Collaboration - Apriso

Microsoft ® EMEA Manufacturing Industries 

January 2006 

Leading Edge Collaborative Environments 

in Discrete Manufacturing Industries 

White Paper

Working better is one of the main goals of every company. 

Working together is the way to achieve this. Internally or with 

business partners, seamless access to relevant information, 

transfer and sharing documents, automation of manual tasks to 

accelerate processes are examples of collaboration. 

Collaboration tasks are a condition for lean transformations, 

management by exception, innovation, cost reduction, 

operational performance and success. 

This white paper is designed for business leaders of 

manufacturing companies who wish to explore the role of state 

of the art collaborative environments in delivering competitive 

advantage, and the approach to Information and 

Communication Technology (ICT) that delivers efficient, flexible 

support for collaborative solutions. 

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Thank you to partners 

Microsoft would like to offer its thanks to the following 

people and organisations for contributing to and assisting 

in the production of this white paper: 

Apriso Corporation 

CoCreate Software, Inc 

Dassault Systemes 

Manhattan Associates 

Red Prairie Corporation 

Siemens 

UGS 

Wonderware, Invensys 

LEADING EDGE COLL ABORATIVE ENVIRONMENTS IN DISCRETE MANUFACTURING INDUSTRIES

Contents 

Introduction 4 

World Class Manufacturing in the 21st Century 5 

Collaboration 7 

Understanding and Applying Collaborative Environments 9 

Collaborative Environments in Design and Engineering 11 

Collaborative Environments in Manufacturing Operations 16 

Collaborative Environments in Warehousing, Distribution and Logistics 19 

Information and Communication Technology for Collaborative Environments 22 

Conclusion 26 

LEADING EDGE COLL ABORATIVE ENVIRONMENTS IN DISCRETE MANUFACTURING INDUSTRIES 

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Introduction 

Leading manufacturing companies have found a new source of competitive advantage. It is collaboration. 

Collaboration helps companies act quickly and accurately, make decisions, assign tasks, and execute 

business processes. Collaboration opens up new ways of working and drives innovation. Collaboration has 

become an engine of productivity and an essential core competence. 

A company with strong collaboration capabilities can improve both operational performance and 

strategic development. In operations, collaboration capabilities catalyse innovation and help networks 

of in-house teams, suppliers and channel partners to act efficiently, flexibly, and quickly. For strategic 

development, the ability to collaborate gives business leaders freedom and confidence to initiate a wider 

range of strategies, including all types of outsourcing, and the full range of risk-reward sharing options in 

partner relationships. 

At Microsoft, we and our partners are providing all of the advantages of collaboration, while allowing users 

to move between applications and information easily. Our tools empower users in collaborative 

environments irrespective of the devices they use – even when temporarily disconnected from a network. 

The basis for our vision is an architecture that follows three guiding principles: 

Current Business Challenges 

Increasing 

employee 

responsiveness 

Keeping everyone 

on the 

same page 

Industry 

leadership 

Customer 

connection 

Business Performance 

Revenue 

Effective collaboration 

required 

Leveraging 

customer 

information 

growth Talent pipline/ 

management 

Innovation 

Business Investment 

Operational Excellency 

Process 

excellence 

Business Objectives 

Leveraging information 

and systems 

Governance 

Competitive 

agility 

Service-Orientation: tool specialisation is vital, but a tool’s services must be readily accessible from 

another application. 

Open and Standards-based: data formats and protocols must be open and based on standards 

where they apply. 

Accessibility: tools and information must be readily accessible by any authorised user, inside or outside a 

business, connected or disconnected from a network, using any suitable device. 

Microsoft technology adheres to these principles, maintains freedom to deploy all leading applications, 

and provides the capability to deploy them in collaborative environments. 


Sharing best 

pactices, 

assuring 

continuity 

Overcoming 

organisational 

and geographic 

barriers 

Managing customer 

and partner 

ecosystem

Collaborative environments help people connect to colleagues, customers, and partners using 

innovative Information and Communication Technology (ICT). To understand their importance and 

potential, this document discusses: 

• Issues driving growth in the business value of collaboration; 

• The types of collaboration important to most manufacturers; 

• Solution types and the collaborative environments created by leading application software designers; 

How to create integrated ICT platforms for collaborative environments. 

• 

World Class Manufacturing in the 21 st Century 

Today’s manufacturing businesses face more opportunities, threats, and change than ever. Businesses 

must be more efficient, agile, and competitive because: 

Global markets: are more accessible. New competitors bring new technologies and new approaches 

to market. They compete for the same customers and offer new products, new services, and new 

brand values. 

Customers: are well informed so regional premium pricing is no longer sustainable. Also, although 

demand remains price-sensitive, excellence is routinely achieved by most manufacturers so cannot be 

a differentiator. 

Products: are becoming more capable, complex, and configurable. 

Regulations: create increasingly demanding frameworks for business processes – from material handling 

to audit trails and financial reporting. 

Corporate strategies: have developed beyond mergers and acquisitions (M&A) of competitors, suppliers 

and distributors. Now, leading companies actively plan and manage M&A activities to achieve integrated 

product, service, and brand differentiators, as well as revenue, margin, and profit goals. 

These pressures force manufacturers to implement strategies such as those shown below to improve 

performance in every business area. Customer-focused responsiveness has joined quality, efficiency, 

regulatory compliance, and cost control on the ‘must-do’ list of every manufacturer. 

Typical Manufacturers’ Strategies 

Create small, decentralised decision-making units, often within an enterprise; sometimes involving 

divestments and outsourcing. 

Become customer-centric. ‘Product-push’ has largely been replaced by ‘customer-pull’. Manufacturers 

build product on order, convert product offers into attractive solutions with strategies such as pay-per-use. 

Manage the value network to enhance customer experience. In both consumer and business-to-business 

environments, the customer experience depends on every touch-point with every partner. 

Enhance responsiveness and quality of operations with lean manufacturing, just-in-time, Six-Sigma, and 

traceability initiatives. 

Outsource to reduce cost, increase flexibility, and focus on core competence. Require suppliers to take 

more responsibility, for example, through risk-sharing. 

Manage activities as projects, not independent steady-state functions. Activities in a single project may 

span multiple departments and companies. 


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These strategies may involve new technologies, structures, partnerships, and commercial conditions. 

To be successful, it is necessary to work as part of a network and collaborate across all disciplines both 

in-house and with partners. Engineering, sourcing, procurement, supply chain, production, sales, 

marketing, distribution and service must share information and expertise. Good collaboration creates 

value because it allows the speed, flexibility, and holistic view of small decision-making units combined 

with the quality and efficiency of a connected network. 

Collaborate to co-ordinate 

Imagine a supply chain incident – a supplier mixed up deliveries between two sites. Moving 

materials between sites will take 48 hours, but they are needed for a customer order scheduled 

for production tomorrow. Is it possible to fulfil the order and maintain workloads at both sites? 

ERP scheduling shows a solution – but it involves delay to other orders, and planners need more 

information. Does the ERP materials information match reality? How critical are the orders 

according to sales? What is the impact of paying premium prices for materials from an 

alternative supplier today? 

Planners would use a collaborative environment to: review real inventory and shop-floor status; 

discuss priorities with sales and customers; negotiate with suppliers; and quickly implement a 

new optimal plan. 

Collaborate to sell 

Imagine the situation: a sales rep calls the office to report a meeting with a portable machinery 

manufacturer. “They love our technology, but they’ve rejected our offer because they want to 

use their existing supplier’s power management systems and get an integrated unit. We could 

do that, but it needs engineering. What shall we do?” 

Leading companies recognise that the way to win orders is to work with customers and, 

potentially, customers’ suppliers. This requires collaboration involving design, procurement, 

manufacturing, distribution and sales – in-house and throughout the supply chain. 

Collaborate to innovate 

In the old design office, team leaders, the chief engineer and office manager could walk around 

the room, get an impression of progress, discuss ideas, and explain new concepts. 

Early CAD systems offered productivity, quality, re-use and standardisation benefits, but small 

screen sizes and controlled environments worked against ad-hoc communication and big 

picture collaboration. 

Now, collaborative CAD environments can create the equivalent of a meeting around the 

drawing board – bringing together, say, electronic designers in Asia, functional designers and 

ergonomics specialists in Europe, and engineers representing contract manufacturers. 

Conditions to trigger innovation remain hard to define, but collaborative multi-disciplinary 

communication is a great start. A continuous stream of incremental innovations can be as 

valuable as a single big new concept. 


Collaboration 

For manufacturers, today’s drivers of change are not so much automation as handling the vast amount of 

information. ICT systems make the right information available at the right time, 

in the right place, in the right context and format to help ensure the right decisions are made. 

In business, we work with others to get jobs done, so why isn’t collaboration a basic attribute of software? 

One reason is that tools have evolved in isolation – each focused on a narrow group of activities – and it’s 

not easy to move between them with the information we need. Another is that our tools may be accessible 

only to people within company boundaries, or may not permit us to work while travelling, or otherwise 

disconnected from the corporate network. 

The Microsoft collaboration vision is about providing software and services that deliver pervasive 

capabilities to help people and applications to work together. Microsoft has emerged as a leader in 

collaboration services because of its 30-year history of understanding end-user needs, best-of-breed 

productivity applications, proven infrastructure-level integration, extensive partner and developer 

ecosystem, and commitment to standards-based interoperability. 

Providing authorised employees and partners with appropriate views of aggregated, consolidated, 

accurate, up-to-date status and plans is a powerful vision: people and systems then act on consistent 

information throughout. But shared information is not the complete solution: collaboration is also needed 

to ensure rapid response to inevitable changes in customer and market requirements. 

Collaboration Has Its Own Challenges 

Changing work climate driving new challenges 

Email 

Communication 

requests 

Information 

growth 

Email overload 

Teaming Working together is difficult 

Events demand real time access to expertise 

Finding information and people is time consuming 

Teaming Data is disconnected from process and projects 


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A Collaborative Environment: 

• Offers more than simple information sharing. 

It helps a team of people and systems to work together efficiently. The team may be in-house, 

or spread across several companies. The environment ensures that all are using the right 

information to execute tasks, make decisions, and communicate actions. 

• Provides user-friendly access to unified, integrated, real-time business data. 

No more delays waiting for answers from departmental data silos. No more conflicting 

information sources. 

• Facilitates discussion and action by the group involved. E-mail, instant messaging, shared 

Web sites, online conferencing all help individuals, departments and companies to work 

effectively together. 

• Breaks down geographical and organisational barriers, and helps companies and their partners 

to operate as a single cohesive unit. 

• Supports automation. 

• Not all collaboration involves people. Where it is possible to automate, for example, actions 

triggered by standard conditions, then the environment facilitates information exchange. 

There are three types of collaboration in manufacturing businesses. All can now be performed online, 

independently of the location of the parties involved: 

Automation: information from one or more parts of the value chain is collected, processed, and used by 

another, without manual intervention. For example, information about a factory’s stock and its production 

status and plans could be used by suppliers to automate decisions about deliveries. 

Planned collaboration: a business process may require two or more groups to share information and 

work together. For example, formal sign-off of a project milestone usually requires stakeholders to share 

and discuss project status information. 

Ad-hoc collaboration: individuals or a group need information from another part of the value chain; or 

have to refer a situation to another part of the value chain. Immediate communication and data sharing 

enures that situations are resolved or escalated rapidly. 

In a collaborative environment, businesses get complete clean, aggregated, timely data covering 

suppliers, customers and in-house activities – available to all employees at the right time, in the right 

context. Alerts and automation reduce or eliminate routine tasks. Online discussion and data sharing 

mean immediate resolution of uncertainties as well as consensus decision making across geographic and 

organisational boundaries. 

Imagine the possibilities. Operators, managers and executives gain insight into business processes – of 

their own company and those of trading partners. Quick decisions, immediate responses, actions to 

improve performance, all co-ordinated with suppliers and customers, become the norm. The stage is set 

for dramatic change from average to excellent. 


Understanding and Applying Collaborative 

Environments 

New technology is sweeping away the barriers that encouraged information silos. 

There was a time when access to data was restricted to the users of the application that created and 

managed it. Even database sharing was limited to modules from a specific application vendor. So there 

were few options to share data along the value chain. The options that existed had limited capabilities – 

for example, print and distribute a report; or output data in a format that another application could use. 

Now, the situation has changed. The Microsoft vision and architecture provide easy-to-use tools that 

empower application developers to: 

• 

Value Chains in Manufacturing Networks 

Suppliers 

Demand 

Specification 

Suppliers 

Purchasing 

Eliminate information silos; 

Control and manage information access; 

Deliver information when and where it is needed. 

Manufacturing Sales & 

Customer 

Distribution 

Engineering 

Products 

Design 

Demand 

Products 

Using Microsoft technologies, application developers can create open collaborative environments and 

facilitate communication, group working, and quick response. 

Collaborative environments support interactions within a function, between functions and spanning large 

parts of the business network. In addition, people – from the production supervisor to chief executive – can 

gather information, gain insights, plan initiatives, and implement actions without barriers. 

To satisfy user needs, a collaborative environment must offer a familiar interface. A Web browser can 

access a portal configured to bring together the right information. But also, since most collaborators use 

Microsoft Office, application developers can extend the range of people that benefit from their output by 

using its integration options. 

For example, engineering applications have for years offered interfaces that integrate with Microsoft 

Office Excel spreadsheet software. Now, the range of data that can be interrogated and updated from 

Office is growing: from enterprise applications to productivity tools, integration with Office is ensuring 

ease of use and deployment. 


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For example, Microsoft partners now integrate 3D data into Office documents, including: 

• 

Structured images in Microsoft Word that can be clicked to select component information; 

Calculated properties (e.g. material volume, or calculated price) in Excel; 

Embedded 3D data in Microsoft Office PowerPoint presentation graphics program. 

Engineering Applications and Office Systems 

Microsoft partners have created many opportunities to embed engineering data into Microsoft Office 

documents. Examples include Autodesk’s DWF Viewer, Dassault’s 3D XML Player, UGS’s JT2Go 3D viewer, 

Actify’s Spinfire, and Lattice3D’s XVL player. These can deliver tight integration between engineering 

applications and Microsoft Office documents, allowing 3D data to be harnessed across the enterprise. 

One example of integration with Microsoft Office is based on 3D XML: 

“ Using the 3D XML documentation and tools available freely at www.3ds.com/3dxml, Powerway 

added 3D capabilities into its existing industry-leading product, Powerway.com. Then, working 

with Microsoft, it developed a demonstration that tied together real-time product data that 

management, engineering and suppliers could access to solve the problems, quickly and 

collaboratively, by seeing them in 3D via their existing applications, such as Microsoft Office. 

The new application requires no additional learning by existing users.” 

(Source: Dassault Systèmes 29 August 2005, Detroit, MI, USA) 

But business systems also offer this integration, often by giving access to their data from inside Office 

applications. These help create collaborative environments that can reach everybody who adds value to a 

product, project or service. Familiar environments make it easy for users to access data from a range of 

applications, which encourages the use of shared information sources that in turn improve consistency of 

information across departments and trading partners. 

The result is growth in the opportunity for, and the value of, collaborative environments for many job 

functions (see panel below). 

Using a collaborative environment 

A collaborative environment has value for virtually every employee in a manufacturing company, from the 

boardroom to the plant floor. 

An Engineering Manager will use a collaborative environment to share realtime technical information, 

investigate technical and project issues, run review meetings and progress initiatives. The environment 

will allow the manager to communicate with colleagues and partners to solve problems, make decisions, 

and approve action. 

A Logistics Manager will use a desktop display of ‘traffic lights’ showing aggregated real-time information 

covering production, stock levels and distribution events, with drill-downs. The manager may use it in a 

planned manner to review and approve plans, and equally – perhaps, when investigating an ‘amber’ 

condition – to initiate ad-hoc collaboration to get more details. While travelling, the manager may switch on 

text message alerts. 

A Purchasing Administrator may access goods-received data and initiate ad-hoc collaborative sessions with 

managers who requested purchases to complete authorisation. Their discussions will be supported by 

immediate desktop or remote access to consistent, up-to-date information. 

A Production Manager may find the main use of a collaborative environment is to discuss changes with 

colleagues. Sales may want to push certain orders through. Engineering design may want to delay a planned 

manufacturing change until a customer agrees the prototype. Purchasing may suggest the use of substitute 

materials. A partner that provides a specialist finishing process may want to agree best dates for machine 

maintenance. In each case, the interaction can be on the basis of accurate, shared information – meaning 

fast decisions. 


Collaborative Environments in Design 

and Engineering 

CoCreate (www.cocreate.com) 

“ We can fire-up an online meeting in seconds. Our distributed teams can approach OneSpace. 

net meetings just like stopping by the desk of a local team member to ask a quick question.” 

(Source: Mechanical Engineering Manager of a OneSpace.net user company) 

CoCreate’s OneSpace.net is designed to solved the complexities and challenges that product 

development engineers face when working with teams that extend across a company and into partner 

companies. OneSpace.net is built on the Microsoft environment and makes use of the Microsoft .NET 

Framework to offer Web-based, multi-party 3D CAD model design reviews, with the ability to synchronise 

dates and tasks with Microsoft Outlook, and maintain traceability of actions across the extended team. 

CoCreate offers real-time collaboration to help users speed up whole sequences of activities. For example, 

a real-time collaborative session can replace a sequence such as checking out a dataset, e-mailing it to a 

colleague, agreeing and making some changes – perhaps by telephone – then checking the dataset back 

in to the master database. By exposing selected data from application systems such as ERP, workflow and 

version management tools, OneSpace.net connects collaborative sessions to the formal controls 

appropriate for design review and follow-through of issues. 

The use of Web services architecture inside OneSpace.net has provided an efficient structure for 

CoCreate’s software engineers. However, it is the use of the XML standard for data, together with 

Microsoft BizTalk Server, that has made a real difference to users. With BizTalk Server, not only are 

multiple point-to-point integrations replaced by a single integration to BizTalk Server, but also, it is 

possible to build certain business rules into BizTalk Server configurations rather than application code. 

“ By basing our development on the .NET Framework we made some aspects of design 

collaboration possible that five years ago were simply unthinkable.” 

(Source: CoCreate) 


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The Falcon 7X was entirely 

developed in a virtual 

environment, from design to 

manufacturing to 

maintenance. “We created 

the virtual platform to work 

as though we were on a 

physical platform, and to 

share a common database 

among our 27 partners 

around the world in near 

real-time.” 

Jacque Pellas, CIO, 

Dassault Aviation. 

Just one year after 

implementing this virtual 

product development 

environment, Dassault 

Aviation was able to halve 

the time required to 

assemble its new Falcon 7X 

business jet thanks to the 

Dassault Systemes PLM 

solutions. 

Source: Dassault Systèmes 


and Engineering continued 

Dassault Systèmes (www.3ds.com) 

Dassault Systèmes is a major global vendor of product lifecycle management (PLM) solutions. 

DS’s approach to creation of collaborative environments makes use of five principles: 

• A common “product, process and resource” (PPR) model shared by all DS PLM solutions and accessed 

by collaborating partners; 

• Collaborative workspace; 

• Industry specific business process optimisation; 

• Knowledge management, with multiple levels of access rights to manage and share Intellectual property; 

• Openness – enabling extension of the DS PLM platform with applications provided by DS partners. For 

example, integration of sourcing information throughout the product lifecycle involves integrating 

supplier relationship management (SRM) data. 

A key trend, especially in the aerospace and automotive sectors, is that suppliers provide a substantial and 

growing proportion of the value of an OEM’s final product. The supply network needs a ‘program platform’ 

to integrate a multi-project approach, and handle value chain re-organisations as they occur. DS sees PLM 

at the heart of these industry transformations, providing the engineering hub which is the basis of 

program environments. 

DS has identified four important categories of collaborative environments: 

Sub-contract: Complete and explicit specifications are provided by the OEM. Suppliers work to the 

specification they receive, and deliver results that meet the specification. 

Co-review: The supplier may generate and must consider a range of design alternatives. 

The alternatives are assessed in the context provided by the OEM. The chosen alternative is integrated into 

this context. 

Co-design: Suppliers and the OEM share requirements, concepts, and design rules either in part, or in full, 

depending on the relationship. The shared information maximises the levels of concurrent engineering, 

knowledge capture, and design re-use that can be achieved. 

Co-invent: Suppliers and the OEM act as one team, sharing innovation. 

DS offers “Bill of Material (BOM) Collaboration” for sub-contract collaboration, and parts of co-review 

collaboration. This BOM collaboration assists with exchange of configured BOMs of all types, using 

standards such as STEP and 3D XML, with support for management and exchange. This includes 

translation of design models into geometric representations that define interface and attachment points. 

For other co-review, and all co-design and co-invent collaborative relationships, DS offers 

“PPR collaboration”. With PPR collaboration, the content of product, process and resource information are 

managed and shared across a distributed environment. Collaboration can be real-time or asynchronous, 

supporting multiple communities and ensuring virtual co-location of distributed teams. 


DS’s users set up multiple collaborative communities to help with different suppliers to connect to one or 

more collaborative environments. This frees suppliers to use differing methodologies and processes, and 

share differing levels of design intent. One mode of use has been engineering package exchange. This 

uses DS’s capability to issue a package of PPR information, then later accept the modified package and 

reconcile the changes into the original engineering data.DS’s leading users are focusing on the use of a 

single collaborative community, ensuring that members of the community share data models and design 

practices just as if they were working side-by-side at a single location. Instant collaboration is available at 

any time through a tool-bar to contact someone, chat, exchange design contents or organise a 3D 

meeting. Designers can share features and concurrently create parts and surfaces. 

The design of the Falcon 7X business jet (see panel) used DS software to create a “virtual platform” for 

Dassault Aviation and its 27 partners in seven countries to work in a common, collaborative 3D environment. 

DS’s introduction of 3D XML provides more universal access to 3D visualisations, and simplifies integration 

of 3D PLM data for many uses, for example, Web sites, technical documentation, and e-mail. 

The extensive use made by Dassault Systèmes of Microsoft technologies was emphasised in the 

announcement of the strategic alliance between Microsoft and Dassault Systèmes, which foresees 

continuing integration of Dassault Systèmes applications, including CATIA, DELMIA, ENOVIA, SMARTEAM, 

and SolidWorks with the .NET Framework, Microsoft SQL Server, Microsoft BizTalk Server, Microsoft 

SharePoint Portal Server, and future editions of Microsoft Windows as well as Dassault Systèmes’. 

“ We are delighted to bring together the full power and reach of the Microsoft environment with Dassault 

Systèmes’ collaborative solutions,” said Bill Gates, chairman and chief software architect at Microsoft. 

“ The winning combination of Microsoft .NET and Dassault Systèmes promises to make product 

lifecycle management accessible and affordable to a whole new set of customers in the manufacturing 

value chain.” 


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UGS’ Tecnomatix is one of 

the key solutions in 

Volkswagen’s virtual vehicle 

program and is helping VW 

reduce development time, 

increase product and process 

quality, and increase 

communication of product 

and process data between 

departments, plants and 

external engineering 

partners. A VW 

representative explains “The 

collaborative environment 

helps us to coordinate with 

our engineering partners 

and suppliers. We are now 

able to digitally plan and 

simulate production 

processes, balance lines and 

optimise throughput very 

early in the preparation of 

production, and we can store 

manufacturing processes 

that can be re-used on the 

next car program”. 

Source: UGS (www.ugs. 

com/about_us/success/ 

volkswagen.shtml) 


and Engineering continued 

UGS (www.ugs.com) 

UGS is a major global product lifecycle management (PLM) vendor and provides solutions for creation, 

sharing, management and use of both product information and the associated manufacturing process 

information. Open technologies and an open business philosophy are important focus points for UGS, 

including: 

• Open business model, leveraging standard, open components; 

• Open data model, ensuring interoperability; 

• Open architecture, providing integration; 

• Open applications, for automation and customisation; 

Open communities for innovation, promoting partner and customer communities. 

• 

Originally, users of UGS applications were designers and engineers, but UGS has extended the use of 

product data across the enterprise, and to other phases of the product lifecycle, and now serves many 

other categories of user. 

UGS’ Teamcenter supports collaboration by giving simultaneous access to shared data, and, when 

required, enforces access control, update procedures, and authorisation processes. By combining change 

management and shared access, UGS enures that distributed multi-functional teams, working on projects 

of all sizes, can communicate and collaborate. 

One area of Teamcenter development has been to integrate support for less formal, ad-hoc, spontaneous 

collaboration between people inside a team and across teams. This type of collaboration is used to discuss 

and develop ideas, and to resolve issues. Users can instantly create a collaborative session in which they 

access relevant data from the controlled environment, share free format ideas including data from other 

sources, then make decisions. This online support for immediate collaboration is particularly valuable for 

people at different sites, for example: 

• Same company, different locations; 

• Multiple companies; 

Temporary location at customer site – for example, installation and service personnel. 

• 

In deploying capabilities for spontaneous collaboration, UGS has confirmed that users should plan for 

cultural as well as technological change. Then the new techniques bring out information, knowledge, and 

creativity that is not usually captured by the formal processes of a company. This emergence of new ideas 

is sometimes called “ideation”, and the results can be discussed and managed. It may be new information 

rather than new concepts that keep the project moving. For example, a manufacturing engineer involved 

in a spontaneous collaboration may share a personal spreadsheet that defines actual tolerances achieved 

using certain procedures. Or a designer may remember “…we had a similar issue three years ago, we 

solved it with a local increase in the material thickness…”. 


For UGS users this has opened up new opportunities to capture design intent and the reasons behind 

technical decision making, creating an environment for innovation. By saving content from the 

spontaneous collaborative session, and connecting this content to the controlled environment, it is 

possible to maintain structured access to the newly visible-unstructured information. 

Then, when a decision is made – for example, following a collaborative session between designers 

and a sub-contractor manufacturing company – the necessary actions can be initiated – for example, 

creation of an engineering change order. 

To implement support for spontaneous collaboration, UGS has made extensive use of Microsoft 

technologies, including Microsoft Office Sharepoint Portal Server 2003 with add-in Web parts, instant 

messaging, conferencing, and BizTalk Server as well as Office System integration including e-mail and 

calendar and support for access to engineering models from Office applications. UGS technologies 

such as PLM XML, and JT, the lightweight 3D data format, have extended the potential reach of the 

collaboration sessions to include users of other PLM systems. UGS and Microsoft jointly demonstrated 

inclusion of PLM XML, JT and XML in a single file that could be viewed using Windows Presentation 

Foundation, the new presentation subsystem for the Microsoft Windows operating system. 


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Collaborative Environments in 

Manufacturing Operations 

Apriso (www.apriso.com) 

Apriso offers FlexNet software to provide global control of manufacturing and supply processes. FlexNet 

uses an approach that is event-driven, real-time, and process-aware. By integrating into an existing 

software infrastructure, Apriso can effectively extend the reach of an existing enterprise resource planning 

(ERP) system to an extended production and supply network. 

The FlexNet “enterprise execution” software builds on an integrated business process modelling capability 

focused on supply chain execution. FlexNet Process Builder manages relationships between operations, 

steps, work centres, machines, materials, tooling, documentation, operator skills and operator capacity to 

define procedures and workflows. Production users, quality controllers, maintenance operators and 

logistics users work according to this framework to synchronise execution and reporting of their work. 

Critical events are signalled as FlexNet alerts which can trigger e-mail and SMS messages, and can be 

handled by FlexNet applications. Appropriate information is stored for traceability, and used to drive 

suitable ERP transactions. 

Many production processes require several people, each with different rights and skills, to collaborate to 

execute coordinated actions. Apriso use FlexNet’s process modelling to create a collaborative 

environment, which not only maintains a shared model of operations executed by people with different 

roles, but also automatically triggers selected tasks or processes when defined conditions occur. This 

approach blends automation with collaboration between people to support, for example: 

• Quality control, where automated sampling may lead to review by an operator with certified skills, and 

approval by a superviser to initiate a machine adjustment; 

• Automated signalling from a production line for material replenishment from a warehouse; 

• Search for and identification of a particular resource or component; 

• Prioritisation of selected activities, for example, final assembly, to match shippng plans; 

Creation and maintenance of documentation required to satisfy relevant regulations. 

• 

FlexNet is fully Web-based using the Microsoft .NET Framework. FlexNet Alerts are communicated to 

e-mail and other recipients using Microsoft Exchange Server. FlexNet uses the Microsoft SQL Server 2000 

database, and integrates with ERP systems using Microsoft BizTalk Server. Documents and generated 

reports can be stored and shared using Microsoft Office SharePoint Portal Server. 

The FlexNet “enterprise execution” software 

Distribution of tasks 

and information 

between employees 

and managers 

With company 

business rules 

and logic 


Warehouse location Data 

and Components 

Material Identification Data 

and Components 

Quality Data and 

Components 

Production Data and 

Components 

Packaging Data and 

Components 

Time/Labour Data 

and Components

Invensys Wonderware (www.wonderware.com) 

Invensys Wonderware developed the ArchestrA architecture based on project goals being set by 

customers. 

In the past, PC-based automation systems started as single computers connected to a machine or specific 

manufacturing equipment. Customers focused on automation of individual production lines, or plant 

areas; or they started to centralise plant manufacturing information. Now, customers are aiming to 

optimise their entire manufacturing enterprise, using consistent application solutions. 

Targets include: 

• Improve KPIs to be comparable with, or better than, competitors; 

Reuse best practice for plant optimisation and supply-chain integration. 

• 

But, achieving this locally is not good enough, it is necessary to take into account all plants as well as the 

demand and availability signals that come from customers and suppliers. 

Manufacturers need solutions to help ensure that defined processes are enforceable, repeatable, and 

appropriately automated. Invensys Wonderware recognises that for leading companies, this is just one 

side of the coin because, for leaders, the most critical performance edge often comes from empowering 

the people involved. Each manufacturing corporation possesses a unique set of cultures, management 

structures, and skill sets that need to be supported with specific views of production and performance. 

This visibility needs to be available in real time, to help the collaborative efforts of the right people to be 

harnessed quickly to react to inevitable variations in customer orders, supplies, and plant asset availability. 

The CFO, COO, plant manager, operations superviser, plant engineer, maintenance manager, quality 

manager and plant floor operator all need different views of information, and can initiate different actions 

according to their roles. Invensys Wonderware developed the ArchestrA architecture and orchestration 

technology to deploy flexible information models as a unifying layer on top of the different existing 

systems in manufacturing environments. This enures secure, reliable delivery of harmonised information in 

views tailored to the individual user. In this way, every dashboard, scorecard, alerting display and portal 

used at every level can be based on actual status information. 

The result is consistent information that helps align collaborative efforts to analyse “what if?” and “can we 

meet this request?” types of question. By integrating production equipment control capabilities with this 

environment of shared information, Invensys Wonderware creates a collaborative setting for the people 

involved in manufacturing operations. 

Invensys Wonderware software solutions are built on top of the .NET Framework and Windows Server 

System environment technologies. Add-ins help Microsoft Office Excel spreadsheet software and 

Microsoft Word users to create reports from the same information used for production management. 

Integration of manufacturing applications with Microsoft SharePoint Server supports distribution and 

sharing of documents. Microsoft SQL Server database is used as the core manufacturing information 

repository, and to manage the plant application configuration database. XML, Web Services, and 

Microsoft BizTalk Server are used to integrate business systems and plant systems. Together with Invensys 

Wonderware’s ArchestrA technology, this approach ensures connectivity of plant systems both through 

industry standards such as OPC and also using more than 325 network and automation system protocols. 


17

18 

Collaborative Environments in 

Manufacturing Operations continued 

Siemens (www.siemens.com) 

Siemens offer to manufacturing operations is TIA – Totally Integrated Automation – covering all 

aspects of automation and control. For Siemens, TIA ranges from the sensor, actuator and local 

controller level to the interfaces between factories, warehouses, transportation and business systems. 

Siemens offers capability across the entire spectrum, from supply of automation components to 

taking project responsibility for global automation projects. 

Siemens has observed increasing demand for active collaboration. Tight integration between ERP 

and factory systems optimises what, when and how to produce. But today’s manufacturers are 

moving further, to create collaborative environments to ensure they can react to every unexpected 

event, every change in requirements, and every new opportunity. Siemens supports this requirement 

by providing rule-based interaction among different systems and reaction in real-time to any 

condition on the plant floor. These automated systems create a unified information base and timely 

triggers to guide manufacturing operations people in any role, in any location to work together to 

solve problems and respond to new requirements. 

A key Siemens offering in this range is SIMATIC IT, which fits the category of ‘manufacturing execution 

system’ (MES); that is to say, it fills the gap between local machine, work-centre or production-line 

automation, and business system integration. By following the global architectural approach of the 

ISA 95 standard, and supporting a fully graphical environment for definition of the plant model and 

the rules for operating procedures, Siemens has created bundled subsets of SIMATIC IT to address 

specific requirements at various levels, such as: 

• Starting level – data management, material management and order management; 

• Intermediate level – basic tracking and tracing, basic production management; 

Overview level – production suite. 

• 

Siemen’s entire TIA product portfolio is based on Microsoft technologies and all SIMATIC IT products 

are developed using Microsoft Visual Studio and Microsoft Visual Studio .NET environments. At an 

application and user interface level, Microsoft Office System components Microsoft Office Excel 

spreadsheet software and can be used for data analysis. 

SIMATIC IT products are structured as three tier applications: 

• On the presentation tier, Microsoft Internet Explorer is used to display Microsoft.NET screens that 

help users to interact with the system and carry out production management activities; 

• On the business tier Microsoft Internet Information Server and .NET Framework are used to 

manage access and interaction with SIMATIC IT Data Servers; 

• On the data tier Microsoft SQL Server 2000 is used to store SIMATIC IT data. Transactional support 

is provided by Microsoft DTC (Distributed Transaction Coordinator). 

SIMATIC IT Application Servers expose standard COM (Component Object Model) interfaces and can 

interact with B2B systems such as Microsoft BizTalk Server using B2MML messages - the XML 

implementation of ISA 95. User interfaces for MES users are developed as Web Applications using a 

customisation of Visual Studio .NET. 


Collaborative Environments in Warehousing, 

Distribution and Logistics 

Manhattan Associates (www.manh.com) 

Since its earliest days, Manhattan Associates has delivered technology to efficiently move goods 

through the supply chain. Originally known as a leader in warehouse management solutions, 

Manhattan Associates has expanded its solution capabilities to support all supply chain needs. 

Today, Manhattan Associates’ Integrated Logistics Solutions TM 

cover: 

• Advanced planning; 

• Replenishment; 

• Distributed order management; 

• Warehouse management; 

• Transportation management; 

• Trading partner management; 

• RFID solutions; 

• Reverse logistics management; 

• Performance management; 

Carrier management. 

• 

Manhattan Associates delivers solutions to target specific customer needs, overcome supply chain 

challenges, and increase productivity. This involves co-ordination of internal and trading partner 

business processes and workflows – from source to consumption and every point in between. 

When it comes to the supply chain, one size does not fit all. For example: 

• Pharmaceutical requirements and expiration date control mean little to the consumer electronics 

or furniture manufacturer. 

• Foodservice distributors are not typically concerned with subassembly components. 

• Apparel manufacturers and retailers take a different view of supplier workflows and time-to-market 

demands than do automotive OEMs and suppliers. 

Trading Partner Management is one example of the way that Manhattan Associates supports 

collaboration. This solution recognises the trend towards outsourcing and off-shoring in manufacturing 

and, within those distributed operations, the need to be agile and responsive. In particular, companies 

need to be free to change and adjust outsourcing arrangements. This means that IT support for 

collaboration must be easy to deploy, and easy for partners to adopt. 

“ Microsoft Office Excel spreadsheet software is widely used as the “last mile of ERP”, connecting 

users to business systems in the supply chain. 

Excel is used in three main ways: 

• as a spreadsheet for calculations to support decision making 

• as a front end for specialist supply chain applications 

• as a common language for communication between supply chain partners. 

“ As a standard desktop tool, Excel allows every company, regardless of size, to participate in 

collaborative supply chain activities.” 

Enrico Camerinelli, European Supply Chain Council Director and Chief Analyst 


19

20 

Collaborative Environments in Warehousing, 

Distribution and Logistics continued 

In addition, there needs to be a choice of how to deploy. Partners who have no related IT solutions need 

a Web-based solution accessed through a standard browser. Partners who have relevant IT capabilities 

in place need an architecture that makes it easy for them to integrate their capabilities into the 

collaborative environment. 

Having established these requirements for a flexible integration strategy, and the tools to support this 

strategy, Manhattan Associates looked around the marketplace and became an early adopter of Microsoft 

BizTalk Server. Manhattan Associates uses BizTalk Server to create a solution that addresses the dynamic 

needs of collaborative commerce by providing real time, seamless connectivity for customers, suppliers, 

and transportation companies. 

With the secure electronic exchange of critical documents, the BizTalk Server-based Trading Partner 

Management solution ensures global visibility, eliminates barriers and facilitates the flow of information. 

Partners anywhere and at any technology level can exchange business documents such as purchase 

orders (POs), advance ship notices (ASNs), compliant bar code labels and shipping documents through a 

Web browser or by direct integration with back-end systems. 

Manhattan Associates guides users step-by-step through supplier, carriera and customer enablement, 

and logistics hub management, using BizTalk Server to create collaborative environments that are both 

efficient and responsive. 


RedPrairie (www.redprairie.com) 

RedPrairie offers software solutions for supply chain execution, integrating warehouse management, 

labour management and transportation management to maximise logistics excellence across the 

enterprise and extended supply chain. 

RedPrairie solutions enhance supply chain visibility and create a basis for supply chain event management, 

as well as supply chain performance measurement. Working together, these capabilities help users reach 

their goal of inventory optimisation – the right quantities of the right materials in the right places, round 

the clock. 

Deployment of RedPrairie solutions often starts with local facility applications, such as yard and, 

warehouse management, and pallet and load building. Next steps may be to support enterprise level 

needs, using RedPrairie capabilities such as workforce performance management, mobile resource 

management, transportation management and activity billing. The next step is to integrate trading 

partners to provide supply chain visibility and event management. This involves bringing together data 

from many systems. Before the use of Microsoft BizTalk Server, users had to create unique interfaces 

between systems. Now, with BizTalk Server, it is possible to interface each application to BizTalk Server 

once, then configure it to provide the links needed by the user community. 

RedPrairie guides its customer’s evolution of supply chain capability from point solutions, which deliver 

local process efficiency, to integrated supply chain solutions for greater optimisation of their supply chain. 

This leads ultimately to networked communities of trading partners able to adapt quickly to opportunities 

and external events. The degree of collaboration between partners increases with each step. 

“There are three key 

touchpoints between 

RedPrairie and Microsoft 

technologies. Firstly, in Web 

services – this mainly impacts 

software developers. 

Secondly, for transactional 

data being moved around 

the system – this is where 

Microsoft BizTalk Server costeffectively 

ensures 

integration of multiple 

disparate systems and 

provides data integration 

and workflow management. 

Thirdly, we use Microsoft 

portal technology to create 

the user’s view”. 

Source: RedPrairie 


21

22 

Information and Communication Technology 

for Collaborative Environments 

Freedom and flexibility 

Choices are required to plan ICT architecture for collaboration. For most manufacturing businesses, the 

top priority is to choose an approach that offers flexibility. This is important because it is difficult to predict 

exactly how future collaborations will develop. Therefore, the chosen ICT architecture must not restrict 

flexibility. For example, every collaborating partner wants: 

• Freedom of choice of applications; 

• Freedom to use any application in any collaboration; 

Freedom to collaborate with every chosen partner. 

• 

These basic objectives have important implications. Not all approaches to ICT deliver freedom in these 

areas. Manufacturers need to select an ICT architecture that will offer the following freedoms. 

Single application? 

For example, one approach to ICT for collaboration is to use just one application solution or application 

backbone. The theory is to encourage communication and collaboration by providing the same 

application environment for everyone. Obviously, this approach restricts choice of application to the 

chosen application or one that integrates with the backbone it provides. This means that at least some 

individuals and groups in the collaborative network will believe they are being forced to use an application 

that is not optimum for their task. What happens if the people, departments, or companies involved 

discover a new, innovative application that would transform the performance of their task? Should the 

new application be used? If it is not easy to use the new software, then the collaboration itself will be seen 

as a barrier to progress (even though in fact it is the choice of a single application solution that is the 

barrier). In this case, the operational decision to base collaboration on a single application solution could 

undo all the strategic benefits of encouraging collaborative work. 

Industry standards 

Fortunately, there is an alternative, better way of building collaborative ICT environments. This is to use 

applications that implement industry standards for data communication and coordination. These 

applications can then be deployed in an architecture that supports flexible data sharing, industry 

standards, and advanced user interfaces in a way that is independent of the applications. 

This gives every partner in the collaborative group some independence in selection and deployment of 

applications. Each application can run on industry standard platforms. By using industry standard data 

communication, each application can ‘plug-into’ the backbone of the collaborative environment. 

A top-level specification for a collaborative environment 

• Use standards to allow inclusion of disparate, heterogeneous applications, systems and networks; 

• Match the new structure of industries, which may need collaboration at individual, team, department, 

and company levels; 

• Support flexible and configurable user interfaces; 

• Present data from multiple sources; 

• Support both group and individual needs; 

• Automate the process of collaboration where possible; 

• Model the process; 

Configure the process to eliminate routine information handling steps. 

• 


Architecture for collaboration 

A key differentiator of the Microsoft approach is the Microsoft focus on creation and support of integration 

pathways to connect applications and make a collaborative environment. This focus gives application 

software providers freedom to focus on their functionality, and gives user organisations freedom to 

choose applications based on the way they support core tasks. 

The Microsoft Modular Collaboration Environment 

Asynchronous 


Windows SharePoint 

Services 

Web Services 

Real-time 


Infrastructure services 

Windows Media Services 

The above diagram highlights the system components that support the three primary communication 

methods used in collaborative environments: 

• Asynchronous Collaboration: for example, e-mail, shared information access, and discussion boards, 

where information is delivered now, and the response can be immediate or later. 

• Real-time collaboration: for example, instant messaging and conferencing, where the interactions 

happen in real time. 

• Business process collaboration: for example, workflow, where the value of the service derives from 

keeping track of, and perhaps directing, the progress of work. Project management is 

an example. 

These core communication capabilities for collaboration are provided in an environment of Web services 

and Infrastructure services that simplify use and maximise efficiency. Microsoft Visual Studio .Net 

development system helps developers to integrate these capabilities with application software, and the 

whole solution is presented together with the Windows desktop and Office System applications. 

We will now look at some core system components in more detail. 

Business process 


Windows Rights 

Management Services 


23

24 

Information and Communication Technology 

for Collaborative Environments continued 

Microsoft Office SharePoint Portal Server 

Microsoft Office SharePoint Portal Server adds entire classes of functionality to the enterprise, connecting 

people, teams and knowledge across business processes. For manufacturing companies, the key benefit is 

the capability for distributed teams and individuals to work directly from shared, consistent information. 

www.microsoft.com/sharepoint 

Microsoft Exchange Server 

Microsoft Exchange Server provides asynchronous person-to-person collaborative e-mail and place 

based calendar services. People in manufacturing companies can use Exchange Server to send messages, 

distribute files, gather comments, schedule meetings and manage contacts. 

www.microsoft.com/exchange 

Microsoft Office Live Communication Server 

Microsoft Office Live Communications Server is a scalable, enterprise-grade solution offering enhanced 

security, seamless integration with Microsoft products, and an extensible, industry-standard development 

environment. This creates the basis for staff in new product introduction and operations to work with coworkers, 

partners, suppliers and customers in real time, sharing critical and time-sensitive information, 

taking advantage of built-in security measures to help safeguard proprietary business information. 

www.microsoft.com/livecomm 

Microsoft Office Live Meeting 

Microsoft Office Live Meeting can help your organisation participate in meetings around the world, at a 

moment’s notice, and at a fraction of the cost. This easy access to suppliers and co-workers can encourage 

frequent, effective, two-way interactive communication to ensure everyone is up to date with the latest 

requirements and changes. 

www.microsoft.com/livemeeting 

Microsoft Office Project Server 

Microsoft Office Project Server implements resource management services, and can optionally employ 

SharePoint Services to provide an integrated document library, and risk and issue tracking sites. 

Manufacturers are familiar with the need to plan, organise, and track tasks and resources to keep projects 

on time and within budget. Project Server is a companion product to Microsoft Project, and extends 

individual management of project plans to ensure sharing of resources, central and local plan 

coordination, visibility of resources across multiple plans, and management of planning standards and 

best practices. 

www.microsoft.com/projectserver 

Microsoft BizTalk Server 

Microsoft BizTalk Server integrates inter-process XML message routing and transforming capability, with 

an ability to initiate and track ad-hoc workflows. The wide use of XML by applications means that BizTalk 

Server is increasingly positioned as a communications hub – by creation of one interface to BizTalk Server, 

each application can be connected to every other application with a BizTalk Server interface. 

Manufacturers use BizTalk Server to simplify application integration and support data communication 

between departments and across companies. 

www.microsoft.com/biztalk 


Microsoft Office System 

Microsoft Office System provides new ways to connect individuals, teams and organisations, helping 

workers to collaborate effectively from any Office application. These include: 

• Support for synchronous and place-based collaboration tools, which help the inefficiencies typically 

associated with asynchronous collaborative processes, such as passing a document back and forth 

for editing. 

• Tight integration through Task Panes with SharePoint Services for easy access to online meetings, 

document libraries, threaded discussions, event lists, announcement lists, survey lists, and Web link lists. 

Manufacturers use the new capabilities of Office System to transform the use of administrative and 

technical documents. For example, Microsoft Office Excel spreadsheet software has enabled local 

and individual handling of complex information, from bill-of-materials to distribution planning. 

In Office System, Excel spreadsheet capabilities are complemented by communication capabilities 

(for example, XML interfaces), and data sharing through SharePoint Services integration and information 

rights management. 

See http://www.microsoft.com/uk/office/prodinfo/default.mspx 


25

26 

Conclusion 

Microsoft Collaboration Vision 

Integrated 

Communications 

Access to Information 

and People 

Providing software and services 

to deliver pervasive capabilities 

to help people to work together 

more effectively 

Microsoft has emerged as a leader in infrastructure-level collaboration services and is uniquely positioned 

to further its lead based on several critical differentiators: 

Deep understanding of end user needs: From its 30 years creating desktop software, Microsoft has 

developed an unparalleled understanding of end user needs and behaviours. Microsoft Office 

productivity tools are world-class, market-leading products that continue to lead because of a tremendous 

R&D investment. Collaboration is the place where technology and people meet, and Microsoft has 

demonstrated success in creating software that works the way people work. 

Proven infrastructure-level integration: Microsoft was a pioneer in integrating collaboration 

capabilities into the operating system infrastructure, with the introduction of Windows SharePoint Services. 

Microsoft is expanding infrastructure-level collaboration by making capabilities such as presence and 

personalisation integral to its products. This gives information workers instant access to collaboration 

through products they already know and use, providing immediate productivity improvements. It also 

provides IT with a way to deliver new functionality while minimising effort and cost. 

Vibrant and extensive partner and developer ecosystem: The Microsoft ISV, developer and partner 

ecosystem is the richest in the world, providing more choices and lower costs for companies seeking to 

customise solutions based on Microsoft technologies. Partners are critical to the Microsoft business model, 

providing extensive local resources, innovation and support for customers worldwide. 

Commitment to standards-based interoperability: Microsoft has a longstanding commitment to 

standards, such as XML and Web services, that allow organisations to create heterogeneous solutions that 

rely on Microsoft solutions working seamlessly with third-party applications. 


Collaborative 

Work Spaces 

People – Driven 

Processes

By using Microsoft capabilities to configure applications into collaborative environments, manufacturing 

companies can transform performance: 

Efficiency. Collaborative environments help manufacturing networks to operate efficiently. Activities that 

were previously performed sequentially, with data passed from one person, department or company to 

another, can be replaced with a set of real-time collaborative sessions, sharing and updating master data. 

In some cases, it will be possible to automate interactions and achieve even greater time and accuracy gains. 

Innovation. Collaborative environments help drive innovation. Communication between collaborating 

partners stimulates breakthrough developments in products, services, operations and marketing – as well 

as the small incremental innovations that polish and improve products and processes. 

Strategy. Business leaders of companies that are strong in collaboration have new freedom to plan 

strategies and design value networks that match resources and skills to tasks. Geographically-dispersed 

sites and company boundaries are no longer barriers. 

Opportunity. Collaborative environments tame the uncertainties of the market for manufacturers. For 

companies that understand collaborative environments, the growth of partnering in every area becomes 

an opportunity to create competitive advantage and manage risk – instead of a threat of lost value add 

and lower margins. 

Microsoft offers efficiency, flexibility, and choice, together with a vision for the future that encompasses 

advanced collaboration and innovation. Microsoft technology is used by leading software vendors as the 

environment for innovative collaboration, providing manufacturers with freedom of choice and the 

opportunity to deploy tools that lead to new revenue streams and growth. 


27

More Information 

If you would like more information, please email the Microsoft 

EMEA Manufacturing team at emeamanu@microsoft.com 

or visit www.microsoft.com 

© 2006 Microsoft Corp. All rights reserved. Microsoft, the Microsoft logo, Windows, MSN, Xbox, Windows Server, 

Active Directory, Windows Mobile, Axapta and Navision are either registered trademarks or trademarks of 

Microsoft Corp. or Microsoft Business Solutions ApS or their affiliates in the United States and/or other countries. 

Microsoft Business Solutions ApS is a subsidiary of Microsoft Corp. The names of actual companies and products 

mentioned herein may be the trademarks of their respective owners.

Collaboration - Apriso

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