Collaboration - Apriso

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4 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. LEADING EDGE COLL ABORATIVE ENVIRONMENTS IN DISCRETE MANUFACTURING INDUSTRIES 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. LEADING EDGE COLL ABORATIVE ENVIRONMENTS IN DISCRETE MANUFACTURING INDUSTRIES 5
Page 1 and 2: Microsoft ® EMEA Manufacturing Ind
Page 3: Contents Introduction 4 World Class
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Page 9 and 10: Understanding and Applying Collabor
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Page 13 and 14: DS’s users set up multiple collab
Page 15 and 16: For UGS users this has opened up ne
Page 17 and 18: Invensys Wonderware (www.wonderware
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Page 21 and 22: RedPrairie (www.redprairie.com) Red
Page 23 and 24: Architecture for collaboration A ke
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Collaboration - Apriso

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