Tighter visa rules deepen SAP S/4HANA skills shortage

Immigration rule changes in the UK and across parts of the EU are tightening the supply of experienced SAP professionals at the same time as large organisations increase work on SAP S/4HANA migrations, according to specialist recruiter and consultancy Eursap.

Companies across Europe have increased demand for S/4HANA skills as they move away from older SAP ECC systems. SAP has said mainstream support for ECC will end in 2027. That creates a fixed timeframe for many organisations that still run the legacy platform.

Recruitment and delivery teams now face a more constrained labour market for senior consultants in areas such as finance and supply chain. Some industry estimates cited by SAP partners put the shortfall as high as 100,000 SAP consultants across Europe. Hiring commentary also points to extended recruitment cycles for senior S/4HANA roles, particularly in modules including FI/CO, EWM and IBP.

The UK has also raised the Skilled Worker visa salary threshold to £38,700. Further changes are expected as UK policy continues to tighten eligibility and increase compliance requirements. Several EU countries have also adjusted sponsorship and residency rules. Those shifts have reduced the flow of experienced staff who previously moved between countries for large-scale projects.

Policy squeeze

Eursap said immigration policy has moved from a background issue to a delivery constraint for S/4HANA programmes. The firm linked tighter visa routes to longer hiring cycles and higher rates for scarce specialists.

Daniel Patel, Director, Eursap, said the effects show up directly in resourcing plans for major transformations.

"Tightening skilled-worker visa rules across the UK and Europe is not an abstract policy issue for SAP programmes. They have a very practical effect on how quickly organisations can access experience," said Daniel Patel, Director, Eursap.

"SAP S/4HANA roles require deep system knowledge, industry context, and hands-on delivery experience. These are not skills organisations build overnight, and in many cases, the most experienced consultants have historically moved across borders to support large transformation projects," said Patel.

He said the reduction in cross-border mobility has made the market more competitive for senior profiles.

"What we see now is increased competition for a relatively small pool of senior S/4HANA consultants. Hiring cycles lengthen, costs rise, and organisations are forced to make trade-offs between speed, experience, and budget. This pressure is felt most acutely in core finance, supply chain, and architecture roles, where experience directly affects delivery quality and risk," said Patel.

Delivery impact

Eursap also pointed to programme delivery consequences. The firm said skills gaps do not spread evenly across a project. It said they often appear at specific phases that rely on specialist knowledge.

"S/4HANA migrations are not linear projects," said Patel. "They depend on specialist expertise at very specific moments, particularly during data migration, testing, and cutover. If the right skills are not available at those points, programmes do not simply slow down. They often stop, reset, or require re-planning," said Patel.

He said delays then create knock-on pressure for budgets and internal teams.

"When timelines extend, costs increase, and pressure builds on internal teams," said Patel. "Organisations then face difficult decisions around scope, sequencing, or quality. In the long run, skills shortages do not just delay transformation. They increase the risk that programmes fail to deliver the operational improvements and resilience businesses expect from S/4HANA," said Patel.

For employers, the combined effect of regulatory deadlines and labour constraints has shifted resourcing from a procurement problem to a strategic issue. S/4HANA programmes often run across multiple business units and geographies. They also depend on functional expertise and system architecture skills that take years to develop.

Employer response

Eursap said organisations have started changing their approach. It highlighted earlier engagement of contractors, faster hiring processes, and wider use of remote and hybrid delivery models.

"SAP resourcing can no longer be treated as an operational afterthought. Under tighter immigration rules and sustained labour-market pressure, organisations that plan resourcing early are materially better positioned to protect delivery," said Patel.

"Early contractor engagement reduces exposure to rate inflation and skills bottlenecks at critical delivery stages, particularly during data migration, testing, and cutover. At the same time, remote and hybrid delivery models have shifted from contingency measures to a core part of programme design. Employers who widen their talent search beyond domestic markets and build blended teams are maintaining momentum, while those relying on traditional hiring models face delays and rising risk. The most successful SAP programmes now align resourcing strategy with policy reality, rather than waiting for labour conditions to improve," said Patel.

Looking ahead

With ECC support timelines approaching and policy tightening continuing, Patel said companies need to plan around constraints rather than assume improved labour availability.

"SAP programmes now sit at the intersection of regulatory deadlines, labour availability, and operational risk," said Patel.

"As S/4HANA timelines tighten and immigration policy continues to restrict access to specialist talent across the UK and EU, organisations face a narrowing window to act. Those that align resourcing strategies with current labour-market realities, rather than relying on legacy hiring models, are far better placed to protect delivery momentum and manage cost. Delaying decisions only compounds pressure as demand peaks and experienced SAP skills become harder to secure," said Patel.