This spotlight report examines:
• How Manufacturing Operations Management (MOM) or Manufacturing Execution Systems (MES) are key enablers of data management and Digital Transformation. Companies can combine many other opportunities with manufacturing operations in a digital journey.
• Product lifecycle management (PLM) as a high-value discipline to pair with MOM in discrete manufacturing, and the value of digital continuity across engineering, manufacturing operations, and supply chain.
• A robust integration of MOM and PLM technologies and the advent of the Digital Twin (a virtual copy of the product and how it's made) to demonstrate maturity in Smart Manufacturing and the ability to make smart products in smart factories.
The IIoT has opened up a world of opportunity for manufacturers. Take advantage of it.
The real value of i4.0 comes from the integration of automation, data, analytics, manufacturing and products in a way that unlocks new business and operating models. Are you ready for the next industrial revolution?
Read this report to find out:
• why deep pockets alone won’t ensure i4.0 success
• how to scale up projects and capabilities to drive enterprise-level value
• what capabilities, controls and culture are required to support i4.0 success
• how to unlock value by integrating smart processes and smart products
• how to bring suppliers and value chain players into the i4.0 environment.
Advancements in analytics have sparked renewed excitement in the consumer products (CP) industry. Maturing analytics capabilities are now delivering greater value across major CP functions including marketing, sales, merchandising, supply chain, and more. Thus helping CP companies become more consumer and customer focused in all aspects of their businesses. Read this research report conducted by 'Consumer Goods Technology' to understand how, next-gen analytics capabilities is key in unlocking a deeper understanding of customers, help create successful new products, foster brand advocates and optimize distribution channels and ultimately shape demand
This series explores the role of modern digital technology in the evolution of manufacturing production, defined here as the value chain of internal and external contributors to the manufacture and delivery of products. Each chapter is designed to help operators visualize how they can build-out production of the future, and how to leverage help from the value chain to make faster progress.
Manufacturing evolved from manual to automated, ad hoc to repeatable. From art to science. Manufacturing has been forced to "industrialize." Aiding in the effort are product lifecycle and supply chain management tools for streamlining manufacturing process and linking together previously isolated stages in the value chain.
Oracle continues to progress its capabilities in supply chain. Though there were many good presentations on the breadth and depth of Oracle's supply chain offerings, the real testament to the company's success comes from the manufacturers in attendance.
"Cloud, Mobile and Social are today's communication and engagement models for customers, employees and partners. And to support these models, your infrastructure needs to be simple, flexible, stable, scalable and highly secure. While the changing market dynamics provide growth opportunities for businesses, capitalizing on them requires organizations to build new capabilities that:
Enable continuous delivery of new features
Shorten product innovation time to market
Bring the business value chain closer to customers, partners and employees
Practically every CIO office is focused on quickly exploiting opportunities to drive value for the business. Decisions about seamlessly integrated and personalized portal infrastructures with high operational efficiencies are top of mind. Through agile and unique online experiences, portals bring together applications, information sources and people – in the contexts of role and associated business processes – on the Web and across the value chain. Additionally, they increase talent effectiveness and productivity while lowering costs, and they drive value chain agility and customer advocacy.
While marketers usually look first to customer facing applications when making technology acquisitions, taking into account the entire marketing value chain--from strategic brief to a personalized communication--is the best way to look at achieving marketing ROI. Too often, investments in customer facing technology fail to account for operational burdens created upstream in the marketing process.