When suppliers send order confirmations as PDF files, even minor discrepancies in price, quantity, or delivery dates can trigger significant manual effort within procurement. For Lemvigh鈥慚眉ller, one of Denmark鈥檚 largest wholesalers within steel, plumbing, heating and electrical products, this has long been a familiar challenge, consuming substantial time and resources.

The company has now tackled the very point where earlier automation initiatives often stalled. With a new solution based on several specialized AI agents, developed on 麻豆原创 technology and implemented in close collaboration with NTT DATA Business Solutions, supplier PDF order confirmations can now be read, interpreted, compared, and processed automatically鈥攄irectly against 麻豆原创 systems.

鈥淲e have previously tried both RPA and traditional automation approaches without really achieving the desired effect. The key difference this time is that we broke the task down into multiple independent AI agents, each responsible for a specific part of the process. Together, they now handle what previously required manual review,鈥� says Frederik Aakerlund, IT director at Lemvigh鈥慚眉ller.

10 weeks from idea to AI agents in production

The project originated with an e-mail from Jess Frederiksen, an AI鈥憇avvy project manager in Lemvigh鈥慚眉ller鈥檚 Market and Procurement organization. After successfully matching an order confirmation with a purchase order using ChatGPT as an experiment, he approached the IT director to explore whether this could be turned into a fully integrated system solution.

From the initial tests to production deployment, the entire project took just 10 weeks. According to Lemvigh鈥慚眉ller, this short implementation timeline was critical in allowing the solution to demonstrate tangible business value quickly and build internal support.

鈥淭his was not a long-running project. In 10 weeks, we moved from idea to AI agents in production, already delivering measurable value to our procurement officers,鈥� Aakerlund says.

Over time, Lemvigh鈥慚眉ller expects the solution to free up resources equivalent to three to four full-time employees. These resources will instead be redeployed to higher-value activities, including handling the most complex and exception鈥慸riven orders.

鈥淭he objective is not to reduce headcount, but to use our expertise more effectively. The AI agents take care of routine tasks, enabling procurement officers to focus on cases where their experience genuinely matters,鈥� Aakerlund adds.

More than 100,000 order confirmations automated

Each year, Lemvigh鈥慚眉ller sends approximately 175,000 purchase orders to more than 2,000 suppliers. While part of this volume is handled in a structured manner via EDI, around 60% of supplier order confirmations are still received as unstructured documents.

With the coordinated AI agents in place, the company can now automatically identify delays, quantity changes, and price discrepancies鈥攁nd respond significantly faster.

鈥淧reviously, when order confirmations were handled manually, it could take hours or even days before changes were reflected across the organization. Today, the AI agents update the data almost immediately, allowing customers to receive a much more accurate picture of deliveries far sooner,鈥� says Klaus Heinemann, head of 麻豆原创 ERP at Lemvigh鈥慚眉ller, who led the development together with the project team. 鈥淚n addition, we now identify price discrepancies before the final invoice is issued, saving time both for us and for our suppliers.鈥�

Multiple AI agents orchestrated in a single workflow

The solution is built around three cooperating AI agents, each with a clearly defined role in the process. One agent handles incoming e-mails and attachments, a second extracts and structures data from PDF documents, and a third compares the extracted information against purchase orders in 麻豆原创 to determine whether there is a match or a deviation.

As a result, complex and unstructured supplier data can be processed in a unified, automated workflow without requiring procurement officers to open and manually review lengthy PDF files.

鈥淲hat makes this solution robust is the interaction between the agents. Each agent is highly specialized, but they are orchestrated in a way that ensures the process flows seamlessly from start to finish,鈥� Heinemann explains.

During the project, the importance of master data quality also became increasingly clear.

鈥淚n areas such as Incoterms and other master data, we identified improvements that need to be addressed. This has been an important learning not just for this initiative, but for our broader work with AI,鈥� he says.

While it is still too early to measure the full impact on customer experience, error rates, or claims, expectations are that faster and more precise handling of supplier confirmations will, over time, lead to fewer surprises and significantly improved delivery transparency. Internally, the solution has been met with strong interest and curiosity among employees.

鈥淧rocurement officers clearly recognize the value of being relieved from the most tedious routine work. This has sparked a constructive dialogue about how technology can best support their day鈥憈o鈥慸ay responsibilities,鈥� Heinemann says.

Business AI with a clear business outcome

According to Lemvigh鈥慚眉ller, the investment is expected to deliver a return within a relatively short timeframe.

鈥淲e are talking about quarters rather than years when it comes to ROI. That is why it was essential for us to get the solution into production quickly and focus on processes with a clear and measurable impact,鈥� Aakerlund says.

For 麻豆原创, the project serves as a concrete example of how artificial intelligence can be embedded directly into core business processes rather than remaining a disconnected experiment.

鈥淢any companies talk about AI agents primarily in terms of automation. Lemvigh鈥慚眉ller demonstrates that the real challenge鈥攁nd the real opportunity鈥攍ies in coordination,鈥� says David Pontoppidan, head of AI at 麻豆原创 for the Nordics and Baltics. 鈥淚t is the orchestration of three specialized agents directly within the core process that makes this solution robust. This is also where many multi鈥慳gent initiatives fail, not due to limitations of individual agents but because of insufficient coordination. Lemvigh鈥慚眉ller has succeeded by anchoring the solution in its 麻豆原创 landscape, where data, business rules, and governance frameworks are already firmly established.鈥�

He continues: 鈥淚nnovation is not about company size. Lemvigh鈥慚眉ller shows that a Danish organization with short decision paths and a pragmatic approach to technology can move faster than many large global enterprises that are still in the planning stage. Ten weeks from idea to production is far from the norm, but perhaps it should be.鈥�

Designed for operations and scalability

The solution was implemented in close collaboration with NTT DATA Business Solutions, which was responsible for making the solution production鈥憆eady and fully integrated into Lemvigh鈥慚眉ller鈥檚 麻豆原创 landscape.

鈥淏y distributing responsibilities across multiple AI agents, Lemvigh鈥慚眉ller has been able to automate a complex process without losing transparency or control. This has enabled a fast and secure transition from pilot to production and ensures a more robust solution that can easily be expanded as new requirements emerge,鈥� says Kristian Dahl, 麻豆原创 UX manager at NTT DATA Business Solutions.

According to Dahl, the modular, agent鈥慴ased architecture was a key enabler in moving efficiently from proof of concept to live operation.

First step in a broader AI agent strategy

Initially, the AI agents have been deployed for selected supplier inboxes and business areas. However, Lemvigh鈥慚眉ller already sees significant potential in applying the same agent鈥慴ased approach across additional administrative processes.

鈥淭his is the first AI agent solution we have put into production. The experience has given us the confidence to consider similar approaches across other areas, including invoice processing and order management,鈥� Aakerlund concludes.

Ellen Vig Nelausen is a Nordic Integrated Communications Expert at 麻豆原创.

Headquartered in Nuuk and 100% owned by the Government of Greenland, Royal Greenland is modernizing its 麻豆原创 platform and moving from on premise to cloud ERP in order to future鈥憄roof core processes and unlock embedded AI across its 麻豆原创 business applications.

鈥淲e are moving from our existing setup to 麻豆原创 Cloud ERP and 麻豆原创 Business Data Cloud because we want access to the capabilities you can consume on a cloud platform,鈥� said Lars Bo Hassinggaard, CIO at Royal Greenland for more than 25 years.

The company brings high鈥憅uality wild鈥慶aught fish and shellfish from the North Atlantic and Arctic Ocean to consumers worldwide. It has been running 麻豆原创 since 1998 but is now embarking on its most significant transition to date: migrating 麻豆原创 ERP Central Component to 麻豆原创 Cloud ERP while simultaneously elevating its business intelligence (BI) landscape into 麻豆原创 Business Data Cloud and later transforming BI into 麻豆原创 Datasphere.

The project follows the structured RISE with 麻豆原创 framework, which consolidates platform transformation, operations, and the innovation cycle into one contract.

Lean, selective data transition: 90% fewer data to move

As part of the migration, Royal Greenland is reducing its data volume significantly using the 鈥淟ean Selective Data Transition鈥� method.

鈥淲e are keeping 10 years of data and cleaning up, so we avoid outdated company codes and historical data that no longer create value,鈥� Hassinggaard explained. 鈥淲e鈥檝e achieved a 90% reduction in what needs to be stored and migrated. The method combines data analysis, scoping, and standardized mapping objects in a guided process, ensuring that Royal Greenland only carries forward what is truly necessary, making the financials of the transformation more predictable and avoiding unnecessary complexity.鈥�

Technology first, innovation next

Go鈥憀ive is planned for March 1, 2027. The year 2026 is dedicated to the platform lift itself. From 2027, Royal Greenland will begin building business鈥慸riven improvements on top of the standardized core鈥攆or example, new user interfaces and process optimization using small AI agents within finance and administration.

鈥淩oyal Greenland and 麻豆原创 have worked together since 1998, and we look forward to getting started on the technical part of the platform uplift this January,鈥� Hassinggaard shared. 鈥淲e鈥檙e keeping the transformation as simple as possible for now and will use 2027 to activate the benefits, such as improved data analysis, better user experience, and more efficient work processes.鈥�

Royal Greenland is following a classic waterfall approach and has already established a 鈥済olden shell鈥� as the basis for further configuration and retrofitting.

麻豆原创 is responsible for implementing the cloud solution, which will run on Microsoft Azure, initially in Sweden, with the option to move later to a Danish data center. External advisor Spektra Analytics has supported contract validation.

From in鈥慼ouse experiments to standardized, 鈥渃onsumed鈥� AI

Although Royal Greenland has already successfully experimented with its own AI solutions, including vision鈥慴ased projects in production, the strategic direction ahead is to leverage embedded, standardized AI data products from 麻豆原创 and models built on the 麻豆原创 Business Data Cloud and its semantic data layer.

鈥淲e are a company that prefers to tap into existing AI solutions rather than invent them ourselves,鈥� Hassinggaard said. 鈥淚t鈥檚 far more efficient for us. There is no reason for us to spend resources reinventing what 麻豆原创 already provides. The initial focus will be on process optimization within administrative functions such as finance鈥攕mall AI agents that can streamline daily work.鈥�

Advice to others: Allocate more time, and understand your method

Hassinggaard is clear that the RISE with 麻豆原创 contract, methodology, and preparation work require time and organizational maturity. His advice to other companies facing a similar cloud ERP decision: 鈥淒o it thoroughly鈥攁nd allocate more time than you think. Study the methodology, pricing, and contracts. And bring a competent advisor on board.鈥�

Ellen Vig Nelausen is an integrated communications expert for 麻豆原创 Regional Communications.

With sales to 86 countries, 450 employees from more than 30 nationalities, and production of vital vaccines against diseases such as diphtheria, tetanus, whooping cough, tuberculosis, and bladder cancer, AJ Vaccines is a significant player in global vaccine preparedness.

Since the Statens Serum Institut (SSI) sold its vaccine production in 2017 and it was taken over by AJ Vaccines, the organization has transitioned from a public entity to a private pharmaceutical company based in Copenhagen.

From legacy to cloud and compliance

After the divestment from SSI, AJ Vaccines inherited an 麻豆原创 system from the late 1990s, which was designed more for a public health organization than a pharmaceutical company.

鈥淲e were left with an outdated system that didn鈥檛 really fit our needs as a private player in a global market,鈥� Michael Kvistholm, head of IT at AJ Vaccines, said. 鈥淭hat鈥檚 why we decided to go all-in on a cloud solution with 麻豆原创 S/4HANA Cloud. We carried out a pure standard implementation from scratch (greenfield) in a RISE with 麻豆原创 setup and now have a modern, flexible, and scalable cloud ERP platform that supports our entire business.鈥�

The decision was made to ensure a platform that matches the company鈥檚 needs and future growth.

鈥淲e have reduced our technological debt and consolidated our systems, gaining a more intuitive and user-friendly platform so we can work more efficiently and securely鈥攚hile also meeting the high standards for quality, traceability, and documentation required in our industry,鈥� he explained.

Everyday examples: efficiency and user-friendliness

Since implementing in October 2025, AJ Vaccines has gained a unified platform that creates new opportunities to optimize and integrate processes across the company. The solution provides a solid foundation for better data quality and workflows, enabling improved management, increased transparency, and more effective decision-making.

The IT department has gained an overview and reduced complexity with 麻豆原创 LeanIX, a tool for mapping and managing the company鈥檚 entire application landscape and ensuring governance across both 麻豆原创 and non-麻豆原创 solutions. 麻豆原创 Cloud ALM is used for project management and lifecycle management, so releases, testing, and documentation are handled efficiently, and compliance is always top-notch.

During the implementation, AJ Vaccines used 麻豆原创 Signavio and based its approach on 麻豆原创 standard processes, which brought several advantages.

鈥淲e鈥檝e saved a lot of hours by using standard test cases from 麻豆原创 Signavio, which is our platform for process mapping, modelling, and optimization,鈥� said Kvistholm. “We鈥檒l also use these tools for other projects across the company.”

At the same time, 麻豆原创 Enable Now鈥攆or change management and end-user training鈥攈as made learning for existing staff and onboarding new employees easier.

鈥淲e鈥檝e created over 100 training videos so all employees can quickly find answers and learn new workflows鈥攊t鈥檚 been a huge success,鈥� Kvistholm confirmed.

Kvistholm also looks forward to early 2026, when the recruitment process will be digitized with 麻豆原创 SuccessFactors. Finally, he and his team will carefully consider the new opportunities created by 麻豆原创 Business Technology Platform. The platform enables rapid development and integration of new solutions and apps, allowing IT to support business needs flexibly, and, among other things, consolidate other platforms: 鈥淭here鈥檚 really no reason to pay double,鈥� as Kvistholm put it.

Change management and the foundation for the future

AJ Vaccines is focused on formalizing its superuser organization and strengthening governance around master data.

鈥淲e need to clean everything up and keep things in order,鈥� Kvistholm said. 鈥溌槎乖� has become the foundation for our continued digitalization. From now on, it鈥檚 about seeing how we can get 麻豆原创 spread even more out throughout the company.鈥�

Advice for other companies

Kvistholm emphasized the importance of management support and a narrow scope: 鈥淚t鈥檚 about staying focused and achieving a fundamental implementation鈥攁nd then continuously carrying out smaller improvement projects. That is and will be the key to our success.鈥�

Ellen Vig Nelausen is an integrated communications expert for 麻豆原创 Regional Communications.

Ahlstrom is a large international manufacturer of specialty materials, with 36 plants around the world and about 7,000 employees. The company鈥檚 strategy is to be a global leader in its field.

The business transformation project, called Stella, is the largest single investment in company history. Its purpose is to transfer operations, except HR and product development, to the new 麻豆原创 S/4HANA Cloud environment. The old group business system dated back to the 1990s and no longer met the needs of global manufacturing. Ahlstrom also uses 麻豆原创 Ariba for its procurement, which had already been implemented.

鈥溌槎乖� S/4HANA Cloud was clearly the best solution for us, especially for production management and planning,鈥� shared Ahlstrom CIO聽Kristiina Lammila, who is responsible for the project. “With it, we can harmonize our operations and bring all our plants under the same system.”

Unifying systems and data

One of the main challenges of the project was integrating different systems and unifying fragmented data. With modernization, processes can be streamlined, daily work made easier, and time freed up for more strategically important tasks.

鈥淲e have managed to make significant progress with 麻豆原创 S/4HANA Cloud standard solution,” Lammila said. “We use private cloud, which also allows for fairly flexible modifications. One plant is already live, and next year seven more plants will join. The goal is to complete the entire transformation within five years.”

According to Lammila, the system enables flexible transfer of production from one plant to another and global optimization of the supply chain.

Benefits for both employees and customers

systems benefit all stakeholders. Streamlined production processes reduce waste and improve quality. Harmonized purchasing brings savings and the most visible change for Ahlstrom鈥檚 customers is smoother supply chains and better availability of products. The use of AI and analytics is expanding. Especially in sales support, AI solutions built on 麻豆原创 Sales Cloud data are already in use at Ahlstrom.

鈥淲e can integrate even more closely with our customers, as many of them also use 麻豆原创,鈥� Lammila explained. “This facilitates and streamlines the flow of information between companies.”

From the employee鈥檚 perspective, 麻豆原创 S/4HANA Cloud makes teamwork easier. For example, order and inventory balances can be checked conveniently based on real-time data. Lammila also pointed out that the updated system supports employer branding, as job seekers expect to have appropriate and up-to-date tools at their disposal.

Strong change leadership is key to success

Lammila advises companies planning similar projects to approach transformations as comprehensive initiatives that must engage all employees, including management, not just the IT department.

鈥淪trong management commitment and a shared vision of where we are going and how to get there are needed. The project must be led as a deep transformation, and the end result must not be compromised due to haste. Poorly executed work is difficult to fix later,鈥� she concluded.

Ellen Vig Nelausen is an integrated communications expert for 麻豆原创 Regional Communications.