10.2 M EUR saved on SAP BTP at energy major.

How a global energy major rationalized 12.8 million euro of SAP BTP credits before its three year renewal, with a written ask that the seller signed.

The client is a top ten global energy major with operations across upstream, midstream and downstream segments.

SAP BTP had been growing for six years with no consolidated review of credit consumption.

The CFO chair asked for a clean view ahead of the next renewal. The answer was a credit rationalization that landed the renewal twenty six percent lower than the prior term.

The client

Profile

Top ten global energy major. Revenue over one hundred billion euro. Operations in more than eighty countries.

SAP estate covering ECC, S4HANA Cloud Private Edition and a broad BTP footprint built over six years.

BTP estate at the start

• Eighty three live BTP service plans across integration, analytics, AI and developer.
• Annual BTP spend running at 12.8 million euro consumed credits and overage.
• Three subaccounts active across upstream, downstream and corporate.
• Credit balance running consistently at forty five to sixty percent of entitlement.

What triggered the review

Three year renewal approaching

Renewal scheduled for the following March.

The CFO chair wanted a clean view before the seller proposal arrived.

Credit overrun reporting

Quarterly credit overrun reports had been arriving without explanation.

Total credit balance carried forward was growing year over year.

How we approached it

BTP usage data pull

Direct extract from the BTP cockpit covering twelve months of usage by service plan.

Cross check against the original commercial agreement and the credit roll forward schedule.

Consumption model by use case

• Integration CPI flows mapped per business unit.
• Analytics SAC consumption modelled by user persona.
• AI Joule and AI core credit burn modelled by use case.
• Developer services rationalized to the two services actually used in production.

Indirect access review

Two MuleSoft flows were classified as indirect access risk.

Repositioning the flows inside CPI moved them under entitled BTP scope, removing the indirect exposure.

The seller proposal arrived two weeks after our written ask. The two numbers were almost identical. That is what preparation looks like.

The result

Credit pack reduced

Annual credit pack reduced from 12.8 million euro to 9.4 million euro.

Saving of 3.4 million euro in year one, 10.2 million euro over the three year term.

Service plan rationalization

• Forty seven service plans tagged for retirement or downscope.
• Subaccount consolidation from three to two reduced fixed costs.
• Developer services rationalized to two from eleven.

Indirect access exposure removed

Two MuleSoft flows repositioned inside CPI.

Indirect access risk reduced by a documented eight million euro at the prior pricing model.

Lessons learned

Credit balance tells the truth

Credit balance growth is the canary in a BTP estate.

Carrying forward more than fifteen percent of annual entitlement is a leading indicator of overspend.

Service plan hygiene is rare

• Developer service plans accumulate without review.
• Subaccount sprawl follows organizational change.

Indirect access still matters

Indirect access exposure is still the highest risk surface in any SAP estate.

BTP is the cleanest place to neutralize it when the timing fits.

Suggested reading

• SAP RISE Negotiation Guide. Cross vendor reading from the wider library.
• SAP BTP Pricing and Licensing. Cross vendor reading from the wider library.
• SAP Indirect Access Defense. Cross vendor reading from the wider library.

What to do next

1. Pull twelve months of BTP usage data from the cockpit by service plan.
2. Tag service plans by use case and active business unit.
3. Build the renewal credit pack from the lower band of last year burn, not the headline.
4. Review any third party integration flow for indirect access exposure.
5. Reposition third party flows inside CPI where the technical fit works.
6. Submit a written ask to the seller before the proposal arrives.
7. Lock the credit pack reduction into the order form for the term.

Frequently asked questions

What sized estate does this engagement work for?

We have run BTP rationalization at estates between two million and twenty four million euro annual spend. The math works at most sizes above two million.

Was the seller resistant?

The account team initially proposed an increased credit pack. The written ask, backed by twelve months of usage data, made the lower number defensible.

How does this affect the wider SAP renewal?

BTP rationalization is one input. We typically run it alongside RISE, S/4HANA and any indirect access work for the same renewal.

Is indirect access exposure always recoverable inside BTP?

Not always. The technical fit depends on the integration pattern. About six in ten cases work cleanly. The rest need separate negotiation.