The document discusses the roles of ERP and PLM systems in modern manufacturing. It provides a historical perspective on how ERP systems emerged in the 1990s to increase operational efficiency, while PLM systems later focused on accelerating innovation and global collaboration. While ERP and PLM originally operated separately, they are becoming more integrated as PLM expands into areas like sustainability and supply chain management. The document argues that both ERP and PLM have important roles to play for manufacturers, and that coordinating their roles can provide greater benefits than either system alone.
One of the secrets of successful technology companies is the capability and capacity of their product management function. Awareness for product management need arises from signs such as disconnect between the strategic vision of the CEO and day-to-day product development activities, lack of communication and coordination between engineering, marketing, sales, finance and legal groups. missed launch dates, or lost opportunities in competitive situations with large accounts. This Technology Multipliers webinar provides a comprehensive overview of product lifecycle management concepts, process, and keys to success for technology companies.
High Performance PLM: Key Success Factors for PLM Strategy, Implementation, a...PTC
Data and Analysis from Tech-Clarity and PTC Global Services, PLM Key Success Factors Survey, 2012 [eBook]
To learn more about the key success factors for PLM and other enterprise solutions, visit the Insights section of our website:
http://www.ptc.com/consulting/insights?utm_source=SlideShare%2B&utm_medium=plmebook&utm_campaign=Social
SAP Product Lifecycle Management: Implementation Tip, Tricks and LessonsEric Stajda
A SAP PLM lessons learned presentation. Learn about selecting SAP PLM as your tool, defining the right project scope, setting up your team, and project methodology to follow.
One of the secrets of successful technology companies is the capability and capacity of their product management function. Awareness for product management need arises from signs such as disconnect between the strategic vision of the CEO and day-to-day product development activities, lack of communication and coordination between engineering, marketing, sales, finance and legal groups. missed launch dates, or lost opportunities in competitive situations with large accounts. This Technology Multipliers webinar provides a comprehensive overview of product lifecycle management concepts, process, and keys to success for technology companies.
High Performance PLM: Key Success Factors for PLM Strategy, Implementation, a...PTC
Data and Analysis from Tech-Clarity and PTC Global Services, PLM Key Success Factors Survey, 2012 [eBook]
To learn more about the key success factors for PLM and other enterprise solutions, visit the Insights section of our website:
http://www.ptc.com/consulting/insights?utm_source=SlideShare%2B&utm_medium=plmebook&utm_campaign=Social
SAP Product Lifecycle Management: Implementation Tip, Tricks and LessonsEric Stajda
A SAP PLM lessons learned presentation. Learn about selecting SAP PLM as your tool, defining the right project scope, setting up your team, and project methodology to follow.
Today as we see, software has become an inseparable part of human life. Almost everything we can look around is managed, controlled by software.
The goal of software project management is to understand, plan, measure, and control the project such that it is delivered on time and on budget. This involves gathering requirements, managing risk, monitoring and controlling progress, and following a software development process.
IBM Rational Software Conference 2009: Modeling, Architecture & Construction ...Kathy (Kat) Mandelstein
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Forrester, one of the most prestigious market research firms, evaluated 10 most important BPM Suites suppliers using 59 criteria which reflect the main requirements of organizations that realize large-sized BPM initiatives.
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Today's organizations need to make faster, better-informed decisions in order to seize business opportunities. Enterprise Architecture (EA) delivers enterprise blueprints for change and transformation, with visibility across strategy, business architecture, IT architecture and technology. Further, EA helps organizations prioritize IT investments to support business goals in order to maximize the business value from IT investments by installing a powerful communication and collaboration platform between business and IT stakeholders. Organizations that practice EA report more effective decision-making, improved business and IT alignment, IT cost savings, better insight during organizational transformations, and improved time-to-value of in their IT investments. EA also improves the success of IT Governance, SOA and Business Process Management (BPM) initiatives.
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Participants who will find the greatest value from this track include: Business LOB Executives, IT Executives, Business Strategists, Enterprise Architects, Business Architects and Business Analysts. This track will also benefit IT Architects, Solution Architects, Software Architects, Data Architects and Project managers who are interested in best practices, real-world experiences, and the latest innovations in enhancing organizational agility and the communication and collaboration between business and IT.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
With Microsoft Dynamics AX 2012 now considered an “enterprise” solution, come to this session to hear from customers who are implementing or have implemented AX, and their experiences of setting up a projects for success.
Involving both Intergen practitioners and customers, this session will focus on the key considerations for implementing Dynamics AX, in complex scenarios, and how to set up an implementation project to ensure a successful outcome.
Four key strategies for enabling innovation in the age of smartIBM Rational software
On a smarter planet, intelligence is infused into the products,systems and processes that comprise the modern world. Theseinclude the delivery of services; the development, manufactur-ing, buying and selling of physical goods; and the way peopleactually work and live. Nowhere may this transformation be more evident than in the creation of smarter products.
For companies selecting an enterprise software solution packages - ERP - here is a guide for qualitative and quantitative assessment of ERP packages from different vendors.
Achieving Compliant Manufacturing Excellence through Real-time Performance Ma...FindWhitePapers
Consider how life sciences manufacturers can deal effectively with dynamic market needs, increased compliance requirements, more distributed manufacturing operations, and rapid product innovation.
Defiance with its deep domain expertise and technology expertise in the enterprise and
cloud computing space offers best-in-class enterprise business solutions on Microsoft
Dynamics.
Today as we see, software has become an inseparable part of human life. Almost everything we can look around is managed, controlled by software.
The goal of software project management is to understand, plan, measure, and control the project such that it is delivered on time and on budget. This involves gathering requirements, managing risk, monitoring and controlling progress, and following a software development process.
IBM Rational Software Conference 2009: Modeling, Architecture & Construction ...Kathy (Kat) Mandelstein
Track Keynote for the Modeling, Architecture & Construction Track at the IBM Rational Software Conference 2009
Software development is a business process requiring many different talents to implement effectively. The software architect and the software developer are key roles for successful software delivery. The architect is responsible for turning requirements into analysis and design models built on a sound architecture. Software architecture is crucial for designing reliable, flexible, and maintainable software systems, and helps communicate the high-level design to the various stakeholders at a level of detail that is meaningful to them. It also allows developers to create software systems that enable reuse and integration with legacy and third-party systems. Developers create the reality of the architecture ideas and models through building, modernizing, extending, integrating, and deploying software. Sessions in this track explore the benefits of a well-architected system, present the tips and techniques of organizations that have made software architecture an important part of their software delivery process, and show how both visual and code-centric development can help organizations adopt the right paradigm for their particular development needs. This track is for architects and developers interested in best practices and the latest innovations in methodology and tools for supporting architectural design, discovery, and control, and software construction and assembly.
Forrester, one of the most prestigious market research firms, evaluated 10 most important BPM Suites suppliers using 59 criteria which reflect the main requirements of organizations that realize large-sized BPM initiatives.
Track Keynote for the Enterprise Architecture Management Track at the IBM Rational Software Conference 2009
Today's organizations need to make faster, better-informed decisions in order to seize business opportunities. Enterprise Architecture (EA) delivers enterprise blueprints for change and transformation, with visibility across strategy, business architecture, IT architecture and technology. Further, EA helps organizations prioritize IT investments to support business goals in order to maximize the business value from IT investments by installing a powerful communication and collaboration platform between business and IT stakeholders. Organizations that practice EA report more effective decision-making, improved business and IT alignment, IT cost savings, better insight during organizational transformations, and improved time-to-value of in their IT investments. EA also improves the success of IT Governance, SOA and Business Process Management (BPM) initiatives.
This track focuses on the management aspects of EA and therefore balances two areas of concern: Building an EA, and using an EA. Building the EA applies modeling notations, processes, methodologies, and tools surrounding various forms of business and solution architecture, addressing both current and future states. Using the EA addresses how those activities and associated artifacts are linked to solution requirements, software development, and application deployment processes. By addressing both building and using concerns, participants learn how to makes EA more actionable -- integrating strategy and solution delivery -- thereby improving time-to-value for affecting transformation and overall business results.
Participants who will find the greatest value from this track include: Business LOB Executives, IT Executives, Business Strategists, Enterprise Architects, Business Architects and Business Analysts. This track will also benefit IT Architects, Solution Architects, Software Architects, Data Architects and Project managers who are interested in best practices, real-world experiences, and the latest innovations in enhancing organizational agility and the communication and collaboration between business and IT.
Dynamics Day 2012: Enterprise Projects - Setting up for SuccessIntergen
With Microsoft Dynamics AX 2012 now considered an “enterprise” solution, come to this session to hear from customers who are implementing or have implemented AX, and their experiences of setting up a projects for success.
Involving both Intergen practitioners and customers, this session will focus on the key considerations for implementing Dynamics AX, in complex scenarios, and how to set up an implementation project to ensure a successful outcome.
Four key strategies for enabling innovation in the age of smartIBM Rational software
On a smarter planet, intelligence is infused into the products,systems and processes that comprise the modern world. Theseinclude the delivery of services; the development, manufactur-ing, buying and selling of physical goods; and the way peopleactually work and live. Nowhere may this transformation be more evident than in the creation of smarter products.
For companies selecting an enterprise software solution packages - ERP - here is a guide for qualitative and quantitative assessment of ERP packages from different vendors.
Achieving Compliant Manufacturing Excellence through Real-time Performance Ma...FindWhitePapers
Consider how life sciences manufacturers can deal effectively with dynamic market needs, increased compliance requirements, more distributed manufacturing operations, and rapid product innovation.
Defiance with its deep domain expertise and technology expertise in the enterprise and
cloud computing space offers best-in-class enterprise business solutions on Microsoft
Dynamics.
Hypernode by byte gruus van woerkom - meet magento nl 2014Gruus Van Woerkom
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An overview of aviation business model presented to investors in Berlin 2013, prepared for the Founder Institute Graduation & Mentor review session.
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Robin van Duiven - Aqua-IT
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I, BIPIN BHARDWAJ, Hereby declare that this MUP report is the record of authentic work carried out and has not been submitted to any other University or Institute for the award of any degree / diploma etc.
Agile helps to break down the functional scope
of ERP into a smaller set of features that small teams
can deliver in sprints. This iterative approach helps
projects to realize business value quickly
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
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The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
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Why are attacks on smart factories rising?
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https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
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1. Insights into SAP testing best practices
2. Heatmap utilization for testing
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4. Demo
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Execution from the test manager
Orchestrator execution result
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De-mystifying Zero to One: Design Informed Techniques for Greenfield Innovati...
Plm & erp their respective roles in marketing
1. ® White Paper
PLM and ERP: Their respective roles
in modern manufacturing
Introduction
The recent history of manufacturing IT can be viewed as two overlapping
technology waves. The first wave came in the 1990s with the rise of ERP
(enterprise resource planning), as companies worked to increase the efficiency
of their operations and better manage the supply chain. Today, product life-
cycle management (PLM) is leading a new wave – this one focused as much on
accelerating innovation and supporting global collaboration as it is on driving
process efficiencies to improve business performance.
When ERP and PLM solutions are delivering maximum value, they help
companies develop the best products possible and deliver them to their
customers efficiently. But how do you ensure that ERP and PLM are delivering
maximum value? And which of these two enterprise solutions is better suited to
address which challenges?
With the rising adoption and expanding reach of PLM in recent years, it has
become increasingly important for manufacturers to understand the rela-
tive strengths of PLM and ERP in addressing critical business needs, and what
added benefits PLM brings to the enterprise. At PTC, we believe that each
solution has a critical role to play, and this paper presents our thoughts and
insights as to how those roles align with each other – and why they will become
more integrated and more interdependent in very short order.
Page 1 of 7 | How PLM complements ERP PTC.com
2. White Paper
A historical perspective The growing scope of PLM
In the early 1990s, manufacturers began to see the value Because they originated from different disciplines with
of having a single, enterprise-wide software suite that different goals, and evolved at different speeds, ERP
integrated all the major functional areas of the business, and PLM have, until recently, existed as largely separate
including manufacturing, logistics, distribution, inventory, entities. However, these formerly discrete realms are
shipping, human resources and accounting. Vendors drawing closer together. Today, ERP systems consistently
offering these suites – now known as ERP– promised better rely on product information supplied by PLM, so much so
alignment of operations, improved planning and productivity, that several ERP vendors have begun to incorporate PLM
greater efficiency, and better visibility and control. Large capabilities into their offerings. Their objective is to help
manufacturers were quick to adopt ERP solutions, such as customers understand the impact of product design decisions
SAP and later Oracle. According to The McKinsey Quarterly, on other areas, such as sales forecasting and labor resource
companies invested $300 billion in ERP solutions in the 1990s. planning. Meanwhile, PLM vendors see their value to the
enterprise growing beyond the engineering department, as
While companies were deploying ERP solutions to squeeze PLM’s strengths in collaboration and accelerated innovation
inefficiencies out of the manufacturing supply chain, PTC have emerged as a strategic advantage – and major cost-
and other CAD/CAM-related vendors envisioned an equally saver – for many manufacturers.
far-reaching opportunity. As industries of all kinds embraced
CAD tools, manufacturers were generating vast amounts of IDC analyst Joe Barkai put it this way in a December 2009
complex, ever-changing design data – data they wanted to article in Managing Automation: “We will see more and
make available to their suppliers and global collaborators. more PLM companies encroaching into what has traditionally
been ERP territory.” The author of the article, Stephanie Neil,
Initially, PDM (product data management) worked well elaborated on that theme, writing, “Today, there is a much
to keep track of the product design information. PLM broader working definition of PLM as it begins to touch
then emerged in response to the need for better management sustainability efforts and the supply chain, two areas that have
of engineering processes and improved workflows in become key components of the product lifecycle.”
global, distributed supply chains via web-based applications.
The realization that engineering data could be re- As the definition of PLM has broadened along with its impact,
purposed throughout the enterprise and beyond, to help many manufacturers are unclear about how to develop and
optimize product designs, shorten time-to-market, and implement a strategy that enables their companies to derive
streamline downstream processes, transformed how products maximum benefit from both ERP and PLM. PTC believes
were developed. that both have critical roles to play, and that the proper
coordination and calibration of these roles can add value
These were formidable challenges. However, by the dawn of beyond what either can deliver alone.
the new millennium, this ambitious vision – now known as
Product Lifecycle Management (PLM) – began to be fulfilled.
Today, companies around the world are using PLM to leverage
the data generated in the product design and engineering
process to accelerate innovation and improve productivity
and efficiency – not only within the engineering department,
but also across all ancillary and downstream functions
involved in product development, from product analytics to
service documentation.
Page 2 of 7 | How PLM complements ERP PTC.com
3. White Paper
Challenges facing manufacturers today The DNA of ERP
To understand the proper roles and respective strengths of ERP was developed in response to the “islands of automation”
ERP and PLM, it’s helpful to begin by looking at the critical problem: companies had deployed a variety of stand-alone
challenges companies are trying to solve by using these departmental software products that were not integrated.
solutions. These challenges include the need to: This lack of integration caused major inefficiencies in
business operations, particularly in the area of supply chain
• Increase productivity management, which depends on a smooth and reliable
flow of materials data from one functional area to the next.
• Improve asset utilization
Without this integration, organizations could not plan and
• Develop higher quality products at lower cost schedule resources properly, leading to the over- and under-
inventory of parts and finished products, procurement
• Increase the number and variety of products, difficulties, manufacturing scheduling issues, order fulfillment
without driving up costs and negatively affecting and distribution problems, and so on throughout the
delivery schedules supply chain.
• Deliver products that meet customers’ demands ERP filled a serious need in the marketplace by providing
companies with an enterprise-wide solution that spanned
• Coordinate the work of global, diverse, cross-functional and linked all the key operational functions and departments.
development teams This linkage has enabled manufacturers to integrate their
manufacturing and supply chain processes to reduce delays
• Enable and accelerate innovation
and increase efficiency. This is ERP’s primary source of value.
• Comply with corporate standards and procedures
ERP solutions, which grew out of accounting software
• Implement company initiatives across the enterprise products, are primarily focused on physical assets and the
flow of materials, and this “DNA” is reflected in the attributes
• Ensure regulatory compliance and requirements of ERP solutions. ERP solutions perform
particularly well when managing recurring transactions.
• Support sustainability initiatives And, since ERP solutions are geared toward planning and
accounting for production, they only require whatever
Both ERP and PLM can – and should – play key roles in
information is necessary for production.
addressing these challenges, but it’s important to understand
their respective strengths. That understanding begins with a For example, if a lawn-tractor manufacturer purchases fully
look at ERP’s and PLM’s different origins. assembled engines for its tractors from an engine supplier,
its ERP solution does not need to know all the details about
the individual components that comprise the engine. For the
ERP solution’s purposes, the engine is a single part. The ERP
solution can perform its planning and accounting functions
perfectly well without further detail.
Page 3 of 7 | How PLM complements ERP PTC.com
4. White Paper
These attributes and requirements make ERP especially The DNA of PLM
effective at executing and optimizing manufacturing and
distribution processes involving well-defined physical assets. PLM arose in response to the growing needs of product design
However, as its common characteristics suggest, ERP is organizations, as they struggled to manage, synchronize and
less effective than PLM at managing design changes and is share increasingly complex, interdependent CAD files among
unsuited to enterprise activities that involve less tangible, but global teams involving both internal and external members.
more strategically vital, assets, such as the intellectual capital They needed a power tool to keep the team collaborating
typically found in product data and the product’s bill-of- effectively, and required capabilities beyond those of PDM
materials (BOM). to serve as a “data vault” for product designs. PLM enabled
product engineers to work and rework products to optimize
Common attributes of ERP include: designs – and with the rise of the Internet, to collaborate on
that goal globally, in real time.
• Execution-focused
As product-development solution vendors – most of whom
• Repeated transactions came from a CAD software background – created solutions
to enable better collaboration on a global scale involving
• Inventory/order lifecycles
distributed supply chains, new needs were revealed.
• Controlled, well-defined business processes Vendors realized that all the data generated in the process
of developing products had to be captured, continuously
• Simple BOM hierarchy updated, and made accessible to all team members in usable
formats. Because of the iterative nature of design, and the
• BOM to procured part/assembly level complexity of products incorporating many mechanical,
electrical and software components, the product data vaults
• Released versions
of these organizations had to be powerful and flexible enough
• Central theme of control to link multiple layers of data, as well as robust and dynamic
enough to support frequent change.
• Order/supply/demand-focused
In addition, as the nature of product development became
• Rigid data model truly global in response to low-cost outsourcing and emerging
market opportunities, vendors had to accommodate demands
• Structured data for more product configurations, and be able to manage
the multiple CAD systems used in increasingly complex
• Hierarchical data relationships
product structures.
• Data mining
• Text-based with some static 2D and 3D images
Page 4 of 7 | How PLM complements ERP PTC.com
5. White Paper
In the process of providing these capabilities to global Common attributes of PLM include:
engineering teams, solution vendors also became aware that
the digital product data being captured throughout the design • Innovation-focused
cycle was of tremendous value to upstream processes and to
• Creation, design, iteration and revision
future design work. Furthermore, the PLM paradigm they were
developing could act as both a platform and an engine to • Dynamic change management
guide the entire product development process.
• Visibility across the entire product lifecycle
These solutions could also provide management with visibility
into product development processes, for better-informed • Disciplined, but flexible design processes
decision-making earlier in the lifecycle. The ability to make
changes early, while the products are in a digital state in the • Complete BOM management (combined MCAD,
PLM system, results in tremendous savings, when compared ECAD, and software content in a single product structure)
to the cost of making changes once the product is released to spanning as-designed BOM, as-planned BOM,
manufacturing and in production. as-serviced-BOM, as-built BOM
Over time, PLM evolved into a flexible, dynamic environment • Full product structure to component or raw material level
adept at managing both product knowledge and data
• Product and process iterations, revisions, and
from a variety of sources, while making it accessible across
decision history
the enterprise.
• Central themes of speed and managed creativity
By capturing and synthesizing the complex and diverse
volume of data generated throughout the design and • Focus on design/requirements/configuration/
engineering process, PLM provides a means for better project/program
understanding–and better aiding–innovation and collaboration,
and their related functions. • Flexible data structure
The ability to make changes early, while the • Documents, structured and unstructured information,
metadata
products are in a digital state in the PLM system,
results in tremendous savings, when compared • Complex design relationships; dynamically related,
to the cost of making changes once the product networked data relationships
is released to manufacturing and in production.
• Knowledge search and retrieval; geometric search
• Visual, 3D models, simulation, animation
Page 5 of 7 | How PLM complements ERP PTC.com
6. White Paper
What PLM brings to ERP customers It’s important to note that companies can capture all of these
benefits today – without the need to integrate their ERP and
Even for manufacturing companies that have deployed PLM solutions. However, the potential benefits of ERP and PLM,
ERP successfully, many areas of product development are in combination, can be expected to grow as ERP and PLM are
beyond the reach of ERP That’s because ERP solutions are
. integrated to enable bi-directional information-sharing, and as
not equipped to handle the complexity and dynamic nature PLM takes on more product-related processes over time.
of engineering data. ERP solutions must wait until product
designs are finalized before information can be shared with Another important distinction between PLM and ERP is that
downstream functions or suppliers. PLM solutions, on the other PLM capabilities are leveraged throughout the product lifecycle,
hand, allow managers and designers to design, test, update beginning at the critical early design stages and extending
and refine every detail of the ultimate physical product while into manufacturing process management and other ancillary
it still resides in its digital state. This difference allows staff, functions. An ideal ERP/PLM integration leverages the strengths
not only in engineering, but also in related functions such of the PLM system to manage and update all engineering
as manufacturing, quality, purchasing, and service, to work content and processes and all of a product’s BOM states: as-
concurrently and address issues in their Web browser before designed BOM, as-planned BOM, as-serviced BOM, as-built
production even begins, resulting in both time and expense BOM – as they extend into other functional areas. ERP systems,
savings and a higher quality product. on the other hand, focus on the operational aspects of the
physical product. (See areas of focus in the chart below.)
Even more significantly, PLM facilitates and streamlines the
process by which products are developed. In turn, it creates
the framework for ongoing continuous improvement. PLM also PLM ERP
brings more stakeholders into the process, helping to ensure Requirements Capture and Management
that key product criteria and customer requirements are met. Configuration Management
System Design
These activities are beyond the capabilities of ERP By enabling
. Detailed Design
companies to harness the power of innovation, PLM can have Variant Design and Generation
Manufacturing Process Management
a larger and more lasting impact on business performance Change Management
than ERP which can only address expenses. Innovation drives
, Production Scheduling
greater added value, which, in turn, drives both revenue and Inventory Management
Sourcing and Procurement
profitable growth.
Sales and Order Management
Shipping Logistics
How PLM works with and improves ERP Acounting and Financial Reporting
While the primary focus of PLM has been the product
development process, many organizations have seen PLM PLM capabilities and related processes extend throughout the product lifecycle
make a positive impact on their ERP-supported operations, as
well. This is because PLM defines BOMs in a comprehensive
way that ERP solutions cannot. This, in turn, has a positive Distribution of ERP/PLM Processes and Responsibilities
effect on the efficiency of ERP and supply chain activities. As
Why is it beneficial to integrate PLM and ERP systems?
Gartner Group, Inc. put it recently:
Because this integration links together the critical upstream
“In addition to PLM’s inherent value, PLM decisions have and downstream processes and data between classically
strong influence on the business model and benefits that disparate user groups who work in different enterprise systems.
can be realized by ERP SCM and CRM applications in
,
downstream business processes; in that sense, PLM is the most
fundamental business application in manufacturing. Since
PLM fundamentally defines bills of materials, it influences the
efficiency of ERP and supply chain activities.”
Gartner Group, Inc. “PLM’s Business Value Is Fundamental, Yet Still Not Well Understood.” (April 2010)
Page 6 of 7 | How PLM complements ERP PTC.com
7. White Paper
An ideal integration environment provides a bi-directional For organizations that are still on the fence regarding
framework and reliable closed-loop transaction management, the value of adding PLM to their ERP strategy, it’s time to
and allows for the release of all pertinent business objects re-examine PLM’s impact in modern manufacturing.
from one system to the other.
Visit PTC.com/go/plm for more information.
PLM/ERP integration going forward
Copyright 2011, Parametric Technology Corporation (PTC). All rights reserved. Information
described herein is furnished for informational use only and is subject to change without
Today, many manufacturers are integrating PLM and ERP to notice. The only warranties for PTC products and services are set forth in the express
improve efficiency and quality. While these organizations warranty statements accompanying such products and services and nothing herein should be
may be initially motivated by a desire to eliminate the construed as constituting an additional warranty. References to customer successes are based
upon a single user experience and such customer’s testimonial. Analyst or other forward-
inefficiency of re-entering data, along with the human error looking statements about PTC products and services or the markets in which PTC participates
that can accompany it , the benefits go well beyond that. are those of the analysts themselves and PTC makes no representations as to the basis or
Organizations can also ensure that BOM data, captured by accuracy thereof. PTC, the PTC Logo, and all PTC product names and logos are trademarks
or registered trademarks of PTC and/or its subsidiaries in the United States and in other
the PLM system, is made available to all functions that need countries. All other product or company names are property of their respective owners.
it. And, because the PLM system can provide routing and The timing of any product release, including any features or functionality, is subject to
manufacturing process plans as well, critical upstream and change at PTC’s discretion.
downstream processes are linked and made more efficient 6202-PLM and ERP-WP-EN-0111
and productive.
For the vast majority of manufacturers, the question should
not be ERP or PLM, but how to most effectively implement
and integrate these two solutions. Choosing the right ERP and
PLM systems for the business is crucial, and manufacturers
should not have to compromise on the benefits of either
to fully realize the value in both. The value begins when
product development and execution processes are no longer
implemented as islands, and the functions of PLM and ERP are
deployed in a seamless, end-to-end solution.
Through the well-executed integration of ERP and PLM,
companies can develop a smooth flow of major innovations
such as new and more highly differentiated products, as well
as ongoing business innovations like continuous cost and
quality improvement.
Integrated ERP/PLM systems help deliver value across the
entire range of innovation, while providing the continuous
controls a modern manufacturing enterprise requires. This
integration can provide a significant competitive advantage,
as it drives nimble manufacturing, enabling manufacturers to
quickly and confidently make the most of every significant and
niche market opportunity.
Page 7 of 7 | How PLM complements ERP PTC.com