Driving maximum value_from_mobile_technology_(en) for aerospace & defense industry


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Aerospace & Defense alanında mobilitenin kullanım senaryolarının anlatıldığı okunması faydalı, proje vizyonu oluşturabilecek bir "white paper".

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Driving maximum value_from_mobile_technology_(en) for aerospace & defense industry

  1. 1. SAP White PaperAerospace and DefenseDriving Maximum Value from Mobile TechnologyThe Strategic Necessity of Enterprise Mobilityin Aerospace and Defense
  2. 2. Table of Contents 5 Executive Summary 6 Why a Mobility Strategy Matters The Consumerization of Technology Expectations for Increased Enterprise Mobility and Productivity 8 The Challenges of Creating a Mobile Enterprise 9 The Four Cs of Enterprise Mobility Connect Consume Control Create 10 Enterprise Mobility with Maximum Impact and Value Enterprise Mobility for Executives Enterprise Mobility for Program Managers Enterprise Mobility for Process Workers The Bottom Line 13 Conclusion
  3. 3. Enterprise mobility is a must-have strategy foraerospace and defense (A&D) firms. As part of aglobal industry involving mission-critical products,A&D companies must support a workforce that is onthe move. Right now, the technology exists – fromreally smart smartphones to everywhere Wi-Fi access– to support true enterprise mobility in A&D. But howcan you make sure that mobile technology brings thegreatest value to your firm?
  4. 4. Enterprise Mobility Is on the RiseExecutive SummaryAerospace and defense is an inherently customers, and partners; and increasedmobile industry. Yet it’s plagued with access to these solutions. Across a rangeinefficiencies introduced by very large of companies, enterprise mobility is noproduction facilities, distributed work- longer a “nice to have” feature. It is quicklyforces, far-flung points of maintenance, becoming a strategic necessity.and assets such as aircraft and ships But making a workforce mobile andthat themselves are mobile. In an envi- securely connecting business informationronment in which mounting budget pres- with a vast array of mobile devices can besure demands “doing more with less,” a challenge. This paper details trends andsome A&D firms have looked to IT mobil- issues behind enterprise mobility andity solutions as a path towards overcom- then outlines a framework that can helping these challenges. guide A&D firms seeking to create a Meanwhile, enterprise mobility contin- comprehensive and effective enterpriseues to gain momentum. This is evidenced mobility strategy. Finally, the paper willby increased corporate support for a conclude with how to identify businessbroad array of smartphones and other processes that, once they becomemobile devices; expanding support of mobile, can drive the most value tomobile applications for employees, the organization. Across a range of companies, enterprise mobility is no longer a “nice to have” feature. It is quickly becoming a strategic necessity.SAP White Paper – Driving Maximum Value from Mobile Technology 5
  5. 5. Mobile Technology Is the Next DesktopWhy a Mobility Strategy MattersIn a recent Oxford Economics survey, The Consumerization Furthermore, more than 55% of therespondents were asked to identify four of Technology companies allow employees to bring theirdigital megatrends that they believe will personal mobile devices into the officehave the greatest positive impact on the When it comes to mobile technology, and will provide some level of support tobusiness landscape. Mobile technology employees are driving how they want to these personal devices. “This is part of atopped the list, as shown in Figure 1.1 interact with information – and expecting broader trend that we call the ‘consumer-Respondents across all sectors, in firms IT departments to support a wide range of ization’ of IT in which employees solveof all sizes, and in both the developed personal mobile devices and applications. customer and business problems usingand emerging worlds consistently rated According to a recent survey of nearly technology that they master first at home,mobility technology as a game changer. 2,000 North American and European such as social media, mobile, and videoIn fact, more than 50% of the respon- companies by Forrester Research Inc., services,” notes the Forrester report.4dents within each sector indicated that more than 45% of the firms state that In short, employees want to interacttheir firms will invest heavily in mobile they are focused on supporting more with business data as easily and as intui-technologies over the next five years.2 mobile applications for employees who tively as they use Twitter or Facebook.As smartphone penetration and adop- work outside of the office.3 In addition,tion rates soar, handheld devices are 43% of the companies are planning topoised to eclipse the desktop and laptop support more mobile devices or smart-as must-have technologies. phones for their employees.Figure 1: Importance of Mobile Technology in Driving Business ValueWhich do you believe will have the greatest positive impact on your business over the next five years?Mobile technologyBusiness intelligenceCloud computingSocial media 0% 10% 20% 30% 40% 50% 60%Source: Oxford Economics
  6. 6. Expectations for is more complex, placing a premium onIncreased Enterprise orchestration and the ability to instantlyMobility and Productivity deliver information wherever it is needed. The emergence of mobile solutionsShrinking government budgets, increased means that IT can play a significant role inlow-cost competition, and performance- addressing A&D’s complex challenges bybased contracting are some of the key speeding critical business processes andtrends that have driven A&D firms to supporting rapid decision making. Fromrethink how they operate. For example, the executive ranks, to program manag-aerospace manufacturers – particularly ers, to production and service workers,those in the commercial sector – have mobile solutions can enable employees toturned to outsourcing production of complete complex tasks more efficientlymajor assemblies and subcomponents to and to greater levels of quality and com-reduce capital expenditures and labor pliance. According to Yankee Groupexpenses. In the maintenance, repair, and Research Inc., “Despite initial fears thatoverhaul (MRO) space, performance- the spread of mobile technologies wouldbased contracts increasingly dictate that spiral costs out of control and put sensi-global firms deliver service locally and tive corporate data at risk, companiesefficiently. Moreover, overarching are increasingly looking to . . . mobiledemands in the A&D marketplace for applications to offer incremental businesssafety, quality, and regulatory compliance benefits that together can have a trans-have not lessened. This new reality in A&D formative impact.”5 (See Figure 2.)Figure 2: Internal and Customer-Facing Benefits from Mobility InitiativesSource: Yankee Group Research Inc., A Guide to Successfully Deploying Enterprise Mobile Applications, September 2011SAP White Paper – Driving Maximum Value from Mobile Technology 7
  7. 7. Multiple Apps, Servers, and Storage Systems Add ComplexityThe Challenges of Creatinga Mobile EnterpriseA comprehensive mobility strategy is a Figure 3: The Complexity of Managing Organizational Mobilitytop priority to leverage technology andimprove performance. While the needto support such a powerful and flexiblemobility strategy is great, getting thereis complicated and difficult. Historically, BlackBerry Smartphone Windows Phone 7many firms have pushed information –e-mails, alerts, and static reports – outto employees via a corporate-mandated Multiple platformsmobile device. With today’s technology, iOS Windowsfirms can move from the push environ-ment to an interactive one – where Multiple systemsemployees are connected and interactiveall the time, anywhere, on any device. Making your enterprise mobile requires iPad OS Android Tabletgetting timely business information, irre-spective of the source, to your employeeswhen and where they need it. For exam-ple, a production supervisor who is out of Phone 7, just to name a few – quicklythe office can send out work orders using become complicated, as illustrated ina smartphone. Workers who are already Figure 3. For example, do you have a pro-on the shop floor can then access their cess to apply necessary and timely OSassignment from a tablet device. Maybe patches? You need a platform that canthey drill down into details to review help you coordinate and manage datainstructions, technical drawings, or tool from multiple applications, servers, andassignments. Now they can immediately storage systems – one that can securelybegin the operation and update the task filter large amounts of data and distributestatus without having to leave the point of it safely.work. Information can be shared and deci- Given the rigorous security require-sions can be made with fewer bottlenecks ments in A&D, all this must be done withand less wasted effort. utter confidence that data is secure at all While A&D firms have long desired this times, using a system that balances rig-level of interconnectivity, the technology orous security with easy and trouble-freeis only now fully available to support it. employee access. Can you enforce secu-Smartphones and tablets – such as the rity policies established in the provision-iPad, Galaxy, and PlayBook – are quickly ing stage? Provide detailed logging andbecoming mainstream. Meanwhile, Wi-Fi reporting? Supply robust encryptionnetwork connectivity and bandwidth is that satisfies government standards?ubiquitous – not just in the office, but lit- Historically, these IT challenges haveerally everywhere. been addressed in an ad hoc fashion. However, supporting and managing the Now, enterprise mobility platforms allowcollection and delivery of business infor- IT to better manage data flow and ensuremation to a wide range of wireless devices rigorous mobile security features for theand operating systems – BlackBerry, iOS, connectivity of critical information to alliPad OS, Android, Windows, and Windows employees on any devices.
  8. 8. The Keys to an Effective Mobility StrategyThe Four Cs of Enterprise MobilityFirms interested in secure mobile tech- Control Decommissioningnology need to consider several major The final phase is decommissioning. Herefactors. We’ll call them the “four Cs”: Your IT department needs central control you can remotely disable or kill devices,connect, consume, control, and create. of all devices, as well as the information reprovision and redeploy devices, and pulled from the platform and pushed to enforce access violation locks. Decom-Connect those devices. For example, an effective missioning is a critical step – as impor- practice is to build a control feature once tant as provisioning, or perhaps evenAs we’ve mentioned, any enterprise and use it to support multiple devices. more so. We’ve all heard stories about amobility strategy starts with a platform The goal is to manage and secure each device sold on eBay that is still loadedfor information management. Such a plat- mobile device through its entire lifecycle, with corporate data; that device was theform must be able to pull all business from provisioning to production to victim of either theft or a poor decommis-information from multiple data sources decommissioning. sioning process. To enforce the security ofand applications – including enterprise the business, you must be able to lock orresource planning, customer relationship Provisioning kill a lost or stolen device and to wipe allmanagement, supply chain management, In the provisioning phase, you need to data from devices about to be removedHR, and more – to data storage devices, configure, set up, and install devices; from inventory and repurposed. Finally,servers, and data marts. A flexible and manage application deployment; and each reprovisioned device must receive aopen infrastructure needs to make the establish security policies. You can work new functional image as well as thedata easily accessible to users and also with both group and membership assign- appropriate applications and settings.incorporate large and sometimes unex- ments to accomplish provisioning for apected changes down the road. large organization. CreateConsume Production Rapid-development tools make it easy to In the production phase, you must create new mobile applications – forA workable enterprise mobility system remotely manage, track, and maintain example, an expense report or sales andmust be able to deliver business informa- devices. This includes updating and development app. The value that mobiletion to any mobile device for consumption repairing software as needed, as well technology delivers is directly related toand use. As stated before, employees as distributing data and content to line- the effectiveness of the applications youwant to receive the information and ana- of-business applications. You need to are running. Developing mobile apps forlyze it on the device of their choice – any- securely back up device data, enforce mission-critical processes – such as tal-time and anywhere. Firms must address compliance and security policies, and ent management or business develop-the complex challenges of managing a provide login reports. ment – can help carve out competitivewide and ever-changing range of both differentiation. Remember also that newemployee-owned and company devices, applications should possess the bestwith multiple operating systems and qualities of well-designed consumerupgrade schedules. For example, a report apps – small, easy to download, and easyformatted for viewing on a BlackBerry to understand, with rapid development,may not display correctly on an iPhone. instant value, and fast ROI.SAP White Paper – Driving Maximum Value from Mobile Technology 9
  9. 9. The Key Is to Identify the Right ProcessesEnterprise Mobility with MaximumImpact and ValueA number of areas within A&D are primed Area Mobile Application Examplesto use mobile technology to drive incre- Aftermarket; maintenance, •• Work order access at the point of servicemental value, as shown in the table. repair, and overhaul (MRO) •• Tool and part inventory tracking With so many use-case possibilities, •• Technical document referencehow do you narrow in on those that will •• Service history and loggingdrive the biggest impact and value? You •• Task resolution and work sign-offwant to look for opportunities to turn •• Technician scheduling and availabilityunproductive time, such as downtime atan airport, into productive time, such as Business capture •• Lead managementcompleting an expense report. You also •• Opportunity managementwant to look for opportunities to increase •• Collateral accessproductivity of already productive time. •• Product visualization and demonstration At SAP we’ve developed some simple , Program management •• Time recordingguidelines for identifying processes ripe •• Earned value and project status reportingfor improvement using mobile applica- •• Dashboard of key performance indicators (KPIs)tions. First, the workflow must be com- for program managementplex; you won’t get the same level of ROI •• Workflow approvalson a simple process. Second, the pro- •• Supplier auditcess must be time sensitive; one of thegreatest strengths of mobile apps is Shop floor management •• Work order assignment and tracking for shopspeeding up the time it takes to make a floor supervisorsdecision. Third, mobile applications can •• Production bulletin boardoffer significant benefits to processes •• Work order access at the point of productionthat multiple people touch. The net? •• Quality issue managementEnterprise mobility can speed decisiontime and accelerate activities in a time- Analytics •• KPI monitoringsensitive, complex process that requires •• Data exploration and visualizationinformation, analysis, or approval frommultiple employees. Taking the abovefactors into account, let’s review threehigh-impact use cases in more detail.
  10. 10. Enterprise Mobility Enterprise Mobility for Criteria for Applying Mobilityfor Executives Process Workers To optimize your ROI in mobile technology, apply it to business processes that involve:A&D executives always need to be on top A&D workers in engineering, production, •• Complex workflowsof their business to accelerate time to field support, and business operations •• Time-sensitive decisionsaction. With mobile applications, they need rapid access to information, such •• Multiple people touching the processcan get instant insight – in the form of as tasks, schedules, and resource avail-key performance indicators for all areas ability. For example, the ability of techni-of their business. They can review sales, cians to access work order informationthe business development pipeline, and – especially when they are on the go inthe status on program delivery. Mobile the field or in large production areas –features give executives the ability to can speed delivery and maximize themake more educated decisions based on value of contracts. Mobile applicationsreal-time data and analytic functionality, can also improve collaboration and visi-which ultimately speeds response time. bility within the program ecosystem. For example, productivity apps can allowEnterprise Mobility for program stakeholders to easily captureProgram Managers and communicate time sheets, travel expenses, and workflow requests andWith key information at their fingertips, approvals.program managers can use mobile appli-cations to orchestrate the activities of The Bottom Linetheir teams and ultimately accelerateprogram delivery. They need access Understanding where to apply mobileto all necessary information – such as technology – to time-sensitive, complexcontract bids and proposals, system processes requiring input from multipleengineering and requirement details, people – can help ensure maximumand earned value management reports – impact and effectiveness and speed ROIto help bring programs in on time and of enterprise mobility initiatives.under budget.SAP White Paper – Driving Maximum Value from Mobile Technology 11
  11. 11. You need a platform that can help you coordinate and manage data from multiple applications, servers, and storage systems– one that can filter and distribute large amounts of data safely, balancing rigorous security with easy employee access.
  12. 12. Enterprise Mobility Can Drive Faster, Smarter DecisionsConclusionA&D firms are positioned to derive great consume, control, and create. The best Learn Morebenefits from making their operations candidates are complex processes that In the world of aerospace and defensemobile enterprise-wide, from executives require rapid decisions based on informa- (A&D), mobile technology is a strategicto program managers to process workers. tion, analysis, or approval from multiple necessity that can boost productivity andBut to do so successfully, a firm must people. In such cases, successful applica- drive competitive advantage. For moreaddress the daunting task of supporting a tion of mobile technology can speed deci- information on how to maximize the valuewide-ranging ecosystem of operating sys- sion time and accelerate both processes of mobile technology in your A&D firm, contact www.sap.com/industriestems, devices, and applications required and ROI. /aerospace-and-defense.epx.to empower its mobile workers. To achieve To reap the benefits of enterpriseenterprise mobility with power and control mobility, find a process that is ripe forin a way that helps its users get the most this strategy – and use the four Cs toout of mobile technology, a firm should start making faster, better-informedthoroughly address the four Cs – connect, decisions today. FOOTNOTES 1. Digital Megatrends 2015: The Role of Technol- ogy in the New Normal Market, Oxford Economics, March 2011. 2. Ibid. 3. The Rise of Wannabe and Maverick Mobile Workers, Forrester Research Inc., February 16, 2011. 4. Ibid. 5. A Guide to Successfully Deploying Enterprise Mobile Applications, white paper commissioned by SAP from Yankee Group Research Inc., September 2011.SAP White Paper – Driving Maximum Value from Mobile Technology 13
  13. 13. Enterprise mobility can speed decision time and accelerateactivities in a time-sensitive, complex process that requiresinformation, analysis, or approval from multiple employees.
  14. 14. www.sap.com/contactsap50 113 631 (12/06) ©2012 SAP AG. All rights reserved.SAP R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, ,SAP BusinessObjects Explorer, StreamWork, SAP HANA, andother SAP products and services mentioned herein as well astheir respective logos are trademarks or registered trademarksof SAP AG in Germany and other countries.Business Objects and the Business Objects logo, BusinessObjects,Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius, and otherBusiness Objects products and services mentioned herein as well as theirrespective logos are trademarks or registered trademarks of BusinessObjects Software Ltd. Business Objects is an SAP company.Sybase and Adaptive Server, iAnywhere, Sybase 365, SQL Anywhere, andother Sybase products and services mentioned herein as well as theirrespective logos are trademarks or registered trademarks of Sybase Inc.Sybase is an SAP company.Crossgate, m@gic EDDY, B2B 360°, and B2B 360° Services are registeredtrademarks of Crossgate AG in Germany and other countries. Crossgateis an SAP company.All other product and service names mentioned are the trademarks oftheir respective companies. Data contained in this document servesinformational purposes only. National product specifications may vary.These materials are subject to change without notice. These materialsare provided by SAP AG and its affiliated companies (“SAP Group”)for informational purposes only, without representation or warranty ofany kind, and SAP Group shall not be liable for errors or omissions withrespect to the materials. The only warranties for SAP Group products andservices are those that are set forth in the express warranty statementsaccompanying such products and services, if any. Nothing herein shouldbe construed as constituting an additional warranty.