Digital Tools Can Help Manufacturing Companies Cut Costs by 30%
Manufacturing companies have historically had an on-off relation with technology. Most have aggressively adopted traditional technologies such as Enterprise Resource Planning (ERP). However, they have been slow in adopting recent digital technologies such as big data analytics, real-time order confirmation, Web-EDI among others. Moreover, most have adopted technologies to varying extent creating a connectivity gap in their operations. We believe digital technologies will help manufacturing companies in eliminating this gap.
Our research and project experience indicate that by adopting digital tools, manufacturing companies can cut costs by as much as 30% by enabling savings on capital costs, labor field force among other key cost elements.
A Blockchain-Based Framework for Apparel & Footwear Supply Chain TraceabilityCognizant
Distributed ledger technology solutions enable fashion brands and retailers to improve supply-chain visibility across their diverse ecosystems, helping them to communicate product provenance to partners and customers, as well as mitigate environmental and reputational risk.
To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an opportunity for process improvement and optimization, and choose carefully between a phased or a big bang deployment.
The Top Three Product Lifecycle Management Trends Taking Shape Across the Dig...Cognizant
By embracing product data as a service, microservices and emerging blockchain technology, product development organizations can more effectively innovate and compete in the dynamic global marketplace.
The construction industry, which has long been heavily reliant on manual labour, is undergoing digital transformation at an accelerated rate. Here is how the industry is being transformed by technology.
#MaintainMomentum #Construction Industry #Management #Business #ManagementConsulting #ChangeManagement #MaintainMomentum
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
A Blockchain-Based Framework for Apparel & Footwear Supply Chain TraceabilityCognizant
Distributed ledger technology solutions enable fashion brands and retailers to improve supply-chain visibility across their diverse ecosystems, helping them to communicate product provenance to partners and customers, as well as mitigate environmental and reputational risk.
To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an opportunity for process improvement and optimization, and choose carefully between a phased or a big bang deployment.
The Top Three Product Lifecycle Management Trends Taking Shape Across the Dig...Cognizant
By embracing product data as a service, microservices and emerging blockchain technology, product development organizations can more effectively innovate and compete in the dynamic global marketplace.
The construction industry, which has long been heavily reliant on manual labour, is undergoing digital transformation at an accelerated rate. Here is how the industry is being transformed by technology.
#MaintainMomentum #Construction Industry #Management #Business #ManagementConsulting #ChangeManagement #MaintainMomentum
Selecting a Software Solution: 13 Best Practices for Media and Entertainment ...Cognizant
When selecting commercial off-the-shelf software (COTS), companies in the increasingly digitally-based media and entertainment industry need to develop a detailed advance plan, obtain support from all stakeholders and continuously monitor vendor performance against critical expectations, best practices and business requirements.
Business plan for CBC(Cognizant Business Consulting) to foray into the Gamification Enterprise Products & Consulting market. Worked closely with senior management to develop actionable strategy addressing all internal & external stakeholders
Two-Tier ERP: Enabling the Future-Ready Global Enterprise with Better Innovat...Cognizant
Organizations that embrace two-tier ERP strategies are better positioned
to both navigate volatile global business conditions and acquire or divest operations that generate operational efficiency and growth.
Designing a Digital transformation Architecture for Life Sciencessoftconsystem
An intelligent architecture establishes control and reduces variability by building intelligence into processes that are enforced and acted upon by the system. Knowledge-driven operations rely on seamless interconnection between the assets and processes that control production. When the control system anticipates deviations in the process, it can proactively
guide operations to take action to maintain optimal conditions. Click the link :https://literature.rockwellautomation.com/idc/groups/literature/documents/wp/life-wp006_-en-p.pdf
Cognizant -- New Business Models through CollaborationsPistoia Alliance
The Pistoia Alliance Conference in April 2011 included a series of 10-minute "lightning talks" from vendors about what they think pharma will look like in 2020. This presentation was delivered by Jack Angier of Cognizant.
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Flight Plan Design + Blockchain (Fashion / Retail)Gendry Morales
In this talk, I unpacked how we think about Design in Blockchain. Cover some examples in Retail/Fashion, what we are up to at Flight Plan http://theflightplan.io/ and how we approach blockchain ideas from a human centred design perspective.
Cognizant is the only company to earn a place in the list of Forbes fastest growing technology companies every year since the list’s inception. Its intriguing growth leaves us inquisitive – is there a framework to excel? Has Cognizant found the same? It is known that the book Built to Last by Jim Collins and Jerry Porras influenced Francisco D’Souza (CEO of Cognizant) the most. He is committed to establish a “cult like” culture focused on core values. But, beyond this, does their dual mandate of run better and run different have any role in their monumental growth? Cognizant is not only preaching about helping their clients to transform in order to run better and run different but also walking the talk by practicing the dual mandate within organization from its early days. This paper digs into Cognizant’s history and current trends to understand what they have done to run better and run different.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
From Data to Insights: How IT Operations Data Can Boost QualityCognizant
By leveraging highly-analyzed operational data - the voice of customers, machines and tests - quality assurance (QA) and IT groups can derive major gains in quality of apps and in user experience.
Infosys' session on IoT World - Systems Integration in an IOT world: A practi...Infosys
The installed base of IOT products is growing exponentially along with its economic impact. Innovators are seeking a new generation of technology solutions that will help them create, operate and maintain smart connected products. It is a system of systems world that is complex, heterogeneous with a mix of incompatible, non-standard, multi-vendor, smart & not-so smart, connected and not-connected products that generate incredible amounts of data to be analyzed for insight and value. In this presentation, Jayraj Nair, AVP and Head of IoT, Infosys Engineering Services will share his experience’s building real world IOT solutions, innovative ways in which a system integrator can enable the integration between the physical and digital worlds and accelerate the adoption of Internet of Things.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
Business plan for CBC(Cognizant Business Consulting) to foray into the Gamification Enterprise Products & Consulting market. Worked closely with senior management to develop actionable strategy addressing all internal & external stakeholders
Two-Tier ERP: Enabling the Future-Ready Global Enterprise with Better Innovat...Cognizant
Organizations that embrace two-tier ERP strategies are better positioned
to both navigate volatile global business conditions and acquire or divest operations that generate operational efficiency and growth.
Designing a Digital transformation Architecture for Life Sciencessoftconsystem
An intelligent architecture establishes control and reduces variability by building intelligence into processes that are enforced and acted upon by the system. Knowledge-driven operations rely on seamless interconnection between the assets and processes that control production. When the control system anticipates deviations in the process, it can proactively
guide operations to take action to maintain optimal conditions. Click the link :https://literature.rockwellautomation.com/idc/groups/literature/documents/wp/life-wp006_-en-p.pdf
Cognizant -- New Business Models through CollaborationsPistoia Alliance
The Pistoia Alliance Conference in April 2011 included a series of 10-minute "lightning talks" from vendors about what they think pharma will look like in 2020. This presentation was delivered by Jack Angier of Cognizant.
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
Flight Plan Design + Blockchain (Fashion / Retail)Gendry Morales
In this talk, I unpacked how we think about Design in Blockchain. Cover some examples in Retail/Fashion, what we are up to at Flight Plan http://theflightplan.io/ and how we approach blockchain ideas from a human centred design perspective.
Cognizant is the only company to earn a place in the list of Forbes fastest growing technology companies every year since the list’s inception. Its intriguing growth leaves us inquisitive – is there a framework to excel? Has Cognizant found the same? It is known that the book Built to Last by Jim Collins and Jerry Porras influenced Francisco D’Souza (CEO of Cognizant) the most. He is committed to establish a “cult like” culture focused on core values. But, beyond this, does their dual mandate of run better and run different have any role in their monumental growth? Cognizant is not only preaching about helping their clients to transform in order to run better and run different but also walking the talk by practicing the dual mandate within organization from its early days. This paper digs into Cognizant’s history and current trends to understand what they have done to run better and run different.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
From Data to Insights: How IT Operations Data Can Boost QualityCognizant
By leveraging highly-analyzed operational data - the voice of customers, machines and tests - quality assurance (QA) and IT groups can derive major gains in quality of apps and in user experience.
Infosys' session on IoT World - Systems Integration in an IOT world: A practi...Infosys
The installed base of IOT products is growing exponentially along with its economic impact. Innovators are seeking a new generation of technology solutions that will help them create, operate and maintain smart connected products. It is a system of systems world that is complex, heterogeneous with a mix of incompatible, non-standard, multi-vendor, smart & not-so smart, connected and not-connected products that generate incredible amounts of data to be analyzed for insight and value. In this presentation, Jayraj Nair, AVP and Head of IoT, Infosys Engineering Services will share his experience’s building real world IOT solutions, innovative ways in which a system integrator can enable the integration between the physical and digital worlds and accelerate the adoption of Internet of Things.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
4 Reasons to Digitize Manufacturing Workflows with No Code Platforms.pptxArpitGautam20
Here are 4 reasons to digitize your existing manufacturing workflows with the help of powerful Ai-driven No Code Platforms for enterprises. https://natifi.ai/4-reasons-to-digitize-manufacturing-workflows-with-no-code-platforms/
Advanced Manufacturing – Solutions That Are Transforming the IndustryMRPeasy
Advanced manufacturing is on its way to transform the industry. And there are solutions in place already that could help even small manufacturers keep up in the rapidly changing business environments.
The Business Conundrum Facing Manufacturers
Manufacturing companies have traditionally
had an on-again-off-again relationship with
technology. However, the paradigm shift driven
by global manufacturing and distribution,
combined with rapid digital innovation, is
changing this equation.
Manufacturing companies have traditionally
had an on-again-off-again relationship with
technology. However, the paradigm shift driven
by global manufacturing and distribution,
combined with rapid digital innovation, is
changing this equation. Deloitte’s 2016 MHI
survey reveals that 83% of manufacturing
organizations believe investing in key digital
technologies such as IoT, robotics, Big
Data, cloud computing, etc. will be key to
competitive advantage in the near future.1
In today’s globalized, competitive marketplace, being able to leverage technology to deliver faster turnaround times, meet lower pricing goals and provide customizable options can mean the difference between sustainability and irrelevancy. In this ebook, we’ll explore some of the leading solutions transforming the manufacturing industry:
- Automation for cost savings
- 3D printing for improved productivity
- Smart data for quality assurance
- Connectivity for safety and communication
- Security solutions to protect it all
Learn more: http://ms.spr.ly/6006Twegg
In the age of disruption, manufacturers need to
constantly find innovative ways to overcome challenges
like data sitting in silos, downtime (which could be
prevented), rigid production and labor shortage issues.
Companies need to listen to their operators and
technicians and enable them to have a say in the
day-to-day processes. Issues like being unable to find a
product/part on the floor lead to unnecessary delays,
miscommunication, and dissatisfaction among workers
Customize Transformation For A Personalized ExperienceLCDF
Shifting to a Customer-centric
Business Model :-
Many businesses already see the writing on the wall: Only 8 percent of companies
say their current business model will remain economically viable if their industry
keeps digitizing at its current course and speed.2 But to become a modern digital
business, you must go beyond just digitizing old business models and instead use
technology to align your people, processes, and technology around entirely new ways
of serving customers.
By placing the customer at the center of everything you do, you can create products,
services, and experiences that are more valuable to your buyer, allowing you to stand
out in an increasingly commoditized world, drive more profit, and generate more
brand loyalty.
The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
Revolutionizing the Manufacturing Industry.pdfeinnosys
The manufacturing industry has been around for centuries, but with the advent of technology, it has undergone a significant transformation. Software solutions have revolutionized the manufacturing industry.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
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2. Executive Summary
Manufacturing companies have historically had an on-off relation with technology. Most have aggressively adopted traditional
technologies such as Enterprise Resource Planning (ERP). However, they have been slow in adopting recent digital technologies such
as big data analytics, real-time order confirmation, Web-EDI among others. Moreover, most have adopted technologies to varying
extent creating a connectivity gap in their operations. We believe digital technologies will help manufacturing companies in eliminating
this gap. Our research and project experience indicate that by adopting digital tools, manufacturing companies can cut costs by as
much as 30% by enabling savings on capital costs, labor field force among other key cost elements.
The first area where digital technologies can have significant impact is on manufacturing operations. Most manufacturers still rely on
traditional and outdated models of planning. By migrating to advanced planning systems, and using digital technologies, they can gain
greater visibility into their manufacturing operations. LG Display integrated seven different planning and execution systems to gain a
unified process data view of its global plants.
Supply chain visibility is a key item on the agenda of Supply Chain Management (SCM) professionals. Over the years, SCM has seen
deployment of multiple disparate digital tools, creating a siloed system that distorts end-to-end visibility. Digital tools can help bridge
these connectivity gaps. Levi Strauss & Co. reduced manual tracking and tracing of inbound shipments by 98% by implementing a
supply chain visibility platform supporting ASN (Advanced Shipping Notification).
Digital tools aid the service function in overcoming information paucity, enabling effective scheduling, providing multifunctional tools to
field technicians and driving the overall productivity of service operations. Kinetico, a manufacturer of water treatment systems, cut its
service resolution time into half, after deploying a cloud-based service management solution.
We believe digital technologies can help manufacturing organizations achieve excellence in manufacturing operations. However, this
requires a structured approach involving, among other steps, a maturity assessment, prioritization of digital initiatives and setting up
of a digital operating process model. Manufacturers should also consider lessons learnt from the earlier generation of technology
deployments and stay away from taking a silo-based approach.
2
3. Manufacturing Companies Do Not Fully
Leverage Digital Technologies
Manufacturing
companies
have
traditionally been early adopters of
selected technology such as ERP and
Production Planning systems. For
instance, a survey among 170 global
manufacturers reported that 92% of
them had implemented an ERP systemi.
Manufacturers also have systems in place
that are able to support the management
and control of internal material flow. Most
warehouses are managed automatically
and machines are controlled by CNC1 or
DNC2 software. However, the challenge
is that most of these initiatives have been
implemented in silos. Different processes
have been made digital at different times
and to varying extent. Consequently,
most manufacturing companies have
not achieved a complete integration of
information flow along the operations
process.
Compared to older technologies such as
ERP, manufacturing companies have been
quite slow to adopt more recent digital
technologies. Our research with the MIT
Center for Digital Business showed that
only 12% of manufacturing companies
are truly leveraging the power of digital
technologies – we call these companies
Digiratis3. This compares unfavorably
to other industries such as banking,
insurance and telecom where over 30%
of companies are Digiratis. As an overall
industry,
manufacturing
companies
collectively fall in the “Beginners” category
(see Figure 1).
The manufacturing
industry is a ‘Beginner’ in
digital maturity.
Figure 1: Digital Maturity by Industry, 2012
Fashionistas
Travel and
hospitality
Digirati
Telecom
Digital Intensity
High Technology
Retail
Pharmaceuticals
Digital intensity measures how advanced digital initiatives are
within an organization. This includes investments in customer
experience, operational processes, business model transformation,
as well as digital capabilities.
Banking
Consumer
Packaged Goods
Insurance
Transformation management intensity measures senior executives’
capability to drive change throughout the organization. This
includes creating and communicating a clear vision, establishing
governance mechanisms, facilitating cross-silo coordination, and
building a digital-ready culture.
Utilities
Manufacturing
Beginners
Conservatives
Transformation Management Intensity
Source: Capgemini Consulting – MIT Center for Digital Business research, 2012
1 CNC = Computerized Numerical Control
2 DNC = Distributed Numerical Control
3 Digiratis are the category of companies that exhibit the highest amount of digital maturity, a combination of digital initiatives and management practices
3
4. Our research indicates that while
manufacturing companies have invested
in technologies, they have largely done
this in silos. Only 38% of manufacturing
industry executives indicated that
digital initiatives in their company were
coordinated across functions or regions.
Such an approach results in connectivity
gaps where information does not flow
freely across departments and business
units. This hinders achieving operational
excellence. Manufacturing companies
have now begun to recognize this gap.
For instance, a global survey highlighted
that 75% of manufacturers considered
improving internal cross-departmental
systems, and process collaboration
and integration as their top strategic
prioritiesii.
4
Most manufacturing companies today
are still in the early stages of their digital
transformation journey. They are not
leveraging the significant benefits that
digital technologies can bring in driving
operational excellence.
In this paper, we take a look at how
digitization will help manufacturing
companies in the key three main process
domains of manufacturing operations,
supply chain and service maintenance.
For each of these areas, we assess
how manufacturers can minimize the
connectivity gap. We conclude the paper
with an actionable roadmap on how to
achieve operational excellence using
digital transformation.
Only 38% of
manufacturing industry
executives indicated
that digital initiatives
in their company were
coordinated across
functions or regions.
5. Digital Technologies Enable Operational
Excellence in Manufacturing Operations
When it comes to key aspects of
operations, most manufacturers still rely
on outdated models of planning, systems
that offer poor visibility and involve
excessive human intervention leading to
suboptimal results.
Lack of Integration between
planning and execution
impedes operations
Materials Requirements Planning (MRP)
is a key part of operations management
and
inventory
control
in
most
manufacturing operations. MRP systems
ensure that materials are available for
production while maintaining the lowest
possible material and product levels
in store. They are also responsible for
purchasing and manufacturing activities
and for planning delivery schedules.
However, manufacturers continue to
rely on traditional methods of operations
execution. It is estimated that more than
70% of manufacturers still use ‘Infinite
Planning’ methods through MRP systems
to schedule their production programiii.
Such ‘Infinite Planning’ methods forecast
potential future capacity without taking
into consideration the actual capacity
constraints of each individual work
stream. Instead, they assume an infinite
capacity, which results in machine
overload and unrealistic delivery dates.
This causes split of production orders,
inventory carrying and change-over costs.
As a result, frequent manual adjustments
on shop floor control level need to be
done to improve deviations in production.
The unnecessary manual work impedes
automation and overall productivity, and
adds waste to the system.
Digital Tools Afford Greater
Visibility
Digital integrated production planning
and shop floor control improve visibility
into production progress and material
availability. These tools help in avoiding
activities with limited value-add such
as searching for material, counting and
troubleshooting, and manual data entry
tasks. Consideration of current production
capacity enables organizations to prevent
outcomes such as unreasonable delivery
dates. Finite planning and execution tools
take existing capacity into account, unlike
infinite planning that assumes unlimited
capacity. In combination with realtime confirmation and current machine
status information, resource overload
situations can be avoided resulting in a
feasible production order plan that would
eliminate manual intervention. Reliable
and real time order confirmation can be
enabled by machines connected to the
ERP and integrated with customer order
management system. This will enable
companies to give their customers
realistic order confirmations leading to
increased customer satisfaction.
LG Display integrated
7 different systems and
created a unified process
data view resulting in
better decision-making.
By integrating information flow during all
steps of operations, the visibility required
to properly manage these end-to-end
processes can be achieved. Consider
the case of LG Display. It is a leading
global manufacturer of LCD panels.
The company had been using disparate
Manufacturing Execution Systems (MES)
in each of its plants. They were facing
challenges with data standardization,
standards of production information
and hardware profiles. They wanted to
integrate all of the MES with their existing
ERP in order to make their business
systems real-time. They also wanted to
consolidate decision-making systems
by processing and displaying real-time
information through ERP. The company
integrated multiple areas of its IT systems
including Enterprise Resource Planning
(ERP), Master Data Management (MDM),
Element Management System (EMS),
Manufacturing Execution System (MES),
Supply Chain Management (SCM) and
dataware house (MDW, EDW). Post the
deployment, the company was able to
have a unified process data view of 9
overseas offices of LG Display. Through
data standardization and process
re-establishment,
systematic
data
connection and integration between
European, Korean, and foreign offices
was made possible, resulting in better
decision-makingiv.
Digital Technologies
Cut Down on Delays
by Eliminating Human
Intervention
Connecting an Advanced ERP system
with a machine control system allows
for direct transfer of production orders to
the machine. Alternately, the production
orders can be transferred to digital
devices, which display them to the
shop floor control team. This eliminates
manual
tasks
and
automatically
directs information flow to the target
destination. The connectivity between
ERP and operations execution system
also introduces more transparency and
visibility into material availability (see
Figure 2).
5
6. Figure 2: Integrated Digital Manufacturing Operations
MRP
Manual System
ERP
Sales
Order
Management
Production
Planner
Production
Scheduler
Shop Floor
Controller
Operator
Machine
Operator
Supervisor
Digitized System
ERP
ERP
Sales
Order Management
Source: Capgemini Consulting Analysis
6
APS
Production Planner
APS
Production Scheduler
APS
Mobile device
Shop Floor Controller
Operator
MCS
Machine
7. Flow of Digital Data Simplifies Supply
Chain Management
Supply chain visibility is a key item
on the agenda of Supply Chain
Management
(SCM)
professionals.
Similar to manufacturing operations,
SCM has seen the implementation of
multiple disparate digital tools, which
creates a siloed system and distorts
end-to-end visibility. Indeed, our global
survey found that over 40% of supply
chain executives believed that improving
supply chain visibility could improve their
organization’s competitive advantageV.
There are three major connectivity gaps
related to supply chain management
processes. These include the
ƒƒ point of sales connection and
immediate customer order reactivity,
ƒƒ lack of inventory visibility during
inbound transit, production and
outbound transfer and
of lost sales increases with time delaysVi.
Similarly, production downtime often
occurs when there is no information
regarding delays in the inbound supply
chain. Lack of visibility into stock levels
results in overproduction and inventory
pile-up. Research studies indicate that
over 90% of suppliers incur anywhere
between 0-7% of their sales as additional
costs due to forecast deviationsvii.
Companies can achieve
savings of over 20% in
transport costs by using
end-to-end planning
systems and processes.
ƒƒ absence of integrated supply chain
planning and execution.
These gaps can collectively lead to
process and cost inefficiencies.
40% of supply chain
executives believe
improving supply chain
visibility can result in the
organization gaining a
competitive advantage.
Integrated
digital
tools
perform
information synchronization, inventory
management, order fulfillment, delivery
planning and coordination. These tools
take the guesswork out of operations
and reduce complexity during the
planning process. The coordinated use
of an Advanced Planning System, Point
of Sale data and analytics solutions
ensures reliability of sales projections
and stability of the supply chain. Fully
integrated planning systems that take
into account actual capacity restrictions
help avoid unnecessary production,
troubleshooting and premium freights.
Digital Tools Bridge
Connectivity Gaps
Integrated Business
Planning Drives
Transparency
Multiple sales opportunities are lost due
to the inability to confirm customer orders
quickly and consistently. Academic
research has shown that the magnitude
functions during the planning process.
This leads to greater stability in inputs
across planning and operational
processes. It also helps companies to
be more effective at customer demanddriven production and delivery. We have
observed that reliable planning can
significantly drive down logistics costs
for transportation. Order splits caused by
‘surprises’ in the supply chain typically
lead to additional transportation and
handling efforts. These can be avoided
by using end-to-end planning systems
and processes that provide full visibility
into the supply chain. Companies
that have implemented such systems
have shown that savings up to 20% of
transport costs can be achieved – by
eliminating order split and emergency
freight (often air freight). In the case of
a Swiss manufacturing company, we
found that additional transport required,
caused by late deliveries due to order
split, reduced by 13%. Reliable planning
can also reduce the cost of warehousing
as inventory levels can be optimized.
Moreover, such integrated planning also
ensures that stock levels are optimized
based on forecasted demand that is
derived from historical sales and inputs
from sales teamsviii.
90% of suppliers incur
anywhere between
0-7% of their sales as
additional costs due to
forecast deviations.
Manufacturing companies can increase
the overall level of transparency in
their supply chains by using advanced
planning tools and integrating company
7
8. Digital Technologies Enable
Effective Management of
Information Flow
Digital technologies can also be used
to manage the information flow from
suppliers to the manufacturing facilities
and further down the value chain to
the customer. This can be achieved
through technologies such as EDI4enabled Advanced Shipping Notification
(ASN)5. Similarly, companies can
connect inventory management tools
across transport modes using digital
technologies such as positioning and
navigation systems (see Figure 3).
Take the case of apparel company Levi
Strauss & Co. The company sells its
products through a variety of channels
including retail chains, department
stores and online sites. Managing
inbound logistics for the company was
a complex task as it required interfacing
with hundreds of trading partners
through manufacturing and supply
bases located across Asia, Middle East,
Africa and Latin America. Levi Strauss
& Co. deployed a best-of-breed supply
chain visibility platform to handle their
inbound logistics. A key requirement
was the need for the platform to handle
shipping notifications that came through
EDI. Post the implementation, Levi
Strauss & Co. experienced a positive
impact on the safety stock, improved its
lead times and staff efficiency. They were
able to realize the benefits in less than 18
months as against an initial estimate of
two years. The deployment also enabled
the company to reduce manual tracking
and tracing of inbound shipments by
a significant 98% and calls/emails by
80% as the system provided self help
to usersix.
Levi Strauss & Co.
reduced manual tracking
and tracing of inbound
shipments by 98% by
implementing a supply
chain visibility platform
supporting ASN.
Figure 3: End-to-End Digitally Enabled Supply Chain Model
Market information
Big data analytics
POS data
Digitized Operations Execution
Integrated Business Planning
Source
Demand
Sales forecast
Supply /
Network
APS
Production
Social media listening
Source: Capgemini Consulting Analysis
4 EDI = Electronic Data Interchange
5 Advanced Shipping Notification is a notification of pending deliveries and is usually sent in an electronic format
Make
Auto-confirmation
ATP
EDI / Web-EDI, ASN
8
ASN
EDI
Web-EDI
ATP
Deliver
9. Field Service Becomes More Effective
using Digital Tools
The service and maintenance function
has evolved from being a cost center
to a significant value generator for
manufacturers. A recent survey reported
that 58% of organizations treated
the service function as a profit center
with clear profit and loss objectives in
place. Similarly, 54% of organizations
see service as a means to rise above
competitive pressures from other
manufacturing or service organizationsx.
However, controlling activities in the
service and maintenance function
presents a challenge, particularly with
increasing number of outsourced service
partners. Due to this, the end-to-end
control and visibility across the function
decreases resulting in suboptimal aftersales performance. The service function
is plagued by several key challenges,
which can be overcome with effective
use of digital technologies.
58% of organizations in a
survey treated the service
function as a profit center
with clear profit and loss
objectives in place.
Digital Tools Help Overcome
Information Paucity
A common challenge across service
functions is the lack of information at
the right place and at the right time. For
instance, missing information on installed
base can result in wrong estimation of
resource calculation for servicing and
efficient call handling. Similarly, multiple
instances of capturing information at call
reception, field service and escalation to
second- and third-level support result in
suboptimal information transfer, which
impacts the service process. In an
integrated digital environment, relevant
information is available by integrating an
ERP/CRM solution where this data is held
centrally. Since all captured information is
stored centrally, it minimizes the chances
that information scarcity and quality will
impact the overall service function.
schedules came down from half a day
to 90 minutes. Supervisors can now use
their smartphones to resolve scheduling
issues on-the-goxii.
Research suggests over
65% of incoming service
requests require a field
visit or a dispatch.
Digital tools help service technicians
improve customer satisfaction levels.
Research carried out with over 220
service and manufacturing organizations
indicated that over 65% of incoming
service requests require a field visit or a
dispatchxiii. For these field technicians,
the ability to be remotely connected
to central databases is critical for
information retrieval. Centrally hosted
tools allow service technicians to reduce
problem resolution time and potentially
increase their billable time by reducing
unnecessary rework.
Diebold, a manufacturer of self-service
transaction systems such as ATMs,
had over 2,200 service technicians
and received over 11,000 service calls
per day in the US alone. The company
faced multiple challenges with efficiently
servicing its customer base, prioritization
of jobs and visibility into field operations.
The company rolled out a scheduling
solution integrating its existing CRM,
logistics, parts management, reporting
and mobility components. Post the
deployment, the company improved the
number of calls per technician by 33%
and also gained greater visibility and
control of the service operationxi.
Digital Tools Enable
Effective Scheduling of
Field Force
Managing field force and assigning
schedules represent a significant
challenge in a manual process. Digital
tools eliminate the guesswork that is
inherent in such manual operations. Take
the case of a fleet operator that maintains
and repairs a fleet of over 4,000 vehicles
with 400 employees. A typical process
involved eight sheets of large paper for
scheduling these employees. After their
move to a digital scheduling solution, the
time a supervisor spent to prepare daily
Digital Technologies
Provide Multifunctional
Tools for Field Technicians
Take the case of McKinley Equipment,
a company that makes warehouse
and loading dock equipment. The
company faced three primary challenges
– converting paper archives to data
streams, creating a more efficient
workflow for its field service technicians
and delivering an enhanced customer
experience. In 2011, it adopted tablets
and a cloud-based CRM and service
solution for its field technicians. The
company has seen a significant rise in
first-call fix rates. With the new solution,
technicians can now directly update
the work ticket, show the customer the
necessary parts on the tablet and get a
signature on the tablet itself to approve
the new parts order. This order can then
be sent from the service solution. The
company experienced a direct increase
of 38% in its service business as a result
of gaining a new account through these
digital toolsxiv.
9
10. Digital Tools Drive Overall
Productivity of Service
Operations
Manual management of service
organizations typically results in
inefficient operations. Field technicians
are challenged with inefficient knowledge
management and suboptimal quality of
information. They also face challenges
in managing work orders and handling
escalations through manual processes.
Digital tools can significantly impact
overall productivity of service operations
by eliminating many of these manual
challenges.
For instance, Kinetico, a manufacturer
of water treatment systems faced
many similar issues with using manual
spreadsheets that were shared via
email. As the company grew, the
existing manual nature of the process
caused them to miss deadlines with
their customers. Moreover, the process
gave the company little insight or
metrics around its service performance.
It implemented a cloud-based service
management solution that had the
ability to manage work orders, handle
escalations, automate scheduling, and
generate reporting and metric tracking to
overcome these challenges. As a result,
resolution time has been cut in half,
technicians have high visibility into work
orders and save significantly on time.
Post the implementation, technicians are
automatically notified of an open case in
their area and can easily debrief with a
work orderXV.
availability of required spare parts and
consumables, physical transportation
and ensuring efficient remote services
and scheduling of field technicians.
Figure 4 illustrates the integration of
data exchange and information flow in a
digitalized service model.
Kinetico cut its service
resolution time into half,
post the deployment of
a cloud-based service
management solution.
Digital technologies can help integrate
several service and maintenance tasks
such as planning activities, checking
Figure 4: Digital Service Model
Machines
Analytic tools
Knowledge database
Pre-processing
Satellite systems
Phone/remote
solution
Satellite systems
Scheduling
Satellite systems
ERP/CRM
Physical inventory (spare parts)
Seamless information flow
Source: Capgemini Consulting Analysis
10
Data Exchange
Field service/
physical solution
Satellite systems
Post processing
Satellite systems
11. Digital Tools Can Help Manufacturing Companies Cut Costs by 30%
Digital tools have a very strong impact across the three key areas of manufacturing operations, supply chain management and service. We believe
manufacturing companies can realize significant cost savings while driving delivery reliability, quality and customer satisfaction by deploying digital
initiatives. We summarize a selection of tools and their impact on key success factors in the below charts.
Key Cost and Productivity Benefits from Integrated Digital Manufacturing Processes
Influence on Key Success Factors
Area of Impact
Manufacturing
Operations
Digital Tool/Initiative
Cost of Goods Sold
Capital Cost
Delivery Reliability
Quality of Service
Customer
Satisfaction
Introduction of Finite
Planning
3
3
3
2
2
Real-time Order
Coordination
2
2
3
2
3
-20%
-30%
+25%
+30%
+30%
Potential Improvements, based on
Capgemini Consulting Project Experience
Key Cost and Productivity Benefits from Integrated Digital Supply Chain
Influence on Key Cost Elements
Area of Impact
Digital Tool/Initiative
Labor field force
Labor Supporting
Processes
Inventory Costs
Penalties for Missed
SLAs
POS Data-Big
Data Analytics
2
2
1
1
3
Integrated endto-end Business
Planning
2
2
3
3
3
Real-time Order
Confirmation
3
3
0
4
4
Web-EDI
3
3
0
3
2
Planning-Execution
Integration
Service Operations
Labor call handling
4
3
4
2
1
-5%
-30%
+5%
-20%
-8~-15%
Potential Cost Reduction, based on
Capgemini Consulting Project Experience
Key Cost and Productivity Benefits from Integrated Digital Service Function
Influence on Key Cost Elements
Area of Impact
Digital Tool/Initiative
Labor field force
Labor Supporting
Processes
Inventory Costs
Penalties for Missed
SLAs
Integrated ERP/CRM
3
2
4
1
3
Flexible Satellite
Systems
4
1
1
0
0
Planning and
Scheduling Software
3
4
0
0
2
Knowledge
Database
3
3
0
0
2
Technological
Integration machineservice
2
4
0
0
1
Big Data Analysis
Tools
3
3
0
3
1
Advanced Hardware/
Software for Field
Service
Service Operations
Labor call handling
3
4
2
1
2
-40%
-30%
-25%
-10%
-15%
Potential Cost Reduction, based on
Capgemini Consulting Project Experience
Relative Impact
0 1 2 3 4
Minimum
Maximum
11
12. How Can Organizations Achieve Operational
Excellence through Digital Transformation?
The starting point of the digital
transformation journey varies from
one organization to another, mainly
due to different digital footprint and
maturity levels. Across manufacturing,
SCM, service and maintenance, there
are a variety of digital initiatives that
organizations can select. Organizations
need to have a structured approach
when implementing these digital
initiatives (see Figure 5).
First,
manufacturing
companies
should undertake a comprehensive
maturity assessment of where they
stand. This should be done across
the two key dimensions of process
maturity and digital maturity. A Digital
Maturity Assessment (DMA) reveals
the current level of process digitization
compared to the availability of digital
process support options. Performance
maturity assessments add information
about the positioning of a company’s
process maturity and the opportunities
for improvement. This stage helps
companies identify the right starting point
for developing an operational excellence
strategy through process digitization.
Without a clear understanding of the
opportunity and the potential value
for the company the transformation
journey would lack a clear focus and
thus would not progress in the right
direction. A maturity assessment is the
basis for further progress and enables
organizations to decide on a clear go/
no-go based on where they stand.
The second step is to develop a clear
organizational vision and mission that
answers what operational excellence in
the future means to the organization and
why it is good for the organization.
Manufacturing
companies
should
bear in mind that it is more complex to
enhance and adjust existing tools than to
implement new processes and solutions.
As such, it becomes important to
prioritize areas of interest. Consequently,
the next step is to prioritize integration
of digital initiatives according to the
expected operations benefits and level
Figure 5: Digital Transformation Roadmap for Manufacturing Companies
Assess Maturity
Define Vision & Mission
Source: Capgemini Consulting Analysis
12
Prioritize
Define Digital Process
& Architecture
Fix Basics and Lay
Foundation
Implement
13. of implementation efforts. For instance,
a company that is facing challenges in
sending the right information to its field
technicians should focus on creating a
Web-based knowledge database before
thinking of initiatives such as integrated
ERP/CRM (see Figure 6).
After prioritizing initiatives, organizations
should proceed to create an efficient
process architecture that imbibes
meaningful digital elements. This
architecture should clearly lay out how
a digitized value chain for the company
would work and the steps involved in
getting there.
Figure 6: Digital Initiatives’ Impact on Operational Excellence and
Implementation Effort
High
Web EDI
Knowledge Web
data base
Integrated ERP/CRM
Analytics – machine
monitor
Planning-Execution
integration
Low
Impact on OPEX
Integrated E2E
Conectivity for field
Planning (APS&IBP)
service
Real-time order
Flexible satellite
Real time production
confirmation
systems
confirmation
Field Planning
Machine-Service
scheduling tools
integration
POS data integration
in planning
Implementation Effort
Low
Manufacturing
SCM
Service & Maintenance
High
The next step is to create a strong
foundation for the transformation towards
operational excellence by setting up the
organizational environment, and defining
the digital operating process model and
the relevant IT infrastructure.
And finally, the implementation stage
will involve significant process redesign
and adjustments, training of employees
across levels and deployment of software
solutions that will enable the company to
run with optimized digitized processes.
In summary, digital transformation in
manufacturing processes will drive
operational excellence by enhancing
information flow and eliminate waste
across manufacturing, supply chain
management and service operations.
Manufacturing organizations should
realize that digital technologies offer
them a strong opportunity to efficiently
connect processes and people, and
use information effectively without
connectivity gaps. They should also
consider lessons learnt from the earlier
generation of technology deployments
and stay away from taking a silo-based
approach towards digital technologies.
Instead, the focus needs to be on
leveraging digital technologies to
make information flow fluid and drive
operational excellence.
Source: Capgemini Consulting Analysis
13
14. References
i
Aberdeen Research, “ERP in Manufacturing 2012: The Evolving ERP Strategy”,July 2012
ii
Aberdeen Research, “Supply Chain Visibility: Fostering Security, Resiliency, and Efficiency”, October 2012
iii
The Association for Operations Management, “Material Requirements Planning in a Demand-Driven World”, October 2011;
Capgemini Consulting analysis
iv
LG CNS and HP Case Studies on LG Display
v
Capgemini Consulting, “The 2013 Supply Chain Agenda”, 2012
vi
JTAER, “Disruptions in Information Flow: A Revenue Costing Supply Chain Dilemma”, January 2008
vii VDA Study, 2008
viii Capgemini Consulting client
ix
Aberdeen Group, “Supply Chain Visibility Excellence”, March 2011
x
Aberdeen Group, “State of Service Management: Outlook for 2013”, January 2013
xi
Clicksoftware case study
xii Public Works Magazine, “On-the-fly field force scheduling”, February 2013
xiii Aberdeen Group, “Field Service 2012”, February 2012
xiv Search Consumerization, “How iPads and a field service app transformed McKinley Equipment”, April 2013
xv ServiceMAX case study
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