100 Days to go-live: How Bohus and Pearl achieved the impossible

The Challenge: 63 Entities and an "impossible" timeline

In mid-September 2025, Bohus finalized a strategic decision to consolidate its nationwide store structure. This required a massive restructuring of their SAP environment to ensure operational continuity for the new fiscal year.

The project involved:

• Consolidating 63+ individual store entities into one unified structure.
• Integrating complex EWM (Extended Warehouse Management) processes.
• A non-negotiable deadline: Technical readiness before Christmas.

With the kick-off on September 17th, the team had exactly 14 weeks. In the enterprise ERP world, this is often considered impossible, especially given the immense "regression risk" - the danger of breaking existing processes while building new ones.

The strategy: Technology as a catalyst

To maintain speed without compromising quality, Pearl and Bohus abandoned traditional, sequential project phases. The strategy relied on two main pillars:

1. Parallel execution (Zero-day value)
Instead of waiting for a final, signed-off analysis before starting configuration, Pearl began the build phase on day one. By leveraging deep domain knowledge from our long-term partnership with Bohus, the team could anticipate requirements and build the core architecture while simultaneously refining functional details.

2. Radical acceleration through UiPath test automation
The single most important success factor was the implementation of UiPath test automation. Since manual testing of 63 stores was a physical impossibility within the timeframe, Pearl built an automated framework in record time:

7-week sprint: The entire automated testing framework was ready in just seven weeks.
The scaling effect: While the initial setup required intensive focus, each subsequent store migration became faster and more secure as the automation library grew.
Audit-ready quality: Automated regression tests validated business processes after every change, eliminating human error and securing the complex EWM integration.

3. The "War room" (Competence in action)

The project eliminated the lag-time of traditional steering committees. A combined team of nearly 40 experts sat physically together during the most critical phases. Because the key stakeholders were in the room, technical hurdles that usually take days of emailing to resolve were settled in minutes.

The Result: Technical readiness in 93 days

By December 19th - just 93 days after kick-off - the system was technically ready for operation.

Timeline: Successfully compressed a 12-month roadmap into 14 weeks.
Precision: Automated UAT (User Acceptance Testing) ensured the system was stable and audit-ready for go-live.
Operational continuity: The rollout was completed without disruption to Bohus’s high-volume retail operations.

The success of the delivery was reflected in the project’s final evaluation, where the combined team gave the project an overall satisfaction score of 4.57 out of 5. When asked to describe the collaboration in one word, the most frequent responses from the participants were "Solid," "Effective," and "Synergistic" - confirming that the aggressive timeline was met without compromising quality or partnership.

The Pearl way: Trust as an enabler

This project is a textbook example of how Pearl operates as a strategic partner rather than a traditional vendor. The success of the Bohus case is rooted in our core messaging principles:

Trust as an enabler: Without the deep-seated trust between Bohus and Pearl, the rapid-fire decision-making required in the "War Room" would have been impossible. Trust is not just a soft value - it is a measurable business advantage that enables extreme speed.

Competence in action: By combining SAP expertise with cutting-edge technology like UiPath, we prove that we don't just understand the theory of digital transformation - we execute it under extreme pressure.

Zero-day value: We don’t wait for the "perfect" plan. We create value from day one by challenging traditional processes and delivering insights and results in real-time.

For Bohus, this meant that technology was not a bottleneck for their business strategy, but an enabler that allowed them to start the new year with a future-proof, unified platform.