How Array Technologies’ Project-Based Planning Revolution Turned Constraints into Competitive Advantage

Key Takeaways

  • Array Technologies has transitioned from manual Excel-based planning to a sophisticated project-based planning model using SAP IBP, enabling them to adapt to the unique requirements of utility-scale solar projects.

  • This strategic shift improves operational efficiency by allowing Array to prioritize sales orders and assess the financial impact of delays in real time, minimizing potential penalties and enhancing profitability.

  • The implementation of a phased approach ensures smooth integration of complex supply chain processes and highlights the importance of bridging data gaps between non-SAP CRM systems and ERP for successful project management.

Assets are rarely static items in the complex world of utility-scale solar energy. For Array Technologies (Array), a global leader in solar tracking solutions, planning includes managing massive, high-value projects with long lead times and intense environmental variables. To navigate this, Array partnered with CloudPaths’ SuitePaths team to shift from manual, Excel-based firefighting to a sophisticated project-based planning model within SAP Integrated Business Planning (IBP).

Shifting from Static Constraints to Strategic Assets

Traditional supply chain models often treat production lines and warehouses as rigid limitations. However, in project-driven industries like solar, product such as tracking devices and sensors are highly specialized and expensive. For Array, every project—whether in the snowy mountains or a sun-drenched desert—requires a unique mix of technology.

“Project-based planning is essential for industries like solar panels where there are continuous requirements/needs change,” said Pratap Shinde, Director for the Digital Supply Chain Management Practice at CloudPaths.

He added, “From a vendor perspective, it becomes crucial to understand how the industry is evolving, what new products are being brought in, and how that impacts sales to make sure old products are end-of-life and new products start as a cycle.”

Eliminating Firefighting 

One of the most significant pain points Array faced was the lack of a centralized system to track contract terms and potential penalties, known as liquidated damages. Previously, planners relied on manual calculations that couldn’t keep pace with shifting supply plans. By implementing project-based planning in SAP IBP, Array can now prioritize firm sales orders and automatically calculate the financial impact of delivery delays.

Sahil Bansal, Senior Manager at CloudPaths, highlighted the operational impact: “Earlier, this was all manual—generating a plan and then calculating the dollar value. By the time the contracts team generated a dollar value, the plan would have changed. However, SAP IBP gave them that quick turnaround. Planners could decide if they needed to prioritize one customer over the other or one project over the other to minimize the dollar impact.”

The Crawl, Walk, Jog, Run Approach to ROI

To ensure a smooth transition without disrupting ongoing operations, CloudPaths utilized its signature phased implementation strategy: Crawl, Walk, Jog, Run. This approach focused on delivering a Minimum Viable Product (MVP)—such as Basic Supply Planning— then the inclusion of Complex Network for Allocated Supply elements and Liquidated Damages Planning before moving into advanced scenarios, such as AI-driven data sanity checks or long-term capital expenditure planning.

Looking Toward 2026

For SAP professionals eyeing a similar journey in 2026, Shinde and Bansal identified one critical red flag: data fragmentation. Array’s success hinged on bridging the gap between their non-SAP CRM systems and SAP S/4HANA to ensure quotes and opportunities were accurately reflected in the planning engine.

Ultimately, the transformation at Array proves that when data modelling is done properly for the products planned in the context of specific projects, it ceases the limitations of data and instead becomes the foundation for a more resilient, profitable bottom line.

What This Means for SAPinsiders

The transformation at Array Technologies offers a blueprint for organizations managing complex, project-based lifecycles. For SAP insiders looking to replicate this success, consider these three strategic imperatives:

  • Bridge the CRM-to-ERP data gap early. Successful project-based planning requires visibility into the pre-order phase. Ensure the organization’s strategy accounts for synchronizing quotes and opportunities from non-SAP CRM systems into the digital supply chain, as these early signals are critical for long-lead-time asset allocation.

  • Prioritize financial impact over volume. Instead of focusing solely on fill rates, integrate contract-specific logic, such as liquidated damages, into the planning engine. By centralizing penalty calculations within SAP IBP, planners can make real-time, value-based decisions that directly protect the bottom line.

  • Adopt a modular implementation mindset. Avoid the big bang approach by focusing on a Minimum Viable Product (MVP). Start with foundational supply finite heuristics before layering on advanced capabilities like scenario planning or AI-driven data sanity checks. This methodology builds planner trust and delivers early wins without disrupting active project deliveries.