SAP ME/MII on the brink – why the future of manufacturing IT is being decided now

Support for the SAP ME and SAP MII production control software will be discontinued on December 31, 2030. This announcement is a turning point with strategic implications for many manufacturing companies.

SAP ME / MII have served as a stable core of manufacturing IT for many companies for years. These companies now need a well-planned and secure migration path to replace these systems. For many organizations, however, this raises not only the question of finding a suitable replacement for an existing legacy system, but also of realigning their shop floor application architecture and data processing infrastructure.

From our perspective, replacing SAP ME / MII is more than just a migration project: it offers manufacturing companies the opportunity to optimize direct and indirect processes in various areas of operations. It also creates new and more efficient options for operating and maintaining your enterprise software systems.

1. Why the discontinuation of SAP ME / MII is a serious problem.

SAP ME / MII is deeply embedded in the operational core of value creation in many industrial companies. The systems control, monitor, and document shop floor processes—from traceability and quality control to detailed production planning.

Companies that use SAP ME / MII today are faced with the following consequences:

• No further development: New regulatory, technological, or procedural requirements are no longer reflected in the systems.
• Increasing operational risks: Security gaps, missing patches, and dependence on outdated technology are constantly increasing.
• Limited integration capability: Modern IT architectures – cloud, data analytics, AI – can only be connected with increasing effort.
• Loss of competitiveness: While competitors are optimizing their production in a data-driven manner, SAP ME / MII users are falling further and further behind their market competitors from a technological perspective.

For many companies, the situation is exacerbated by the fact that their own SAP ME/MII has been expanded over the years with a multitude of customer-specific adaptations. Saying goodbye therefore means not only changing software, but also questioning historically grown processes.

2. Typical challenges in MES migration

Our day-to-day project experience repeatedly reveals the same structural stumbling blocks that will arise in the future, particularly for companies that are about to replace SAP ME / MII:

Interfaces and master data

In most companies, SAP ME/MII was not operated as an isolated system. In addition to the typical very close integration with the ERP, there are often a number of other interfaces to:

• Automation level systems (PLC, SCADA, gateways & edge devices)
• QM systems
• Warehouse management (WMS) and logistics systems
• Product lifecycle management systems (PLM)
• Computerized maintenance management systems (CMMS)
• . . .

The migration from SAP ME / MII therefore has a profound impact on a company's system landscape and, for this reason alone, needs to be carefully considered and planned.
In addition, companies are faced with the fact that, due to poor master data quality for materials, work centers, work plans, or standard times in the past, either a high degree of customizing has been carried out or only a very inefficient use of system functionalities has been possible.

Migrating to a new MES is not only a significant challenge here, but also offers a great opportunity to make much better use of the capabilities of an MES system in the future.

Lack of target architecture for application landscape and connectivity infrastructure

Many companies are aware that they need to replace SAP ME / MII. However, it is unclear which system solution should replace the status quo, which functional requirements should be mapped in it, and how a new solution should be connected at the PLC/SCADA level to enable data-driven optimization approaches in the future. Typically, application customers are faced with the following questions:

• Should I migrate directly to SAP Digital Manufacturing (SAP DM), or is it worth looking at other providers on the market?
• Should I stick with an on-premise solution, or should I opt for a cloud strategy?
• Which functional requirements of operations create measurable added value on the shop floor?
• How can state-of-the-art connectivity of systems and smart devices to a higher-level infrastructure be achieved?

When considering such questions, it quickly becomes clear that it is very difficult to make a conscious decision for or against an existing course of action without a clear target vision.

Missing target processes

Another challenge for many companies is that existing SAP ME/MII implementations reflect historically grown processes that generally offer significant potential for optimization. By migrating the existing process landscape 1:1, companies are missing out on opportunities for improvement and cementing existing inefficiencies for the next 15 to 20 years. The only slightly better alternative? Process adjustments must be implemented at a later date through expensive change requests.

For companies that want to secure a competitive advantage over their market competitors in the future, neither option is a desirable alternative.

Supplier-driven decisions

MES providers often promise their customers solution consulting at no cost. Given that the business model of this industry is based on the sale of software products, this is completely understandable, as such a service is part of the acquisition process.

The disadvantage of choosing the solution provider as a solution consultant is that the advice given is based on an existing solution portfolio and not on the actual requirements and specific needs of the industrial company.

It is worth investing in vendor-independent consulting in order to work out the most effective approach for the industrial company before entering into discussions with vendors about specific products.

3. The cardinal mistake – “We still have time . . .”

Many companies feel secure in the knowledge that product discontinuation in 2030 is still a long way off. But appearances can be deceiving. Coordination processes, especially when several plants or business units are involved, can easily take several months. Compiling functional requirements that are representative and accepted by all stakeholders requires precise work and tact in communication and interaction. Aligning IT and operations with target visions and future concepts can quickly become a never-ending story.

Manufacturing companies that do not start this process in good time risk the considered development of functioning and, above all, accepted solutions against the backdrop of acute pressure to act. To avoid this, it is advisable to address the SAP ME/MII migration at an early stage and to involve experienced experts. This ensures the necessary speed and the certainty that there will be no acute pressure to act.

Our recommendation for SAP ME/MII users

The discontinuation of SAP ME/MII is not purely an IT issue. Instead, it offers an opportunity to reorganize your operations – digitally, integrated, and competitively.

Companies that now let valuable time slip by or are only looking for a quick replacement for the status quo are missing out on the opportunity to position themselves for the future and remain competitive. Companies that decide to move forward with courage, structure, and vision are creating an optimal platform for the next ten years of operational excellence.

We support you in turning uncertainty into clarity – and migration into a real competitive advantage.