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Responsibilities of an SAP Support Project Manager and Management of Support Processes


SAP Solution Manager'da SLA yapılandırma ekranı
Responsibilities of an SAP Support Project Manager and Management of Support Processes

In medium and large-scale enterprises, SAP support services are crucial for ensuring the uninterrupted operation of critical business processes and the achievement of digital transformation goals. Once SAP systems go live, Application Management Services (AMS) become an integral part of companies’ daily operations. At the center of these processes is the SAP Support Project Manager (Support Manager), who coordinates the timely resolution of all SAP requests (tickets in the form of incident reports or development requests) submitted by the customer, according to the service levels (SLAs) defined in the contract. The support manager role is based on universal IT service management frameworks, such as ITIL and ISO/IEC 20000, and involves managing a broad range of tasks daily. In this article, we discuss the current roles and responsibilities of an SAP support project manager, the key concepts of support processes, and best practices in this field. We also highlight the differences in support process implementation between consultancy firms in Turkey and abroad, examining the challenges encountered and solutions through a realistic case study.

Roles and Responsibilities of an SAP Support Project Manager

An SAP support project manager simultaneously undertakes many tasks to ensure the smooth delivery of support services. The main daily responsibilities and managed processes include:

  • Customer request management & prioritization: Ensures that new support requests (tickets) from the customer are properly classified (for example, determining whether it is an incident or a service request) and prioritized according to business criticality. The support manager establishes the request management process to ensure each request is handled in the right order and assigned to the appropriate consultant. According to international best practices, it is common to assign a criticality level to each request and set target resolution times.

  • Resource planning and team coordination: Tracks the assignment status of consultants in the support team, considering annual leave, training, or involvement in other projects, and ensures that a sufficient number of experienced consultants are available during critical periods (e.g., month-end financial close). If necessary, a shift or on-call schedule is planned to provide uninterrupted 24/7 support. The “Follow-the-Sun” global support model may also be implemented: teams in different regions take over in sequence according to working hours, so a request submitted at the end of business hours in Turkey can be handed over to a team in the US, ensuring SLA targets are not affected by time zone constraints. The support manager plans such international coordination and, when necessary, manages escalation processes with SAP’s support organization (e.g., SAP Support or product development teams).

  • SLA tracking and management: Although in practice in Turkey we mainly see SLAs in contracts, one of the core responsibilities of the support manager is to monitor the progress of each request according to the Service Level Agreement (SLA) targets defined in the contract. While SLA management often runs in the background without much visibility to the client, it is crucial for the performance and sustainability of the support management department. For example, there may be SLA times such as “first response within 1 hour and resolution within 4 hours” for a high-priority production incident. Even if the contract defines SLAs only in general terms and there isn’t full compliance, in practice, support management always works within certain time frames. The support manager monitors the elapsed time from when a ticket is assigned, regularly checks consultant progress, and takes proactive action if there’s a risk of SLA violation (such as reassigning the work, providing extra resources, or escalating to the client if needed). A good support manager should ensure all SLAs are met and make potential violations visible in advance. Typically, a support/ticket tracking system is used, but even without corporate tools, simple automations can be set up. In small teams, an Excel sheet can track the opening time and SLA target for each request; the key is to identify and report upcoming violations in time. For example, conditional formatting in Excel can highlight overdue records in red, drawing the manager’s attention for quick action. SLA performance is usually reported monthly to senior management and the client, with metrics such as the percentage of SLAs met and the number of violations. SLA management should not only serve as a tracking mechanism but also lead to continuous improvement opportunities. If SLA targets are missed, root causes are analyzed and action plans are created, ensuring service quality is continuously improved.

  • Effort recording and billing: Ensures that all work performed under support is accurately recorded by the relevant consultant in terms of time spent (effort) and billed by contract conditions. The support manager regularly audits time entries submitted by consultants for each ticket and keeps them ready for internal or external audits if needed. Supporting evidence, such as ticket notes, log records, or time entries, should be present in the system. Transparent and disciplined effort record management establishes trust for both internal and client audits.

  • Effort reconciliation with the client: At the end of each month, the support manager usually conducts the effort reconciliation process with the client. A detailed support activity report is shared with the client, listing incoming and resolved requests, outstanding tickets, hours spent on each, and total support hours used for that month. The client reviews the report, approves the hours, or submits any objections and correction requests. The support manager actively monitors the process to ensure all effort is approved (reconciled) by the client. This mutual reconciliation ensures transparency for invoicing and service quality at the end of the month, minimizes disputes, and strengthens client trust.

  • Reporting and performance analysis: The support manager periodically (typically monthly) prepares performance reports for both the client and internal management. These reports include SLA performance, resolution times, the number of resolved vs. pending tickets, and an overall analysis based on Key Performance Indicators (KPIs). A mature support organization monitors performance not only against SLA targets but also across four main dimensions: efficiency, performance, quality, and people. For example, efficiency may track the number of tickets resolved/reopened or the number of changes made; performance covers average first response and resolution times, number of SLA violations; quality includes ticket reopen rates, unsuccessful change percentages, solutions lacking documentation; and people includes customer satisfaction scores, team turnover rates, team size, and skill distribution. This comprehensive KPI approach enables all aspects of the support service to be controlled and improved where needed. For instance, industry analysis shows that an SAP support consultant closes an average of ~21 tickets per day; if this exceeds 30, the workload becomes unsustainable. Such data helps managers plan resources and make data-driven improvement actions.

  • Escalation and crisis management: In some cases, if a critical issue cannot be resolved quickly or a recurring problem arises, the support manager is responsible for escalating the situation to senior management or the vendor (SAP). For example, for SAP standard software bugs or product issues, it may be necessary to contact SAP Global Support to accelerate the resolution process. The support manager ensures resolution of critical issues for the client by escalating at the right time and to the right level. In cases of unexpected system outages or emergencies, they implement a crisis management plan, mobilize relevant teams, provide regular status updates to the client, and conduct root cause analysis to prevent recurrence.

The responsibilities above demonstrate that the support manager not only manages customer expectations but also coordinates internal team operations. In summary, the support manager is both the guardian of service commitments made to the client and the leader of the support team. Successful support management is achieved through systematic process management, effective resource planning, continuous SLA monitoring, and transparent reporting.

Core Support Processes: SLA, Effort, Reconciliation, and Others

A clear understanding of certain core processes and concepts is essential for the effective management of SAP support projects. These concepts, which are also part of the support manager’s job description, focus on areas such as SLA management, effort tracking & reconciliation, and reporting.

  • Service Level Agreements (SLA): SLAs are agreements that define the criteria for the speed and quality of the support service provided. The support manager determines the relevant SLA times (such as first response time, resolution time, etc.) for each request based on the contract, records them in the system, and monitors compliance using automated or manual tools. Preventive measures (such as alerts for tickets that are close to violating the SLA) are implemented to avoid breaches. SLA reports make it possible to objectively measure team performance and transparently show the status of commitments to the customer. As SLA management matures, analyzing deviations from targets and improving processes turns it into a quality improvement mechanism.

  • Effort Recording and Tracking: Every activity within the scope of SAP support must be recorded by the relevant consultant along with the time spent. This is usually done through a ticketing system (such as SAP Solution Manager, ServiceNow, JIRA, etc.). If such a tool is not available, teams can use an Excel-based effort tracking sheet. The important thing is that each work entry is traceable—linked to a specific request and showing how much time was spent. These records form the basis for both internal project efficiency analysis and reconciliation and invoicing with the customer. The support manager reviews consultants’ daily/weekly time entries to ensure there are no missing or incorrect records, providing additional training on record-keeping if necessary.

  • Client Reconciliation Process: Keeping effort records internally is not enough; the client must also approve these records. For this purpose, the support manager periodically (usually monthly) provides the client with a support service report. This report lists all requests opened during the period, the solutions provided, the hours spent on each request, and the total effort. The client reviews this report, approving the effort spent or requesting corrections if necessary. This mutual reconciliation prevents potential disputes and provides transparency, especially for clients who receive support through an outsourcing model. Once the reconciliation is approved, invoicing for the relevant period is carried out.

  • Documentation and Record Keeping: An effective support organization keeps meticulous records of actions taken, problems solved, and processes followed. The details of how each solution was implemented should be documented, building a permanent knowledge base. In particular, documenting the resolution steps, root cause analyses, and corrective actions for recurring issues ensures quick resolution if a similar problem arises in the future. Similarly, process documentation (such as Incident Management Procedure, Escalation Flow, and Change Management Process) is essential for maintaining internal standards and for audits, including SAP PCoE and ISO 20000. Logs kept for traceability and audit trail purposes answer questions like who handled which request and when, and what steps were followed, making responsibility tracking possible.

  • Continuous Improvement: The support manager must take proactive steps to enhance the quality of the support process. By identifying recurring issues, they manage problem management and, if necessary, propose relevant development projects for permanent solutions. They analyze the root causes of SLA breaches or customer complaints; for example, if frequent issues occur in a particular module, they report the need for additional training or resources to management. Through regular performance review meetings (such as monthly service review meetings), the manager gathers customer feedback and reviews processes with the team. The actions resulting from these meetings form improvement plans for the next period.

ITIL, ISO 20000, and SAP PCoE Frameworks

One of the most widely recognized reference frameworks in global IT service management is ITIL (Information Technology Infrastructure Library). ITIL is a comprehensive set of best practices for IT service management, defining complementary processes such as incident management, problem management, and change management, while assigning specific roles and responsibilities for each process. SAP support organizations are typically structured in alignment with ITIL principles. For example, the support manager should define whether incoming requests are incidents or service requests according to ITIL terminology and then direct them to the appropriate resolution path. Corporate companies expect a consistent and measurable support service through ITIL-compliant process management; the support manager runs operations according to these principles to meet that expectation.

Alongside ITIL, the ISO/IEC 20000 standard also plays a key role in IT service management. ISO 20000 certifies that an organization manages its IT services following international best practices. Many consulting firms structure their support units to achieve ISO 20000 certification, which requires documented processes, ongoing monitoring of performance metrics, and an established improvement cycle. The SAP support manager prioritizes process discipline and continuous improvement to maintain the company’s ISO 20000 compliance.

A critical framework unique to the SAP ecosystem is the SAP Partner Center of Expertise (PCoE) program. PCoE is an accreditation granted by SAP to authorized consulting firms, certifying that the firm has achieved a certain quality standard in SAP support services. To earn PCoE certification, a consulting firm must demonstrate competence not only in knowledge but also in processes, infrastructure, and human resources. For example, during PCoE audits, the firm is expected to provide comprehensive documentation of support processes: documented escalation procedures, call handling and resolution guides, and SLA tracking mechanisms must be shown. Infrastructure requirements include having a corporate support hotline and a call/ticket tracking system. From a human resources perspective, the firm must employ a sufficient number of certified SAP support consultants and ensure continuity of service. In short, the PCoE certificate serves as a concrete checklist for the ideal structure of a support organization: it indicates the presence of documented processes, necessary technology infrastructure, and competent/adequate personnel. An SAP support project manager plays a central role in ensuring that their company meets PCoE requirements and continuously reviews operations within these standards.

Differences in Support Processes Between Consulting Firms in Turkey and Abroad

The management of SAP support services can vary depending on geography and corporate culture. Here are some key differences between consulting firms in Turkey and those abroad (especially those operating on a global scale) in their support processes:

  • Methodological Approach: Many firms in Turkey are known for their customer-oriented and flexible approaches. Support processes are sometimes managed using methods developed in-house and are adapted to the specific needs of clients. In contrast, international consulting firms tend to strictly apply standard methodologies such as ITIL. Global firms prioritize adherence to process and documentation, operating every step according to predefined procedures. While this ensures quality and consistency, it may sometimes reduce flexibility in adapting to local needs.

  • Technological Infrastructure and Tools: Large global firms generally use advanced ITSM (IT Service Management) tools and automation solutions. Platforms such as ServiceNow, BMC Remedy, Jira Service Management, or SAP Solution Manager are standard in global organizations. These tools monitor the lifecycle of requests end-to-end, generate automatic alerts for SLA breaches, integrate knowledge bases, and provide detailed reporting. Some medium-sized firms in Turkey, however, may still use simpler tools or manual methods like Excel and email for support tracking. This is rapidly changing, though—cloud-based modern support tools are becoming increasingly common in the Turkish market as well. Differences in technological infrastructure can directly affect service quality: robust infrastructures offer 24/7 monitoring, fast response, and scalability, while inadequate infrastructure can lead to outages or delays. For example, some local firms prefer to run their own data centers, whereas some global firms work with third-party cloud service providers for greater flexibility. Both choices have their pros and cons in terms of cost, performance, and security.

  • Cultural and Communication Differences: In Turkey, customer relations may involve warmer and more direct communication. Close dialogue between support teams and customer users can accelerate issue resolution and increase customer satisfaction. Abroad, communication is often more formalized; for instance, every request may be registered only via the system with notification by email, and direct phone contact is limited. Cultural differences also influence expectations: Turkish customers often prefer quick and direct solutions, while some global clients emphasize process and approvals. In both cases, managing customer expectations becomes critical. Clients expect not only technical issue resolution but also proactive recommendations to improve business processes and create a competitive advantage. Therefore, consulting firms need to communicate effectively and manage these interactions proactively. Global firms tend to structure customer relationships through standard satisfaction surveys, regular service review meetings, and continuous training programs, while Turkish firms typically aim for satisfaction through more informal but close relationships.

  • Service Quality and Continuous Improvement: To compete internationally, Turkish consulting firms also closely follow best practices and ensure their consultants’ knowledge is kept up to date with continuous training. Rapid adaptation to industry innovations creates a competitive advantage both in Turkey and in the global market, increasing the potential to meet and exceed client expectations. For example, a global firm may automate part of Level 1 support with AI-based chatbots, whereas a Turkish firm might adopt a similar solution later. Ultimately, high service quality is one of the most important factors driving customer loyalty and long-term business partnerships. Therefore, both Turkish and international firms should invest in steps that enhance quality, such as regular consultant certification, knowledge sharing sessions, and ongoing process improvement initiatives.

Support Tracking Templates: Excel/Manual vs Automation-Based

To manage support processes effectively, it is essential to track requests using the right tools. While enterprise-level organizations typically use dedicated ticket tracking software, small-scale or newly established support teams may sometimes rely on manual tracking methods with tools like Excel.

Excel/Manual Templates: Even a simple Excel table, if maintained regularly, can collect all support requests in one place and provide traceability. For example, imagine an Excel table with the following columns:

Field Name

Description

Ticket No

A unique number for each ticket.

Customer Name

The name of the customer or company submitting the support request.

Opening Date

The date the ticket was opened.

Subject

A brief description of the ticket.

Request Type

Incident, development, consultancy, etc.

Priority

Priority levels such as High, Medium, and Low.

Module

SAP module (e.g., MM, SD, QM).

Assigned Consultant

Name of the relevant consultant.

Work Planning

Planned work date for the consultant.

Status

Ticket status such as Open, Completed, Pending.

Response Time

Time of the first response (for comparison with SLA).

Resolution Time

Time taken to resolve the ticket (for comparison with SLA).

Estimated Effort (hours)

The effort duration is estimated at the start.

Package Effort (hours)

Estimated effort duration based on the purchased support package.

Customer Effort Approval

The effort duration is approved by the customer.

Actual Effort (hours)

Actual effort duration.

Effort Difference (hours)

Difference between actual effort and estimated effort.

Package Code

Code of the relevant support package.

Billing Status

Billing status such as Pending, Invoiced.

Notes

Additional information, discussions with the customer, reconciliation notes, etc.


Ticket Takip Şablonu Örneği
Template -1

Indeed, a table like Template-1 facilitates the tracking of support requests and enables more effective management of processes. For example, Ticket No 2025-002: “The quality management module incident reported by XYZ A.Ş. on 01/04/2025 was assigned to Duygu Şener, responded to within 2 hours, and resolved with a 4-hour solution” can be tracked in detail.

Records kept in this format provide managers with the ability to:

  • Analyze recurring issues,

  • Identify open requests exceeding SLA times,

  • Compare effort differences,

  • Monitor workload distribution by module.

Additionally, by using Excel’s filtering feature, only “Open” records or requests assigned to a specific consultant can be easily listed. With conditional formatting, for example, requests that have exceeded the estimated effort and are still open can be highlighted in red.

This approach enables even small teams without advanced ITSM tools to manage requests transparently, traceably, and in an analyzable way. The most critical factor is: data entries must be consistent, regular, and up to date. Thanks to regularly updated records, managers can analyze past requests and quickly identify recurring issues or delayed tickets. With Excel’s filter feature, open requests assigned to a particular customer, module, or consultant can be rapidly listed; with conditional formatting, records that have exceeded the SLA target but are still “Open” can be highlighted in red to draw the manager’s attention. These simple methods allow small teams to keep their operations organized even without advanced tools; what matters most is that the records remain consistent, current, and traceable.

Automation-Based Tools: As a professional support organization grows and requests become more complex, manual methods become insufficient. At this point, ITSM tools and automation solutions elevate support management to the next level. For example, SAP Solution Manager’s Incident Management module or industry-standard platforms like ServiceNow record the entire lifecycle of each request end-to-end. These tools automatically send email notifications, run integrated SLA timers, manage approval mechanisms, and offer rich reporting. Thanks to automation, repetitive tasks are performed without human error: automatic categorization when a new request is received, notifications to relevant team members, and automatic satisfaction surveys sent to users after resolution are all handled effortlessly. Automating routine and repetitive processes allows consultants to focus on more complex problems. For instance, frequently encountered “password reset” requests can be resolved by users themselves through a self-service portal and simple automation, freeing up the support team’s time for critical issues.

Decision and Transition: Many companies start tracking support with tools like Excel, but as they grow, they move to professional support software. The transition process includes transferring old records to the new system, training the team, and introducing the new portal to customers. The support manager plays an active role in this transformation: they should select the right tool (through needs analysis), prepare the transition plan, and ensure the team adapts to the new system. Ultimately, tracking support requests with the right tools increases operational efficiency and enhances customer satisfaction. Advanced automation and artificial intelligence applications are also on the horizon; for example, machine learning-based systems can now automatically direct incoming requests to the most appropriate solution method based on historical data. Support managers who closely follow such innovations should integrate value-adding technologies into their processes when the time is right.

Performance Monitoring and KPI Reporting

The success of an SAP support project should be tracked and measured with concrete data. For this purpose, KPIs (Key Performance Indicators) are defined and reported regularly. The support manager is accountable for these KPIs to their team, as well as to the client and upper management.

  • Key KPI Metrics: As mentioned above, support performance should be measured across multiple dimensions. In summary, the most important metric areas are:

  • Request Volume & Efficiency: Number of new requests received in a given period, number of resolved requests, percentage of reopened requests, and number of pending requests. These metrics show the workload and the team's throughput. For example, the average number of requests closed per consultant per day is critical for efficiency. Industry research indicates that an SAP support consultant is expected to resolve around 21 requests per day on average, while exceeding 30 indicates an unsustainable workload, which may result in declining support quality.

  • Service Speed & Performance: Average first response time, average resolution time, percentage of requests resolved within SLA, and number of SLA violations all fall into this category. For example, the target may be to respond to 95% of high-priority requests within 1 hour. Whether these targets are met is closely monitored, and the percentage and trend of SLA violations are reported. Global-scale analyses show that the average first response time to a support request is ~7 hours, and the average resolution time is ~3.4 days (about 82 hours). These benchmarks can be used for internal performance comparisons.

  • Quality: To measure solution quality, criteria such as the percentage of requests reopened after being resolved, the success rate of changes made (e.g., if a fix causes new issues), and the documentation status (whether every solution is recorded in the knowledge base) are monitored. A high reopen rate indicates that the root cause of issues is not being addressed and points to a need for problem management.

  • Customer Satisfaction & Human Factor: The effectiveness of support is also measured by the impact it has on the customer. Most firms conduct customer satisfaction surveys (CSAT, NPS, etc.) upon ticket closure or at regular intervals and monitor the results. The internal dynamics of the support team also matter: a high turnover rate can lead to knowledge loss; team size and skill distribution are evaluated for balance. A good support manager also monitors team training needs, workload, and motivation levels with metrics (e.g., monthly tickets per person, overtime hours) and proactively detects warning signals.

Reporting Methods: Just as tracking KPIs is critical, so is reporting them to relevant stakeholders. The support manager typically prepares monthly service reports and presents them to both the client and internal management. These reports include a summary of the above metrics, significant events from the recent period (major outages, critical issues), improvements implemented, and plans for the upcoming period. Using visual elements is good practice in reporting: SLA performance charts, trend analyses, and statistics on opened/resolved requests make the data more comprehensible. For example, pie charts can show the module distribution of requests, while line graphs can display trends in resolution times over time. Management-oriented reports usually contain high-level KPI summary tables and key points, while reports sent to clients may include more detailed breakdowns (such as a detailed ticket list).

Another aspect of reporting is feedback meetings. Many consulting firms hold regular (monthly or quarterly) service review meetings with clients to discuss the report data face-to-face. In these meetings, it is reviewed whether the targeted KPIs have been achieved, expectations are evaluated, and new actions are determined if necessary. For example, if resolution times fall behind targets, decisions such as expanding the team or allocating additional resources to a specific module can be made in these meetings. Thus, reporting becomes not only an information-sharing tool but also an integral part of the decision-making support mechanism.

Case Study: A Scenario Where KPI Targets Are Missed and a Solution Plan

Scenario: ABC Holding receives its SAP support service through an outsourcing model from a consulting firm. The contract sets a target of 99% SLA compliance for critical requests (i.e., 99% of requests must be resolved within SLA timeframes). In the last quarter, monthly service reports showed SLA compliance rates dropping to 95%, 90%, and then 88%, with the target missed for two consecutive months. Additionally, the average resolution time rose above the 3-day target, reaching 4.5 days. Customer satisfaction surveys also began showing an increase in “slow resolution” feedback. This picture indicates that not only are contractual targets being missed, but the risk of customer dissatisfaction is also rising.

Problem Analysis: The support project manager immediately conducts an analysis. Data collected from the team and system reveals the following:

  • The total number of incoming requests increased by 30% compared to the previous period, with a concentration of accumulated development requests in finance and logistics modules as year-end approaches.

  • The support team remained the same size (5 people) despite the increased workload. The average number of tickets closed per consultant per day rose to 35—an unsustainable workload (industry literature suggests ~21 per day is reasonable; over 30 leads to a drop in efficiency).

  • A significant portion of requests were recurring errors following a new product update. For example, non-user-related issues that are reopened daily due to a software bug create unnecessary workload for the team.

  • Effort logs showed team members frequently working outside regular hours, yet some high-priority requests still missed deadlines. This began to affect motivation.

  • On documentation, gaps were found in the knowledge base for known solutions. Notably, a new team member had to research from scratch a problem previously solved by an experienced colleague due to a lack of documentation.

Solution Plan: Based on these findings, the support manager prepares a plan with both short- and long-term actions:

  • Urgent Resource Reinforcement: In the short term, two experienced consultants will be temporarily added to the project for critical modules, focusing on clearing the backlog. The “Follow-the-Sun” model will be used, involving global teams in different time zones (e.g., a team abroad will handle tickets arriving overnight).

  • Problem Management & Permanent Resolution: For recurring errors, SAP vendor support is engaged (escalation), with software bugs escalated for a permanent fix/patch. While awaiting SAP’s solution, affected users are informed and provided with a temporary workaround.

  • Improved Documentation: The most experienced consultants are tasked with documenting solutions to recent critical issues in Knowledge Base articles, especially FAQs for new and recurring problems. A mentor is assigned to the new team member to speed up knowledge sharing.

  • Automation and Tool Usage: Enhancements are made to the support tool to prevent SLA breaches—for example, setting up alerts when 50% of SLA time is consumed. SMS alerts are enabled for managers if critical tickets arrive outside working hours. Routine workload is further reduced by user training and self-service resources (such as short videos and guides for frequent user error tickets).

  • Team and Customer Communication: A meeting is held with the team to review the situation, share the planned actions, and reinforce collaboration and morale. On the client side, a special meeting is held to transparently explain the situation, offer apologies, and present the improvement plan. To regain trust, weekly progress reports will be shared for the next two months, and the support manager will be more closely involved.

Result: With the implementation of this plan, SLA compliance rises back to 99% in the following months, and average resolution time gradually drops to 3 days. Extra resources relieve the team’s excessive workload, allowing consultants to work at a sustainable pace. Transparent, close communication with the client restores trust, and customer satisfaction scores increase. This case demonstrates a difficult situation a support manager may encounter and how it can be overcome through proactive action. Most importantly, it shows that data-driven analysis and rapid response are critical for bringing support projects back under control.

L1/L2/L3 Support Tiers and Role Definitions

A tiered support model is commonly used in enterprise support organizations. In this model, support teams are divided into different levels based on expertise and intervention capability; each level is responsible for resolving certain types of issues and escalates to a higher level only when necessary. The table below summarizes the typical role distribution for L1, L2, and L3 support tiers:

Support Level

Roles and Scope

L1 (First Level)

The front-line support team that initially receives calls from end users and can resolve simple/repetitive issues. Typically functioning as a help desk or call center, the L1 team escalates issues they cannot resolve or those requiring broader SAP expertise to the L2 level.

L2 (Second Level)

Consists of functional consultants proficient in SAP modules. The L2 team generally resolves problems related to configuration settings, data corrections, or user errors; they handle requests escalated from L1 that are not highly complex. Issues that cannot be resolved at this level or require software code changes are escalated to L3.

L3 (Third Level)

The development and vendor (SAP) support tier. L3 usually involves ABAP development teams or SAP’s central support organization. Issues that go beyond standard system behavior, require code-level intervention, or are highly complex are handled at this level.


This tiered structure aims to establish a cost-effective support organization and to ensure that each request is resolved at the appropriate level of expertise. For example, having the L1 team resolve frequently recurring simple issues instead of escalating them to a more expensive upper-level consultant is crucial for efficient resource utilization. The support manager continuously reviews this hierarchical structure to make sure requests are handled at the correct level and provides regular training to the L1/L2 teams to maximize the number of issues resolved without escalation to higher tiers.

Best Practices and Recommendations

Finally, here are some best practices and recommendations that experienced SAP support project managers—and those aspiring to a career in this field—should consider:

  • Effective Communication: Establish open, regular, and proactive communication both with the customer and within your team. Customers want to be informed about the status of their requests, especially if there is a delay or issue, communicate it proactively. Within the team, hold daily short meetings (stand-ups) or weekly reviews to keep everyone informed. Remember, customers expect not just technical solutions but also a positive communication and collaboration experience. Lack of communication creates distrust, so never let the customer feel that their issue is being “ignored.”

  • Comprehensive Documentation: Adopt the principle “If it’s not documented, it didn’t happen.” All critical operational procedures (incident management, problem management, change management, etc.) should be defined in documentation. Make it a habit to add a brief note to the knowledge base after resolving any request that contains valuable information. This is not only essential for audits (PCoE or ISO 20000), but also for daily operational sustainability. Documentation supports new team member onboarding, answering customer questions, and speeds up resolution for similar future issues.

  • Continuous Training and Competency Development: The SAP ecosystem is constantly evolving—new modules, updates, and innovative technologies emerge. As a support manager, focus on keeping your team’s knowledge up to date. Schedule regular technical training, encourage SAP certifications, and organize internal knowledge-sharing sessions. Developing deep expertise, especially for frequently encountered issues, will increase the rate of getting it right the first time. Keeping up with industry best practices and continuously updating consultants’ knowledge are key drivers of service quality.

  • Automation and Proactive Tools: Don’t hesitate to use automation where appropriate. Have scripts or tools developed to automate repetitive manual tasks (like log checks, sending reminder emails). AI-based chatbots or intelligent routing systems can classify incoming requests and even resolve simple issues. Proactive monitoring tools can detect issues before users notice them (e.g., system performance monitoring, alert thresholds). Investing in such technologies may seem costly initially, but in the long run, it both reduces costs and raises service levels.

  • Customer Focus and Flexibility: Standardized processes are important, but remember every customer can be different. Some may request extra support or flexibility during critical periods. For instance, a retail company may need weekend support during year-end inventory. Anticipating such needs and offering tailored support plans (within contract limits) will increase satisfaction. Listening to the customer, regularly measuring satisfaction via surveys or meetings, and acting on feedback are best practices.

  • Data-Driven Decision Making: Intuition and experience matter, but decisions backed by data always yield stronger results. Regularly analyze KPIs, identify weak points, and share them with your team to create solutions together. For example, if reports show that resolution times for a specific module are much longer, the data might indicate the need for a more experienced consultant or additional training. A data-driven approach also strengthens your hand with management—when you request more resources or investments, have concrete data to support your case.

  • Risk and Scope Management: Support project requests can sometimes fall outside the main scope (e.g., a small development request being handled as support). In such cases, draw clear boundaries and, if needed, use the change management process to treat such requests as separate projects. Otherwise, the support team may be burdened with unagreed extra workload. The support manager should know contract scope and SLAs well and guide the customer accordingly for out-of-scope requests.

  • Team Motivation and Redundancy: Remember, a happy team delivers better service. Keep your team’s morale and motivation high. Celebrate achievements (for example, if you meet 100% SLA for three consecutive months), and thank the team after tough periods. Also, plan for redundancy: try to have at least two competent people for every critical module or area, so work continues if one is unavailable. Encourage cross-training so team members are partially familiar with each other’s areas. This balances workload and provides development opportunities.

  • Focus on Excellence but Beware of Perfectionism: The best support managers strive for process excellence without losing touch with reality. The goal may be to reach 100% in all KPIs, but it’s important to remember this isn’t always possible—what matters is maintaining a continuous improvement trend. Instead of micromanaging and stressing the team over every small deviation, focus on the big picture and strategic improvements. Sustainable success is more valuable than short-term spikes.

Best Practices and Recommendations

The SAP support project manager is one of the unsung heroes of an organization. Their critical missions include ensuring the smooth operation of live systems, maintaining high user satisfaction, and driving the continuous improvement cycle. As discussed in this article, the support manager’s responsibilities span a wide range: from the fine details of daily operations to strategic improvement and reporting activities, they play an active role in every aspect. This role requires both the process management and standards compliance demanded by academic disciplines (such as ITIL, ISO 20000, and PCoE) and the hands-on experience needed for people management and problem-solving.

In today’s competitive and fast-changing business world, support managers must position themselves not just as problem solvers but also as value-creating partners. By implementing best practices, keeping up with technological innovations, and maintaining a customer-centric approach, an SAP support manager can achieve personal career success and deliver significant added value to their organization. It should never be forgotten that successful support management is the assurance behind an enterprise’s seamless and efficient operations—and this success is the work of support project managers who approach their job with passion and professionalism.

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