Railway company accelerates managerial decision-making with SAP S/4HANA


JS Georgian Railway


JS Georgian Railway is a company of strategic importance to the country. The Georgian Partnership Fund owns 100% of its shares. The company consists of three business units: infrastructure, cargo and passenger transportation.
JS Georgian Railway works non-stop to attract new cargoes and ensure the security of its transportation, to improve passenger service, to modernize infrastructure and to introduce modern management systems.
In 2015, the company received the international quality management certificate ISO 9001:2008 and in 2017, the ISO 9001:2015. JS Georgian Railway is the largest employer in the country with over 12 thousand employees.


Transport & Logistics



Business Challenge

The company’s management needed to monitor business processes in real time and quickly make strategic decisions. It was necessary to reduce the costs of maintenance and repair of infrastructure and rolling stock, increase profits, reduce inventory and make use of free surplus of turnover.

The IBA Group team has demonstrated their professionalism and ability to work effectively in conditions that require prompt decision-making and completion of assigned tasks… Using well-established project management methods allowed us to successfully implement the project and put the system into commercial operation on time.

Levan KukavaDirector of the Georgian Railways branch


The customer decided to implement the SAP S/4HANA ERP system starting from scratch. It was planned to organize and automate accounting, tax and personnel records, accounting in accordance with IFRS, integrate the solution with the “Cargo Transportation” and “Passenger Transportation” billing systems. The selected contractor failed to complete migration to S/4HANA in full. The customer conducted an audit and prepared a list of required improvements. The customer contacted IBA Group to finalize the system and put it into commercial operation.


The IBA Group team has upgraded the system and automated the chain of business processes. The following sections were put into operation: accounting and tax records (FI, FI-SL), asset accounting (FI-AA), budgeting (FI-FM, TRM), management accounting, equipment maintenance and repair (PM), logistics (MM/SD), human capital management (HCM).

Key performance indicators of the enterprise are displayed in real time in the business intelligence system (BI/BW, BPC). Integrated with billing systems, public services portals, process systems (MM/SD, FI, PM).


Managers can access complete and reliable information about the financial status of the enterprise, obtain operational analytical reporting on key indicators. The company introduced parallel accounting according to local standards and IFRS.