KeyNote on (P)LM, hashtag#ERP, hashtag#CPQ, hashtag#MES and hashtag#CRM - a new perspective, a new universe.

Digital Supply Chain

The digital supply chain of the future under the conditions of multidimensional disruption - a key to the future. 🔑

🌍 The digital supply chain of the future under the conditions of multidimensional disruption - a key to the future. 🔑

Last week, I had the opportunity to discuss the future of the digital supply chain in many different contexts. Link to the post

One of the highlights was my keynote speech on (P)LM, ERP, MES and CRM - a new perspective, a new universe. This both at the

  • 👉 30th anniversary of the ISAP AG with Daniel Dirssler (great event, impressive location: Link to the post) as well as with the
  • 👉 SAP Co-Innovation Council with Ismail Serin and Frederik Breckwoldt (Link to the post). 🌟

Exciting discussions revealed a strong trend for the digital supply chain of the future.

A key for the discrete industry is the realization of hybrid modular building blocks in international factory networks with full traceability, transparency and cost control in cross-company scenarios. 🛠️

Some of you may say: "We've been discussing this for 20 years!" And some may claim that they can already do it. But my experience shows that although there are great approaches, the topic is still in its infancy.
However, it is becoming clear from the discussions that we are on the verge of being able to fully penetrate this topic methodically, explain it in detail and - assuming a suitable combination of IT providers - map it consistently in the IT systems. 💡

Now for a brief explanation of the terms:

  • 👉 Hybrid construction kits
    are fully configurable modules, some of which are already industrialized in the factory network and some of which are not. They combine the previous process patterns CTO/ETO/ETO-A and STO (often subsumed as CTO+) in a hierarchically nested manner and can be combined to form CTO+. The industrialization of these takes place in ERP-related PLM, in which the local M(RP)BOM sinippets (substructure at sheet level) are supplemented from the parts of the EBOM or TOS (I will deal with this in a future post).
  • 👉 International plant network with full traceability, transparency and cost control in intercompany scenarios
    requires M(RP)-BOMs in the plant network supplemented by the logistics levels, e.g. for international cost calculation, operational make or buy, local content and local refinement.

It was a great, intensive week and I look forward to further discussions and implementation projects. Implementing these approaches is a big task. We can't afford to make many mistakes. In addition, the intensity and effort involved is often a blind spot for the management level.

Well, it's like always with the king cases. They are extremely challenging, but the one who achieves them first is the king 😊.

So, what do you think? I look forward to hearing your insights on this topic! 📢

Future Digital Supply Chain - Outsourcing was Yesterday! Why We Need Flexible Production in International Plant Networks 🌍🔗

Post 2

Future Digital Supply Chain - Outsourcing was Yesterday! Why We Need Flexible Production in International Plant Networks

🌱 Resilience, sustainability, flexible sourcing, environmental compliance, digital supply chain - buzzwords you've probably heard before. But how are they connected?

...and what do PLM, ERP and the M(RP)-BOM have to do with it? 🤔

I would like to approach the topic in a series of posts. Today I'm going to start at the beginning and write until LinkedIn's text limit stops me 😊.

Outsourcing was still hip in the 90s and 00s. The primary goal was to reduce manufacturing costs and thus be able to compete internationally. Digitalization and concerns about the disruption of business models then shifted the focus to innovation and technology leadership. Being able to supply customers with a technologically superior product that meets their individual requirements was the key 🔑.

The COVID pandemic has raised awareness of the fragility of supply chains. The trending topic of sustainability, which brings with it a multitude of regulations and requirements, is now another issue that companies have to face.

Well, the solution is the ability to produce flexibly in an international network of plants. Why is that the case?

In order to comply with local regulations and to be able to respond to individual customer needs, the ability to customize regionally is essential. Distributed component production in different units is necessary in order to be able to procure critical components of the product flexibly and reliably depending on the current situation in the supply chain. This also makes it possible to promote sustainability, as flexible production can take place where production resources - above all energy - are available in a particularly climate-neutral and cost-effective manner.

The ability to produce flexibly in international plant networks will therefore be key in the future 🌟.

How can this actually be implemented? This is where our RIM approach of Prospective Resilience through holistic management of the Digital Supply Chain in an integrated Plant Network comes in.

I will explain exactly how this works in a series of posts, which I will summarize here on our blog:

An M(RP) BOM that is capable of supporting an intercompany process in conjunction with an ERP system that can map the intercompany processes of legally independent units within the group is an absolute prerequisite.

Well, what do you think? How do you see the need for production in an international plant network? 💭

And if you need support in designing your plant network, contact us today 👉

#DigitalSupplyChain #Innovation #Sustainability #ERP #Technology #BusinessResilience #FutureOfWork

Future Digital Supply Chain – M(RP)-BOM as Key for International Plant Networks and Intercompany Processes – Today Just the Basics 🌐🔑

Post 3 


Ein weiterer Post in meiner Reihe zum Thema Future Digital Supply Chain und der Notwendigkeit von International Plant Networks.

Es geht um die zentrale Datenstruktur und damit den Schlüssel, der solche Prozesse überhaupt erst ermöglicht.

Es ist die M(RP)-BOM (nicht die MBOM!), die mit ihren Dispositionsstufen (nicht immer Baugruppen) Intercompany Processes erst ermöglicht.

Um zwischen Werken in unterschiedlichen juristischen Einheiten wertschöpfend agieren zu können, ist es notwendig, Mengen und Werteflüsse zwischen diesen Unternehmenseinheiten zu verfolgen und konzerninterne Wertschöpfung ausweisen zu können.

Was sind Dispositionsstufen?

Früher hat man oft Baugruppen gesagt und damit Baustufen eines Produkts gemeint, die montierbar sind.

Dispositionsstufen sind nun Struktureinheiten, die die physikalischen Entitäten, die innerhalb von Werken gelagert und/oder zwischen Werken geliefert werden, abbilden. Sie werden zudem kostenmäßig bewertet und bilden damit auch den Wertefluss und auch die Wertzunahme eines Produktes ab. Dispositionsstufen können assemblierte Baugruppen sein, sie müssen es aber nicht. Manchmal sind es auch nur logistisch zusammengehörige Gruppen.

Im Bild seht ihr eine Beispielsituation, in der drei Werke zusammenarbeiten. Gefertigt wird ein Produkt, das im Heimatmarkt (Company Headquarter) komplett montiert und geliefert wird. Für den internationalen Markt wird in einem Final Assembly Plant montiert, um dann noch in den lokalen Niederlassungen ggf. das Produkt an den lokalen Markt über eine Local Customization anzupassen.

Schlüssel zu den Lieferungen zwischen den Werken innerhalb der juristischen Einheiten sind die Dispositionsstufen in den M(RP)-Boms (Rote Knoten) im Bild.

Struktursemantisch herausheben möchte ich dabei einige typische Besonderheiten, die im Bild in den Details A, B und C vermerkt sind.

Bild Detail A: Local Sourcing. Die beiden Baugruppen in den Stücklisten haben Material von unterschiedlichen Lieferanten in der Struktur. Hier muss genau abgewogen werden, wie dies abgebildet wird, um eine flexible Steuerung der Supply Chain zu ermöglichen.

Bild Detail B: Das Lead Plant ist Komponentenlieferant für das Final Assembly Plant. Die Dispositionsstufe muss dann im Lead Plant abgebildet sein. Dies ist jedoch oft nicht der Fall, wenn das Lead Plant oft Linienmontage mit Perlenkette optimiert ist.

Bild Detail C: Local Customizing Umfang. Eine lokale Veränderung des Produkts für den regionalen Markt. In den heute oft vorzufindenden Abbildungen in ERP und PLM-Systemen gehen diese Fälle oft unsichtbar unter, da die Werke autark das Customizing vornehmen. Dies wird jedoch durch Nachweispflichten zunehmend zum Risiko. Hier gilt es durch moderne Strukturkonzepte dieses Dilemma aufzulösen.

Ihr seht, die M(RP)-BOM ist der Schlüssel für das Arbeiten im Unternehmensnetzwerk. Sie ist weit von den Gedanken der MBOM, wie wir sie einst in der Digitalen Fabrik gesehen haben, entfernt. Da das Arbeiten im Werksverbund immer wichtiger wird, ist es aus meiner Sicht für Unternehmen dringend notwendig, sich mit einem ganzheitlichen Konzept für eine moderne M(RP)-BOM zu beschäftigen.

What do you think?

#SupplyChain #DigitalTransformation #Industry4.0 #Manufacturing #ERP #PLM #Innovation

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