Client profile
A Hong Kong-headquartered technology company operating across both Hong Kong and mainland China, with SAP as its core business system.
Business challenge
The company needed a team that could carry SAP application management (AMS) and implementation delivery on an ongoing basis, working across Hong Kong and mainland China. Building it in-house meant standing up hiring, employment and compliance in two jurisdictions — and SAP operations people are scarce and mobile in both, so a single resignation could interrupt business continuity.
What we delivered
TAC took this on as service outsourcing: we employ and manage the team, the client accepts against scope and service levels, direction and people management stay on our side, and the responsibility boundary is fixed in the contract rather than after the fact. The team runs at around ten people covering both SAP AMS and implementation roles, distributed across Hong Kong and mainland China by module and time zone. On the mainland side we work under our own labour-dispatch licence (沪人社派许字第00471号) and HR-service licence, so the engagement model can move between outsourcing and dispatch as a project requires.
Delivery method
Define the service boundary
Document SAP AMS, implementation work, location split, acceptance method and explicit exclusions in the service definition.
Design the cross-location team
Allocate Hong Kong and mainland China resources by module, skill and collaboration window, with clear client and TAC interfaces.
Establish operating governance
Manage delivery through scope and service levels, with incident escalation, people management and replacement paths retained.
Maintain continuity
When people or business demand change, TAC maintains coverage and adjusts the capability mix.
Key outcomes
Delivery outcome
The client gained sustained SAP operations and implementation capability without building a team and an employment structure in each location. When someone leaves, TAC backfills — it no longer lands directly on business continuity.
Organisation impact
The engagement converted dispersed vacancies into one cross-location service capability. People management, module coverage, responsibility boundaries and backfill sit in a connected delivery model, allowing the client to govern outcomes around continuous business-system operations instead of managing individuals one by one.