Against this background, the SAP job market stands out due to its stability, especially this year. Just under 23% of respondents changed jobs, which is a decrease of 5 percentage points compared to the previous year. Additionally, the contract market accounts for ¼ of this result. The wave of layoffs that affected the IT industry largely bypassed the SAP sector.

Analyses of the entire job market show that turnover is highest among young people – as many as 50% of them report a willingness to change employers within a year. Older employees more often have difficulty finding new employment. In SAP, these differences are less visible – both in terms of age and experience.

Last year, 30 and 40-year-olds changed jobs most often, which is due to the sheer number of them in the market. However, if we look at the percentage of people changing jobs, the youngest (28%) and the oldest (26%) showed the greatest tendency to look for new pastures. In terms of experience, the group with the shortest tenure – up to 4 years (28%) – stood out. In subsequent bands, the differences were minimal.

Shortage and Caution

So, what lies ahead of us? A shortage of SAP specialists is reported by 47% of companies, but only half of them (22% of all respondents) plan to expand their teams. This may lead to current employees being overworked and an increased risk of turnover.

Similar to last year, about 40% of managers do not yet know whether they will be hiring or laying off staff. This persistent uncertainty makes recruitment planning difficult. Solutions include flexible employment models and investments in the development of internal talent.

I am observing an increase in demand for SAP Consultants with 5–8 years of experience. This group of specialists focuses on professional development, acquiring certifications, and working with new technologies. They are the ones most willing to engage in implementation, migration, and transformation projects, especially with end clients.

Their preferred working model is B2B, and the key decision-making factor for them is the possibility of remote work – team meetings once a month or quarter are acceptable, while the requirement of hybrid work is a significant recruitment barrier.

An additional challenge for companies is the growing financial expectations of consultants, which often exceed the budgets allocated for these positions. Therefore, organizations should consider a more flexible approach to forms of collaboration and a work model that more effectively attracts and retains the best experts in the SAP market.

Julia Mitiakova-Wójcik
Business Consultant / IT Recruitment 180 at Awareson

Team expansion is mainly planned by companies from the financial, energy, retail, and logistics sectors. The greatest uncertainty concerns the construction industry, and redundancies are primarily being announced by automotive companies. The greatest demand is for experts, but unlike the general trend in IT, companies using SAP also see the need to hire junior staff.

The Polish SAP market is maturing, and companies are increasingly focusing on long-term development and system optimization, rather than just implementation. The high demand for SAP developers – both for permanent positions (44.83%) and contracts (51.85%) – shows that organizations are adapting systems to their specific needs, instead of relying solely on standard solutions.

The three key groups of SAP specialists – developers, functional consultants, and technical consultants – remain the most sought after, but the importance of analytical and administrative roles is also growing.

The increased number of recruitments in the area of security shows that companies are aware of external threats but are also responding to introduced regulations such as NIS2 and DORA. Cloud work, the storage of sensitive data, and remote access to systems are creating new challenges in terms of control and cybersecurity.

Organizations are preparing for a comprehensive SAP transformation, focusing not only on implementation but also on the long-term efficiency and integration of the system with modern IT solutions.

Hiring experienced SAP experts will not be easy. Candidates are increasingly less likely to decide to change jobs – in 2025, only 22% of respondents report such an intention, which is the lowest result in the three years surveyed by Awareson.

This is the result of employers’ efforts, since they have been trying to limit turnover for years. SAP specialists stay in companies that offer them satisfactory remuneration, development opportunities, and a comfortable working atmosphere.

Importantly, for the first time in IT market research, including SAP, team atmosphere turned out to be more important than earnings and development. This is evidence of the effectiveness of well-thought-out employment and team management strategies.

Salary will be a significant factor when it comes to changing employer in 2025 due to rising rates and insufficient financial satisfaction. This is a challenge for companies employing specialists on a permanent basis – candidates primarily driven by finances more often consider further changes, which increases turnover.

Junior staff are the most willing to change, while senior specialists and experts are waiting for proposals tailored to their expectations. This is a group that does not apply for new jobs actively but is open to individual offers. Effectively reaching them requires relationships and referrals, not standard recruitment.

Studying the motivations of candidates is crucial, especially in permanent recruitment. Companies that offer development and stability in addition to competitive salaries have a better chance of retaining the best SAP talents for longer.

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Artykuł Turnover on the SAP labour market in Poland in 2025 pochodzi z serwisu Awareson.

In 2027, SAP will end standard support for SAP ERP ECC 6.0, meaning no more updates, security patches, or technical assistance.
As a result, companies must plan a migration that requires significant investments in IT infrastructure, employee skills development, and adapting business processes to the modern S/4HANA architecture.

However, SAP users seem to be in no hurry. According to Gartner, as of mid-2024, only about 30% of them had completed the migration. Therefore, SAP has allowed companies that have decided to migrate, but need more time, to opt for extended support until 2030 for an additional fee.

From 2031, older systems will no longer be supported, but large companies will be able to use “SAP ERP, private edition, transition option” – a cloud subscription available until 2033, albeit at higher costs. After this date, on-premise SAP ERP support will end completely.

Migration to SAP S/4HANA is a strategic challenge that companies must prepare for in advance. The end of support for SAP ERP in 2027 means that action must be taken now – seven years for migration for 450,000 companies is actually a very short period. The main problem is the lack of SAP experts, which will increase costs and extend projects. In the coming years, the market will intensively seek specialists, and companies will face recruitment chaos.

Organizations must prioritise internal resources because migration is not just about technology, but also about business decisions. Employees will have to engage in process analysis, testing, and data preparation, which can lead to delays. A lack of resources results in increased costs, stress, and overdue schedules.
To avoid problems, companies should:
1) ask tough questions of implementation partners,
2) train teams,
3) recruit specialists,
4) plan the project realistically.

Only a comprehensive approach will allow for smoothmigration and maintaining a market advantage

Michał Wierzbowski
SAP Business Strategic Advisor at Awareson

Slow Migration to S/4HANA
According to Awareson data, just over 23% of companies in Poland have completed a full or partial migration, and another 17.5% are in the process of doing so. This means that a total of just over 40% of the market is already working or will soon be working on the new version. A similar percentage of companies have not yet started preparations, and 2/3 of them (i.e., over ¼ of all surveyed companies) do not intend to implement the new SAP version for now.

Expensive and Unsure That It’s Worth It
The main reason companies are delaying migration to SAP S/4HANA is the high implementation costs and the enormous organizational effort required to carry out this transformation.

This is particularly difficult for large organizations with complex business processes, using many SAP functions and modules, integrating various IT systems, handling numerous exceptions, having specific reporting requirements, and non-standard authorization models.

One of the key barriers is the lack of internal resources – both experts and teams that can effectively support the transition to the latest version of the system. This leads to problems when working with implementation companies – organizations are unable to keep up with the preparation of key materials, such as data organization or process analysis, as well as with ongoing decision-making, resulting in delays and additional costs.

It is worth noting that nearly ¼ of the companies that currently do not plan to migrate (11% of all surveyed) do not see sufficient business benefits from switching to the new version. They believe that their current solutions fully meet the organization’s needs or do not see any benefit that would justify incurring such costs and organizational effort. Moreover, 14% of current SAP customers are considering switching to ERP systems from other providers or developing their own solutions instead of investing in S/4HANA.

Impact of Migration on the Job Market
SAP S/4HANA is no longer just the future, it is a reality that is significantly affecting the IT job market. Companies are making decisions about migration, which generates new recruitment needs. For SAP specialists, this means there is a need to expand their skills, and for employers – increased competition for experienced experts in this field. There is a growing demand for functional and technical consultants – including developers, architects, and SAP administrators. Both contract specialists, who will carry out the migration, as well as experts, employed permanently in companies that use SAP, are needed to help ensure organization “from the inside” during this process. Requirements for specialists are also increasing – they must acquire new skills to work effectively with the new version of the system.

Over 1/5 of SAP specialists in Poland are people with many years of experience – from the times of SAP R/2 and R/3 to current solutions. These experts have followed the evolution of the system and actively participated in its implementations, both in the Greenfield model (building the system from scratch) and Brownfield/Bluefield (transferring existing solutions to the new version).

Most extensive knowledge of the system is claimed by freelancers (90%) and consulting employees (86%). This applies to both implementation experience and work with the latest version of the system.

2/3 of employees permanently employed in companies using SAP work with SAP S/4HANA, with their activity mainly focused on operation of the implemented version (53%).

58% of SAP specialists intend to acquire or deepen their knowledge of S/4HANA in the next three years. The vast majority of them (83%) report a willingness to participate in implementations. Among the others, there is a predominance of people who are interested in expanding their knowledge of the new version, technical work, learning the system, and obtaining certification.

Despite the dynamic pace at which SAP specialists are acquiring new skills, the market is still struggling with a shortage of qualified experts.
At the same time, many companies are delaying the decision to migrate to S/4HANA. However, organizations that actually remain with the older version of the system must reckon with increasing difficulties in acquiring specialists willing to work with outdated software whose development will no longer be supported.

Increased demand with a limited number of experts is leading to the previously described increase in salaries. It is also worth noting that in the future, the salaries of specialists supporting older versions of SAP will also probably increase, as their skills will become more niche and harder to replace.

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Artykuł S/4HANA and the SAP Job Market pochodzi z serwisu Awareson.