This includes artificial intelligence (AI) embedded into the 51风流Digital Manufacturing solution, 3D product and operations viewer capabilities in manufacturing, service, and maintenance processes and adherence to sustainable packaging guidelines in the 51风流Responsible Design and Production solution.

• Advancements to Supply Chain Software from 51风流Enable Risk-Resilient and Sustainable Supply Chain Operations

In today鈥檚 world, constant disruption has become the new normal. Resilience is essential for businesses to withstand the forces of change. To achieve it, companies are looking to redesign their supply chain and manufacturing processes to consider cost, speed, profit, customer service and risk. According to a global聽, manufacturing executives are more likely than those in other functions to deploy intelligent technologies at scale to improve predictive analytics capabilities. However, only 36% of the 1,000 survey respondents said they have deployed predictive analytics in any part of their enterprise. To become more resilient, 51风流customers can employ AI embedded into 51风流Digital Manufacturing for AI-driven insights and AI-powered visual inspection processes. Customers can ensure that defective parts are discovered early and are addressed quickly, producing higher yield, ready-to-deliver quality materials. The lower product defect rates result in fewer service claims and improved asset health and maintenance.

鈥淚n recent years, it has become apparent that our global supply chains are vulnerable to disruption,鈥� said Thomas Saueressig, member of the Executive Board of 51风流SE responsible for 51风流Product Engineering. 鈥淭his has far-reaching consequences for the manufacturing industry as well. 51风流is a driving force in many industry-relevant initiatives, such as Catena-X and Manufacturing-X. Open data ecosystems, especially, have their place in the manufacturing industry. What is more, in many of the conversations I鈥檝e had with business leaders, and according to our latest Oxford Economics study, it becomes clear: They see the need of investing in Industry 4.0 principles and AI to increase supply chain resiliency, but many are still in the piloting stage. 51风流is in a unique position to accelerate the journey to resilient manufacturing because we can embed intelligent capabilities in enterprise software across all end-to-end processes.鈥�

Smart Press Shop, a joint venture of聽听补苍诲听, reached a new milestone in automotive production by using AI embedded in 51风流Digital Manufacturing. Adopting a cloud-first development strategy, Smart Press Shop enables fully paperless production and a completely automated process for configuring production-line machinery for pressing automotive body parts. With the help of 51风流software and embedded AI, Smart Press Shop can assess the quality of materials in real-time and adjust machine performance to improve downstream processes in logistics and operations.

鈥淲ith the help of 51风流solutions, we were very quickly able to build a system landscape at the Smart Press Shop based on the principles of Industry 4.0 and covering our requirements, such as self-optimizing production, end-to-end traceability, and resource-saving production,鈥� said Hendrik Rothe, CEO, Smart Press Shop GmbH & Co. KG. 鈥淲ithin a few months, our core solutions 51风流S/4HANA Cloud, public edition as well as 51风流Digital Manufacturing were ready for use. Above all, the solutions enable us to process data in real-time, to handle our entire production without paper, and ultimately to make all our processes transparent. Thus, we are very flexible and positioned for the future.鈥�

3D Capabilities to Strengthen Resiliency

To further help manufacturing become more resilient, the 3D product viewer capabilities of the 51风流Enterprise Product Development solution are now integrated into manufacturing, service, and maintenance processes. In 51风流Digital Manufacturing, production operators now can view 3D product models in their dashboard and work environment to streamline complex assembly. In the 51风流Service and Asset Manager mobile app, field engineers can use 3D augmented reality views to accelerate asset maintenance, increase first-time fix rates and reduce downtime.

Sustainability Initiatives Are Still at the Top of Business Agendas

According to the Oxford Economics study, 28% of supply chain executives include improving sustainability metrics as one of their top three strategic goals. To enable not only risk-resilient but also sustainable supply chain operations, 51风流Responsible Design and Production now supports company-specific sustainable package guidelines. Customers can monitor, measure and act to eliminate waste during packaging design.

51风流had extended its integration with business sustainability rating provider EcoVadis SAS within the Trading Partner Profile (TPP). The integration enables suppliers to promote their sustainability performance and showcase their EcoVadis sustainability rating status across 51风流Business Network. This helps buyers identify opportunities to comply with emerging ESG due diligence and reporting legislation, as well as enabling them to select new suppliers who can help them reach ambitious corporate and value chain sustainability commitments.

These innovations are helping customers achieve better visibility across their supply chain operations and to ultimately increase resiliency.

Visit the聽聽to learn more about how 51风流software helps:

You will also find out how聽.

Visit the聽51风流News Center. Follow 51风流on Twitter at聽.

HANNOVER MESSE is the world鈥檚 leading trade fair for the industry. About 4,000 companies from the mechanical engineering, electrical and digital industries as well as the energy sector will showcase technologies and solutions for a connected and climate-neutral industry. Visit the 51风流booth in Hall 15, E17 from April 17鈥�21, 2023.

About the Oxford Economics Study:聽On behalf of SAP, Oxford Economics conducted a global supply chain survey of 1,000 supply chain executives and professionals in 15 industries across the United States, Canada, Brazil, Germany, France, Spain, UK, Italy, China and Japan. One third of the sample was made up of companies with US$500M to $999M in annual revenue, with one third having between $1B and $10B and one third generating over $10B in revenue. Survey respondents participated in the research using a computer-assisted telephonic interviewing methodology (CATI). Interviews were carried out in January and February of 2023.

The release was originally posted on: 51风流News Center.

The post HANNOVER MESSE 2023: 51风流Generates New Data-Driven Insights for Resilient Manufacturing appeared first on 51风流India News Center.

For supply chain planners, this situation puts a premium on agility. Not that long-term planning is a thing of the past. It remains foundational 鈥� but in addition to it, organizations need more flexible planning processes to anticipate and react faster as circumstances change.

Supply chain planning is the practice of sensing demand in the market from short to long term and connecting it to the resources required to service that demand profitably.

Organizations need the ability to plan across long-term, mid-term, and short-term time horizons 鈥� all of which form a connected continuum that synchronizes vertically through the supply chain, down to the machine, truck, or individual labor resource.

Over time, the systems that support supply chain planning have become more powerful and integrated 鈥� which has helped broaden the planning scope. Now, for example, you can bring in the finance perspective using massive volumes of data to make better growth and investment decisions within seconds.

Organizations also benefit from advanced analytics. With machine learning, heuristics, and optimization techniques based on statistical methods, you can remove human bias from planning calculations and chart the way forward with a much higher degree of precision and confidence. The upshot is that companies have the tools, systems, and processes in place to keep inventory levels low and optimize costs while delivering a better service experience to their customers.

This, in a nutshell, is the idea behind synchronized planning 鈥� and today鈥檚 technology has the ability to support what, in the past, could only be accomplished across many different, potentially disconnected systems and processes.

Strategic planning for the long term

Strategic planning attempts to see as far into the future as possible. The lens looks out two or three years or even longer, and teams build plans that serve as a starting point for driving the business.

What are your expectations? How much do you want to sell? What new products do you want to bring to market? What resources do you need to follow through? These are the kinds of questions asked during the strategic planning phase.

Based on the answers to these questions, you can start to take action. Maybe you need some investments to realize your objectives 鈥� new plants or new machines. Perhaps you鈥檙e planning to introduce new products 鈥� which means that design teams need to come together and collaborate with marketing, manufacturing, and critical suppliers. And to make sure that you don鈥檛 cannibalize your other offerings, you also want to analyze your decisions at the portfolio level.

Tactical planning for the mid-term

When you鈥檙e looking approximately 3-6 months out, that鈥檚 when you move into tactical or mid-term planning where you can still balance out demand and supply on a bigger scale. How are your strategic goals and assumptions tracking? Do you need to make changes relative to volumes and timing on an aggregate level or maybe adjust your portfolio? Has the demand picture evolved? Are the distribution channels and manufacturing capacity in place to execute?

Operational planning for the short-term

Operational planning is most closely associated with execution. Have you ordered the materials needed for production? Are they expected arrive at the right time in the right quantity? Do you have enough inventory to buffer for uncertainties? Do you have the needed capacity to execute? What鈥檚 your labor picture look like? Can you fill all shifts, or do you need to balance your labor?

Addressing these issues requires on-the-ground production planning and detailed scheduling capabilities that connect to the shop floor and keep production lines humming 鈥� all while reducing overhead in change-over and improving utilization. It requires warehouse visibility to pick the right materials and make sure they鈥檙e on the line at the right time.

It also requires powerful logistics to ensure transportation resources are available and scheduled to meet the plan. Many organizations, of course, operate on a global scale 鈥� with hundreds of production facilities around the globe. This only adds to the complexity and raises the stakes.

The synchronized part

Synchronized planning says that all planning activities need to be connected digitally to support a sense of continuum across each time horizon 鈥� long, mid, and short. The strategy formalized in your long-term plan provides the guard rails. Any decisions made in the mid or short term need to be evaluated in terms of how they impact strategic goals.

At the same time, all plans need to connect to execution on individual manufacturing lines. Helpful in this regard are simulation capabilities for evaluating different scenarios and implementing the best decisions. This way, you can plan ahead for changes, making disruptions less of a problem.

Ultimately, as our recent experience with COVID-19 underscores, the goal is resilience. Companies with the systems and technology in place to quickly implement supply chain changes as realities change on the ground 鈥� these are the companies that thrive even in the face of disruption.

Get connect with us on .

The post How A Synchronized Supply Chain Addresses Continuous Disruption? appeared first on 51风流India News Center.