Electric vehicles (EVs) are becoming increasingly popular. New EV registrations globally rose by 168% during the first half of 2021 compared to 2020. In total, 2.65 million EVs were purchased and have been hitting the streets. According to EV Volume analysts, electric vehicles are trending toward 6.4 million units by the end of 2021.

Charging stations are often a challenge to more rapid EV growth as public stations total 28,000 in the U.S. and 20,000 across Europe. This is reason enough to use the standardized cloud-based 麻豆原创 E-Mobility solution, planned for availability September 24, 2021, to address not only public but also non-public and semi-public charging points.

As a first step, 麻豆原创 is addressing company car fleets with charging points at the site or branch as well as at a driver鈥檚 home. Since the number of public charging stations is increasing more slowly than their demand, it is particularly relevant to increase the utilization of semi-public charging points and make the best possible use of them. It is also a relief when employees charge company vehicles at the private charging station at home. Complex billing processes, which can be easily and neatly covered, play a decisive role in all scenarios.

However, the solution offers much more; it is the basis for controlling and managing all business processes pertaining to the charging point. Complex processes that were previously prevalent along the value chain — from delivery point operators to companies to electric vehicle owners — are considerably simplified.

Greater Flexibility for Fleet Managers with 麻豆原创 E-Mobility

Fleet managers also benefit. For example, the solution provides necessary charging data — charging total, location, date, duration, vehicle — to the connected accounting and finance software in order to perform cost center allocations or to initiate a corresponding reimbursement of private electricity costs of the vehicle owner. This happens in an automated manner via standard financial processes, such as travel expense reports.

On the facility manager鈥檚 side, 麻豆原创 E-Mobility means more than just simplified billing. Via a dashboard, the status of all charging stations can be seen at any time, and defective stations can be swiftly repaired. This means facility managers always have an up-to-date overview of the available charging columns, which is also the case on the part of the charging column operators and thus enables comprehensive user and location management.

The results are overall faster workflows and higher charging point availability, supporting a better user experience as well as a positive total cost of ownership (TCO), which helps to further increase the acceptance of electric cars.

In addition, the solution simplifies the deployment of new charging infrastructure and is hardware independent. Operators can easily integrate new charging stations into the network as well as monitor and bill them via standard communication protocols. 麻豆原创 uses the Open Charge Point Protocol 1.6 standard for this purpose. For charging point operators and businesses, the new solution thus offers maximum flexibility with very little effort.

Extensive Partner Ecosystem Enables Complete Solution

To be able to offer companies a comprehensive solution consisting of hardware, software, services, and support, 麻豆原创 relies on a network of certified e-mobility partners.

麻豆原创 E-Mobility is an important part of this, offering all stakeholders — charging station operators as well as companies and drivers — significantly simpler processes than the market is currently offering. Due to such solutions, not only is the necessary infrastructure expanded more quickly and flexibly, but companies also receive standardized e-mobility processes that support them in achieving their CO2 targets, and at the same time promote the broader use of electric vehicles. One example: partners such as energy service providers implement application scenarios such as 鈥渃harging from self-generated photovoltaic electricity鈥� or 鈥渧ehicle to grid鈥� and thus support the production of sustainable energy while simultaneously using the vehicle as a storage location.

.

Hagen Heubach is global vice president and head of the Automotive industry business unit at 麻豆原创.

Having sufficient charging stations is just the tip of the iceberg. The transportation network is facing a major reboot, forcing automobile original equipment manufacturer (OEMs), utilities, corporations, regulators, and retailers to collaborate for innovation as never before.

Networks Power E-Mobility Innovation

Compared to gas-powered cars, EVs and the services around them are far more interconnected. This demands a new kind of collaboration across the e-mobility value chain from corporate fleets, regulators, and smart cities to service providers and consumers.

鈥淭he e-mobility network consists of multiple players from different industries and sectors with intertwined supply chains,鈥� said Ulrich Scholl, vice president of E-Mobility at 麻豆原创. 鈥淭o operate with flexibility and cost-efficiency they need to collaborate across stable, cloud-based that foster sustainable innovation around standardized processes, including invoicing and billing, as well as overall e-mobility management among partners.鈥�

EVs Spark New Business Models

As sustainability mandates and promises grow, one central question is how to make EV battery recharging as easy and convenient as refilling a gas tank. Utilities are drawn to bi-directional charging that simultaneously recharges EVs while adding the battery鈥檚 stored energy back into the electrical power grid. This turns drivers into energy producers and cars into mobile power storage. Retailers are starting to monetize their solar panel energy, offering consumers free car charging while they shop, increasing customer loyalty. Meantime, corporate fleet managers are taking action by increasing EV and charging infrastructure investments that support company sustainability commitments.

For example, Hanno Klausmeier, managing director of 麻豆原创 Labs France, received a award for leading the electrification of the company鈥檚 fleet of cars for hundreds of employees located across three sites.

Converting to EVs has been a seven-year journey at 麻豆原创, grounded in the company鈥檚 global commitment to sustainability, as well as the initial battery limitations of early EVs. After eliminating gas-fueled vehicles as a choice for employees several years ago, over 90% of the cars in the company鈥檚 fleet in 麻豆原创 Labs France are now EVs. Convenient access to charging stations along with new fleet management operations were critical to the successful roll-out.

鈥淲e knew that employees would need more stations to charge their cars so we installed super-fast charging stations conveniently located across our facilities,鈥� Klausmeier said. 鈥淲e revamped fleet management to make sure we could supervise and optimize charging stations for uninterrupted operations. Connecting the e-mobility ecosystem on one transparent platform is the only way for organizations to keep pace with the rapidly-changing industry.鈥�

Indeed, 麻豆原创 Labs France developed new software to remotely manage the status of its charging stations, installing it on-site and at employee鈥檚 homes. Now available publicly, the solution helps corporate car fleet operations manage relationships with fleet management service companies, OEMs, and other suppliers that are involved with charging stations. Managers have real-time visibility into e-fleet charging station status and can quickly solve problems remotely for an easier experience.

Market Fragmentation Gives Way to Network Convergence

Entirely new competitors are emerging with EVs, including 鈥渞oaming鈥� providers, which help consumers locate reliable charging stations and pay for the electricity as validated users. This is likely a temporary stop gap because it is unnecessarily complex and more costly for drivers.

鈥淲e need to shorten the e-mobility value chain for cost efficiencies to charge point operators and an improved experience for customers,鈥� said Scholl. 鈥淭here鈥檚 no need to have another layer between energy providers and customers. With an open mobility platform, the whole ecosystem has the ability to build relationships for service convenience and affordable innovation, especially incorporating the use of renewable energy that鈥檚 produced locally and stored in EVs.鈥�

Transforming the Transportation Sector

Just like the iPhone disrupted the cellphone industry, e-mobility redefines the purpose of a vehicle. Already some manufacturers tout EVs as self-powered RVs. Even bigger are the implications for large-scale innovations, such as vehicles that are able to provide uninterrupted power for tools at remote construction sites.

Similarly, transformations could be in store for energy retailers if OEMs bypass them to become energy providers themselves. On the corporate side, shared EVs could be part of an organization鈥檚 mobility budget for employees to spend as they see fit.

EVs鈥� star is rising as sustainability nears the top of many consumer, corporate, and government priority lists. Over 80% of automobile manufacturers have committed to their lineup in the near future, and some plan to go all electric within the decade. Modernizing the transportation industry means rethinking mobility as concept to make sure EVs pay off on the sustainable promise.

Follow me: @smgaler
.

The founders of the partner network include BMW AG, Deutsche Telekom AG, Robert Bosch GmbH, , Siemens AG and ZF Friedrichshafen AG.

Additional companies have joined the initiative, including Mercedes-Benz AG, BASF SE, Henkel AG & Co. KGaA, Schaeffler AG, German Edge Cloud GmbH & Co. KG, ISTOS GmbH, SupplyOn AG, the German Aerospace Center (DLR), Fraunhofer-Gesellschaft zur F枚rderung der angewandten Forschung e.V and ARENA2036, as well as several small and midsize enterprises (SMEs).

The Automotive Alliance will operate under the name Catena-X Automotive Network (Catena-X). As an implementation-oriented network and to help ensure openness and neutrality, Catena-X plans to organize itself as a registered association in Germany. Catena-X sees itself as an extensible ecosystem in which automotive manufacturers and suppliers, dealer associations and equipment suppliers, including the providers of applications, platforms and infrastructure, can all participate equally. The purpose of the association is to create a uniform standard for information and data-sharing throughout the entire automotive value chain.

The companies involved want to increase the automotive industry鈥檚 competitiveness, improve efficiency through industry-specific cooperation and accelerate company processes through standardization and access to information and data. A special focus is also on SMEs, whose active participation is of central importance for the network鈥檚 success. That is why Catena-X has been conceived from the outset as an open network with solutions ready for SMEs, where these companies will be able to participate quickly and with little IT infrastructure investment.

Moreover, the European automotive industry鈥檚 existing structures, such as processes in the field of parts logistics, are to be integrated into the network and further optimized. Alongside the benefits of greater efficiency in the supply chain, the network participants expect more efficient quality and logistics processes, greater transparency in terms of sustainably reduced CO₂ emissions and simplified master data management. Continuously connected data chains in this way make it possible to create digital twins of automobiles, on the basis of which innovative business processes and service offerings can be developed.

With the International Data Spaces (IDS) standard for data sovereignty, which also lays the foundation for the European cloud data infrastructure GAIA-X, the companies involved have already agreed on essential infrastructure foundations for project implementation

In the first phase, the Catena-X pilot projects are focused on five areas of application that have been jointly defined. With the help of a networked data infrastructure, these application areas can significantly help to boost productivity and improve sustainability along future value chains. The five areas are quality management, logistics, maintenance, supply chain management and sustainability. Applications supporting production and development are planned for future phases.

The data network will create an important starting point for the industry to respond more efficiently to the challenges of digital transformation and to make better use of the opportunities offered by digitalization.

For access to updates about Catena-X, .

Visit the 麻豆原创 News Center. Follow 麻豆原创 on Twitter at .

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world鈥檚 transaction revenue touches an 麻豆原创 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit .

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit . On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit . From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 麻豆原创 TV.

For customers interested in learning more about 麻豆原创 products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1麻豆原创 (1-800-872-1727)

For more information, press only:
麻豆原创 SE: Kathrin Eiermann, simone.kathrin.eiermann@sap.com, +49 151 538 587 68
麻豆原创 麻豆原创 Room; press@sap.com
ARENA2036 e. V.: Katrin Haug, katrin.haug@arena2036.de, +49 151 58415588
BASF SE: Sarah Rummel; sarah.rummel@basf.com, +49 174 3307811
BMW AG: Martin Tholund, martin.tholund@bmwgroup.com, +49 151 601 77126
Deutsche Telekom AG: Caroline Bergmann, caroline.bergmann@telekom.de, +49 171 481 5260
German Aerospace Center e.V. (DLR): Andreas Sch眉tz, andreas.schuetz@dlr.de, +49 2203 601 2474
Fraunhofer-Gesellschaft zur F枚rderung der angewandten Forschung e.V: Roman M枚hlmann, roman.moehlmann@zv.fraunhofer.de, +49 89 1205-1314
German Edge Cloud GmbH & Co. KG: Dr. Carola Hilbrand, hilbrand.c@rittal.de, 02772-5052527
Henkel AG & Co. KGaA: Sebastian Hinz, sebastian.hinz@henkel.com, +49 211 797 8594
ISTOS GmbH: Nadine Martin, nadine.martin@istos.com, +4915140244561
Mercedes-Benz AG: Dora Constantinita, dora.constantinita@daimler.com, +49 160 860 38 38
Robert Bosch GmbH: Annett Fischer, annett.fischer@de.bosch.com, +49 152 08651292
Schaeffler AG: Daniel Pokorny, daniel.pokorny@schaeffler.com, +49 9132 8288708
Siemens AG: Yashar Nasrollahi-Azad, yashar.azad@siemens.com, +49 173 1595901
SupplyOn AG: Cornelia Staib, cornelia.staib@supplyon.com, +49 171 7207035
ZF Friedrichshafen AG: Torsten Fiddelke, torsten.fiddelke@zf.com, +49 171 5623729

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.
Please consider our . If you received this press release in your e-mail and you wish to unsubscribe to our mailing list please contact press@sap.com and write Unsubscribe in the subject line.

Growing up in Chicago, Murray was an active participant in Chicago Park District tennis programs, learning firsthand the value of introducing athletics at an early age to instill sportsmanship, strong work ethics, self-confidence, and peer interaction, along with other important life lessons. He excelled in this environment and was subsequently offered a full scholarship to play tennis at Florida A&M University.

In 2004, Murray returned to his early roots by offering tennis lessons to children. He knew that there was a continued need for a program within local communities.

Four years later, he became the founder of XS Tennis and Education Foundation. Today, XS Tennis continues to transform many lives by combining Murray鈥檚 passions for tennis and education. Murray鈥檚 initial five students have gone on to win national championships, IHSA state championships, and two Junior Olympic Gold medals, while 100% of the program鈥檚 graduating seniors have received college tennis scholarships to top universities.

Murray鈥檚 community work and reputation for growing youth into top college tennis players later caught the attention of rising star Sloane Stephens, which created a new path for him to become a WTA coach. In 2017, Murray coached Stephens to an historic US Open title, where he become only the third African American coach to win a grand slam in its 95-year history.

To celebrate the start of this new partnership, 麻豆原创 caught up with Kamau Murray to discuss his passion for tennis, his experiences coaching Sloane Stephens, and the importance of technology and analytics in today鈥檚 game.

Q: You started playing tennis at the early age of seven in the inner city of Chicago. Can you tell us what motivated you to pick up the racket and play?

A: In 1998, my parents took 20 youth to Africa for a cultural exchange program. When we returned to the United States, all the summer camps and programs were full and not accepting students. My godfather was an avid tennis player and told my mom that the camp at Jesse Owens Park was still accepting. My mom quickly drove by the park to inquire. She asked the coach what the cost was for the rest of the summer. When the coach told her it was only $12, I remember her quickly turning around and saying, 鈥淏oy get out of the car.鈥�

Once I got a taste of the game that summer, I became hooked and continued playing five days a week during the school year. From that point on, tennis became a major part of my life and provided me with a unique identity.

You certainly are driven on and off the court. In 2005, you founded the XS Tennis program to help Chicago鈥檚 underserved youth through a community-based academic, sports enrichment program. What is your biggest accomplishment thus far with the XS program?

By far our biggest accomplishment is the students who have gone on to earn tennis scholarships to college. I witnessed firsthand the impact a college education can have on children in urban communities. I also understand that once you get on campus it’s hard to stay there.

When a student earns a scholarship, they gain access to all the benefits that come with that, including free tutoring, a coach, and an athletic department that monitors graduation rates and GPAs. That support system is critical. To date, more than 55 students from XS have been able to play tennis at the collegiate level with access to a strong support system.

In addition to our students playing tennis in college, we have also touched the lives of more than 1,000 students for four years in a row. There are more youth playing tennis on the south side of Chicago than ever before. I strongly believe that for tennis to grow globally, the growth needs to come from the minority community specifically. It鈥檚 our greatest challenge, but it’s also our biggest opportunity.

This isn鈥檛 your first-time coaching Sloane. What makes your partnership so special on and off the court?

I think the key to any successful partnership is trust on and off the court. My partnership with Sloane got off to a great start in 2016 when she won three tournaments in four months. Previously she had only won one title in her career.

I witnessed how tough she was and how well she handled the pressure in those finals. I also saw her ability to execute a plan, at times where a lot of players just revert to their lifelong tendencies. Those three quick titles allowed me to gain her trust a lot sooner than expected. Sloane knows that any advice or coaching I provide is well informed.

What has kept us together for so long is our ability to make the work and the travel fun. Tennis has the longest season of any sport, so if you don鈥檛 like the person, you will not be able to stand each other for 32 weeks of the year.

What is your overall view of technology innovation in sport and more specifically in tennis? In the future, what technology would help you even more as a coach?聽

The use of 鈥渋n-game鈥� technology and immediate feedback allows tennis players to adjust quicker, creating closer matches, which ultimately makes our sport more fun to watch. On the women鈥檚 side, you now see a lot of coaches using tablets and stats on the sideline. If you couple that with the allowed on-court coaching visits, we are seeing a lot of younger players having success earlier because they are now able to access coaching that closes the gap between them and the veteran opponents on the other side of the net. That can be 100% attributed to the immediate value from technology and statistics. It has created a few unlikely champions. The other part of this is that the veteran players who have played a lot of matches on big stadium courts equipped with all the cameras and technology have more data points for the younger players to study.

From a training perspective, technology has taken a lot of the guesswork away. Historically, players would condition their bodies to get in good general shape without knowing exactly what that means. Now, the data can tell you how many miles are run during a match and how many feet are run during an average point so you can train your body to perform at that level in a more precise fashion.

In post-match coaching situations, technology makes these conversations easier for both parties. In the past, the player says: 鈥淚 feel I did this,鈥� and the coach says: 鈥淚 feel like you did that鈥� 鈥� oftentimes resulting in a back-and-forth dialogue that lasts well into the next day. Now, 麻豆原创 data is available immediately and by the time the player gets done showering, the conversation and adjustments will be based on fact, and less on feelings.

What鈥檚 next on the horizon for you?

In 2021, my primary goal is to help Sloane return to the top 20. Innovation doesn鈥檛 only come in the form of technology. Players also must innovate and develop new skills to change alongside a sport that changes every six months. From year to year, the rackets are becoming more powerful, the balls are getting heavier, strings are creating more spin. My goal this year is to continue to add little innovations to Sloane鈥檚 game.

Secondly, as an 麻豆原创 ambassador, my goal is to continue to innovate with the WTA and 麻豆原创 to increase usage of data insights available to all players and coaches.

I am thrilled to work more closely with the WTA to continue to make the game more accessible and more attractive, and to reach a broader audience. They say the tide rises all ships. The more we can grow the participation and popularity of the sport, the better it becomes for everyone.

Bonnie Rothenstein is vice president of Global Sponsorships at 麻豆原创.

As Mors explained it, Live Contract digitalizes complex sales processes, enabling agents to execute the entire consultation and transaction from end-to-end, with all the information they need close at hand. Live Contract is a cross-industry solution in use in telecommunications, automotive, energy, finance and insurance, and the public sector. What鈥檚 similar across these sectors is the requirement for intensive consultation during the sales process. And each has industry-specific workflows.

Live Contract incorporates those workflow processes to enable sales agents to work together with customers in an online session until every T is crossed and every I dotted. The legal contract is e-signed on the spot. And that is how Live Contract delivers a 100% conversion rate without any media disruption.

Signing on the Dotted Line 鈥� Online

I asked Mors what problem Live Contract solves and how the company came about.

鈥淚magine that you鈥檙e selling health insurance policies by phone,鈥� he explained. 鈥淣ine out of 10 people who said yes on the phone will not send their contracts back. You鈥檝e typically spent at least an hour building a relationship with the customer and building their confidence in making a purchase decision. How fast you can get the contract signed is critical 鈥� to avoid the time lapse during which people can change their minds.鈥�

That鈥檚 how the app was born in 2015, he said, when the company鈥檚 founders developed an app that securely handles the entire document- and contract-processing function online.

Mors used the example of a customer who wants to discuss the configuration of a new car. They can consult with a live agent to select options and understand how each choice affects aspects of performance, appearance, comfort, and, of course, price. Once they have made all their decisions, they can discuss financing considerations and finally, purchase the car with a signed contract.

Following Sector-Specific Workflows

Since the process of automotive sales is so different from, say, insurance, I was curious to know about how long it takes for the SYNCPILOT team to understand the intricacies of a specific workflow to develop an app for a new industry.

鈥淭hat鈥檚 resource-intensive work that can take from two months to a year,鈥� Mors replied. 鈥淗owever, in the current COVID-19 environment, our timelines have accelerated by necessity. In April, we had two major customers in Germany that were using the app for a proof of concept. Suddenly, their sales force needed to switch from in-person to online consultation, literally overnight.鈥�

That required a fast scale-up and extensive user training. 鈥淥ne of the bricks in our offering is the SYNCPILOT Academy that supports user adoption,鈥� he noted. 鈥淓ven in ordinary circumstances, in most cases, sales agents are highly experienced and have been working in the same fashion for years. Even though the app greatly simplifies their lives, they need to get comfortable with doing things differently.鈥�

One way that Live Contract simplifies their work is integration with 麻豆原创 solutions, including 麻豆原创 Marketing Cloud and 麻豆原创 Sales Cloud. Customer data is linked with internal processes for a collaborative customer experience. Live Contract is simple to deploy and works on any mobile device and web browser.

Sealing the Deal with 麻豆原创 Partnership

I asked Mors about the company鈥檚 relationship with 麻豆原创, how the partnership began, and how it鈥檚 going. 鈥淚t started with a friend, who introduced us to an 麻豆原创 partner manager three or four years ago,鈥� he recalled. 鈥溌槎乖� has a lot of great solutions for consultants in 麻豆原创 Marketing Cloud, but not necessarily for the last mile to the customer. So, it was a perfect match. But then the main step began 鈥� product certification and the readiness check. That was the hard part, but we had a lot of help through the 麻豆原创 PartnerEdge Build program.鈥�

Now, 麻豆原创 partner managers work closely with the SYNCPILOT team to discuss use cases and the potential to build product suites with other 麻豆原创 solutions, as well as opportunities to present internally at 麻豆原创.

Any thoughts for other partners coming online on 麻豆原创 App Center? 鈥淢y advice is to take all the help you can get from the 麻豆原创 team,鈥� he said, 鈥渆specially when it comes to developing the content and understanding partner management processes. And I recommend building a network with other partners to share ideas and best practices.鈥�

If your organization focuses on one of the industries covered by Live Contract 鈥� what are you waiting for? It鈥檚 a great way to enhance the customer experience and help your sales team improve their conversion rates.

Bill Rojas is senior director of Business Development and Partner Alliances for 麻豆原创 Digital Commerce.

With Industry 5.0 on the horizon, manufacturing companies like Kongsberg Automotive will soon face a shortage of digital and technological resources. Industry 5.0 means greater automation in manufacturing thanks to artificial intelligence (AI), augmented and virtual reality (AR/VR), and closer interaction between humans and machines. It is imperative that employees have the right skills and competencies to adapt to these increased capability requirements and production standards.

More rapid technological change will impact both the individual and corporate mindset and challenge the traditional learning experience.聽 Educating each employee and getting the entire organization ready for the future will be a cultural journey. Consequently, Kongsberg Automotive鈥檚 HR learning strategy must go fully digital. It must link business needs and expectations with a lifelong approach to learning. This will add value and develop successful employees, both in the short and long term.

Marcus von Pock, executive vice president of HR and Communications at Kongsberg Automotive, confirms, 鈥淲e are always looking ahead. We know that new technologies will massively disrupt manufacturing, so we need to our employees in line with upcoming Industry 5.0 trends.鈥�

To engage employees in this change, Kongsberg Automotive decided to give them more control, and therefore more responsibility, over their professional development and career. This effort trigged a complete transformation of the HR function.

Giving Employees Greater Autonomy

Kongsberg Automotive replaced its previous human capital management (HCM) system with 麻豆原创 SuccessFactors Human Experience Management (HXM) Suite, the foundation for a new, ultra-modern HR system for 10,000 employees in 19 countries.

The company worked with 麻豆原创 gold partner Mercer | Promerit to digitalize HR. The new system includes multiple solutions from 麻豆原创 SuccessFactors HXM Suite to support talent management, learning, and development, as well as the 麻豆原创 SuccessFactors Mobile app. All employees now have 24/7 access to HR self-services using their smartphones.

E-learning resources empower employees to learn as and when it suits them, fostering a culture of continuous development. Employees have greater autonomy and control over their training, increasing engagement and motivating them to develop their competencies and learn new skills, which is crucial as Kongsberg Automotive looks to the Industry 5.0 future.

Deep Diving Into Workforce Data

The 麻豆原创 SuccessFactors portfolio gives Kongsberg Automotive instant access to employee data. HR can generate reports 67 percent faster than before and make this information available to executive teams at the touch of a button.

For the first time, Kongsberg Automotive can cross-compare data and take a more holistic approach to HR. For example, it enables management and HR to identify and nurture top talent, and this greater visibility into the talent pool has enabled Kongsberg Automotive to fill more vacancies through internal hires. Assuming a three percent retention rate for top managerial roles, this will save 15 percent in recruiting costs.

鈥淗aving a one-stop shop for all HR processes with 麻豆原创 SuccessFactors makes it easier for us to deliver a great workplace experience,鈥� von Pock concludes. 鈥淢ore opportunities and satisfaction mean employees are more engaged and motivated in their training and development 鈥� exactly what we need to upskill our workforce and navigate the road ahead.鈥�

Thomas de Boer, head of Operations at Shell Aviation states, 鈥淲ith the global aviation industry facing its most significant challenge in history as it starts to recover from the impact of the COVID-19 pandemic, we鈥檙e not content with being simply 鈥榓nother supplier.鈥� Minimizing delays in aircraft turnaround times and errors in data transmission are two aspects that contribute towards profitability. By improving communications between pilots and apron operators, this latest innovation will help to deliver smoother and safer operations , using digital technologies to maximize efficiency and accuracy across the refueling process.鈥�

Shell SkyPad is a cloud-based mobile application developed to automate the ticketing process for airplane refueling. The app, built on 麻豆原创 Cloud Platform, is used at the airport apron 鈥� an area around the aircraft operations 鈥� for digitizing operations and transferring data in real time to the 麻豆原创 invoicing back-end system. This helps to make the refueling process faster and provides better data quality and fewer invoice errors. Shell SkyPad digitally connects flight operators, vehicles, and airliners in the ticketing process.

About Shell SkyPad

Aviation鈥檚 role in connecting people and enabling business has been demonstrable throughout the pandemic. For Shell Aviation to compete in the airline industry environment, digitization is critical. From the very beginning of this project, Shell鈥檚 ambition has been to deliver fully digitized airside operations. The objective was to get real-time data directly from the apron into Shell鈥檚 global 麻豆原创 system to ensure that aircraft are refueled efficiently on short turnaround times and minimum delays. The Shell SkyPad application digitally connects flight operators with the back office and prepopulates all information for each flight that requires refueling. This enables operators to easily trigger refueling, having all the necessary information at hand on the tablet. All that needs to be done is entering basic information and obtaining necessary signatures.

Solution Details and Benefits

The functional solution enables digitization of end-to-end airport operations. The core features include digital ticket capture on a tablet, stock and tank farm management, reconciliation and reporting to local bodies, as well as integration to airlines, e-commerce platforms, and static and dynamic flight schedules. The solution provides a seamless user experience and quick adoption with minimal training and deployment efforts. It includes automatic meter integration, minimal data inputs, digital signing on glass, electronic proof of delivery in PDF formats, and real-time data transfer to the invoicing system.

Shell SkyPad can improve data accuracy and invoice quality with close to 70% of data input being automatic or pre-populated due to natively integrated systems, which helps significantly reduce the chance of errors, resulting in better invoice quality and fewer disputes. A real-time view of working capital and operational efficiency leads to better visibility of contract consumption, enabling Shell to operate more smoothly. Greater operational efficiency reduces the transaction time per day per airport significantly and secures a reliable exchange of data with external systems. In the end, this leads to faster, more efficient refueling times, contributing to faster airplane turnaround at the airport.

The most innovative suppliers are pivoting their business model for profitability in a market where all the rules have fundamentally changed. Electric vehicles have over 90% fewer moving parts than gas-fueled vehicles, the average modern car contains more than 150 million lines of software code, and connected mobile services have gone mainstream.

鈥淚nstead of just producing and selling components, suppliers have to figure out how to monetize and secure huge amounts of vehicle data,鈥� said Rich Lindow, senior solution specialist for the Automotive Industry at 麻豆原创. 鈥淚t鈥檚 a fundamental business model shift. To get more profitable, leading automotive suppliers are also finding new efficiencies for operational and supply chain resiliency in an unpredictable market.鈥�

Witness the skyrocketing number of mergers and acquisitions, many beyond traditional automotive spheres. Lindow said that some suppliers are acquiring startups just to manage next-generation processes that have transformed cars into what are essentially cloud-based systems. One traditional automotive supplier has become an autonomous systems provider, bringing software and components together for a development operation that mimics startup culture for fast fails and faster innovation. Meanwhile, high-tech companies are buying intellectual property from traditional automotive organizations to take advantage of opportunities like autonomous and self-driving cars.

Business Value from Intelligent Data

Simplification is the only way out of such a complex and challenging environment. Some automotive suppliers are responding by bringing their entire operation onto . This is especially imperative as they create business units and acquire other companies for innovation.

鈥淪uppliers need one platform so they can quickly evaluate how every part of the organization conducts business and apply best practices across the entire company,鈥� Lindow said. 鈥淲ith a single set of data on an intelligent platform, suppliers can analyze data in real time and use predictive analytics and what-if analyses on major parts of their business. This opens the door to make process improvements that have significant value. Taking a margin up three pennies translates to greater annual profits.鈥�

Supply Chain Resilience

Not surprisingly, supply chain resilience is central to business growth for automotive suppliers. The pandemic has revealed how supply chain resiliency supersedes lean principles. Even before COVID-19, if something went awry with demand, it flowed directly down to the supplier. Most have discovered they need a new breed of process efficiency that will lead to lower manufacturing costs and inventory levels,as well as improved delivery performance and quality. Many suppliers have already found that intelligence from advanced technologies powers faster, smarter decision-making.

鈥淢aterial planners and customer demand specialists are like the firefighters in automotive plants. Any time they over-order or hold inventory on the books, they risk company dollars and cents 鈥� whether it鈥檚 storage charges, material obsolescence, or waste,鈥� Lindow said. That鈥檚 why they鈥檙e using 麻豆原创 S/4HANA Cloud and 麻豆原创 Cloud Platform, applying technologies like machine learning to quickly find and fix problems. Every penny saved immediately goes to the bottom line.鈥�

For example, the Capgemini Intelligent Assistant for Automotive (CIA4AUTO) , built on top of 麻豆原创 S/4HANA, connects 麻豆原创 data such as transactions, postings, events, or lack of events, to detect anomalies and indicate potential issues across the supply chain. Variances in transactions trigger an alert to the appropriate employees for corrective action.

Look Inward for Outward Business Results

The , including suppliers, may well emerge from the pandemic stronger than before. Consider how many suppliers incorporated lessons learned from the great recession of 2008. As challenging as the mobility business has become, it is also an unprecedented opportunity to look inside the business.

鈥淪uppliers need to continue to look inward and see what they can control and improve, as well as look ahead to upcoming challenges as business volumes return,鈥� Lindow said. 鈥淭hey鈥檝e learned the importance of quality data, strong business processes, and engaged employees. Now it鈥檚 time to take intelligence, collaboration, and process efficiency to the next level.鈥�

While automotive suppliers are no more besieged from disruption on all sides than most other industries, they have a unique opportunity to leap ahead using much of the same technology that is transforming the market overall. Leaders are already taking a hard look at the company they want to be in five to 10 years. Others are just beginning to realize that operating in silos is no longer viable.

One sure thing for automotive suppliers is that vehicles will continue to generate enormous amounts of data. Turning that data explosion into company income and profits is the one sure thing suppliers can count on for a successful future.

Follow me: @smgaler
.

One of the key aspects of this project is data governance. In an interview, Markus Rahm, vice president of Schaeffler Group鈥檚 Data and Analytics Governance division, talks about how he and his team are benefiting from their work with 麻豆原创.

Q: When it comes to data management, Schaeffler is a pro. Just recently, the European Foundation for Quality Management and the Competence Center Corporate Data Quality recognized you with the CDQ Good Practice Award for the second time. Why is data governance so important at Schaeffer?

A: It鈥檚 simple, really: Connected data is the foundation of intelligent end-to-end processes, smart manufacturing, advanced analytics, digital business models, and smart products. In short, it fuels digital transformation. That鈥檚 why having a company-wide data governance strategy is crucial. Given the fact that we have a complex corporate structure comprising our Automotive OEM, Automotive After-Market, and Industry divisions, having a structured approach to data management is essential. After all, it is the basis for fast and efficient processes, as well as for business intelligence and advanced analytics applications, such as predictive maintenance.

How far on your journey are you?

To keep pace with developments in technology, we review our data strategy every two years. In 2018, we set out the to-be situation we wanted to achieve by 2025. Right now, we are looking at where we are and have been pleased to discover that we鈥檝e made a good deal of progress. We have even reached many of our milestones early. For instance, we鈥檝e defined 47 data domains and have made specially trained data domain managers responsible for them.

We鈥檝e still got some work left to do, though. The way we share data across the company, for example, could definitely be more efficient. Europe鈥檚 GAIA-X initiative, in which manufacturers share data with each other, sets the course. Schaeffler could also make greater use of automated decision-making. That is something we鈥檒l look at later as part of our plans to implement 麻豆原创 S/4HANA.

It sounds like you are in a very good position already 鈥� so what else does working with 麻豆原创 offer you?

A lot, actually. As far as information technology is concerned, 麻豆原创 is of course the stronger partner and helps us think differently. We all know that we can get so wrapped up in our day-to-day tasks that it takes someone with the outside-in view to help us see things objectively and from a fresh angle. 麻豆原创 gave us new ideas on how to ensure our people have the data they need. And that is how the CDO dashboard was born.

But we also have a lot to offer 麻豆原创, especially when it comes to machine data and manufacturing processes. 麻豆原创鈥檚 experts regularly tell us that this is the case. We work together as equals, making our partnership far more than a superior customer-supplier relationship. Because we serve very different markets and have very different products, business models, and processes, there is enough distance between us to spark new ideas on data governance.

What makes the alliance between Schaeffler and 麻豆原创 a success?

Open communication and the dedication of 麻豆原创 and Schaeffler employees. And, of course, continually sharing information and knowledge. We meet at least once a month to talk about tactical and operational matters. They range from ensuring data quality to defining a standard data model that allows efficient analyses and reports even across fragmented 麻豆原创 infrastructures. All the workshops we鈥檝e held so far have led to real discoveries 鈥� both for our employees and 麻豆原创 experts. Not least because both companies are at similar stages in their life cycles. We so often find ourselves having the very same discussions about the future.

Why is the partnership key in developing data and data management strategies?

Because you cannot imagine or shape the future alone. And because intelligent processes must cross company boundaries. Most of the efficiency gains within companies have already been made, so the automotive sector is now looking more closely at how it can optimize and automate its interactions with customers and business partners through digital ecosystems. The better 麻豆原创 understands our needs, the closer it can tailor its solution portfolio to our industry. I believe this is what makes the strategic alliance between Schaeffler and 麻豆原创 central to driving tomorrow鈥檚 innovation.

This story was originally published on the 麻豆原创 Germany News Center.
Top image via Schaeffler

Business transformation expert Herman Gyr said during the session, 鈥淭his is the time to act, the only time to act. This is the moment that we all have to take action. The good news is that a lot of companies are signing onto to more sustainable practices.鈥�

Facts about climate change put the need for urgency into perspective. Today, the world is currently measuring temperatures 1.1 degrees Celsius above pre-industrial levels. The聽聽calls for keeping global temperature rise below 1.5 degrees Celsius in order to prevent the worst effects of climate change. To do this, worldwide carbon emissions would need to be reduced by about seven percent each year for the next 30 years.

According to experts, this goal is virtually impossible, but not because of technological or financial limitations. The money and technology exists to accomplish this goal. The major challenge is not in overcoming these hurdles, but rather in modifying the way we live and the way we do business in order to bring carbon emissions down, along with other climatic factors.

Decisive Action by Leaders

How can we begin to bring carbon emissions down globally? It starts with leaders who are willing to lead by example and pave the way for practices that use fact-based data to reduce waste and emissions. Data insights enable businesses and individuals to reliably track emissions and analyze their impact on the environment, and ultimately the economy and society.

leaders like the European Space Agency (ESA) are keeping the pulse of the planet and using the data from their earth observation satellites to provide reliable resources for businesses and on the environment, which then allows the masses to strategically act. Amid a global pandemic, this seems daunting but during the session, ESA Director of Earth Observation Josef Aschbacher described how they are helping to tackle two crises at once.

ESA is using satellite data from space agencies across the world to maintain a dashboard that analyzes the impact of COVID-19 on the environment. For example, during national stay-at-home orders, air quality improved in some regions, but the dashboard showed how quickly pollution increased when the lockdowns ended. This fragile dependency on human actions stresses the need for long-term solutions.

During the session, the panelists explained how businesses across all industries can take five practical steps to have a lasting, sustainable impact on the environment.

1. Measure your current carbon footprint, then continuously measure it
2. Estimate your legacy footprint, or how much CO2 the business has put into the atmosphere over its lifetime
3. Communicate these measurements to encourage transparency and accountability
4. Commit to action and enroll others into the action plan
5. Contribute to carbon capture solutions and consortiums to work together

Collaboration is Key

With such a massive undertaking, collaboration is an important factor to slow climate change. The , jointly started by ESA and 麻豆原创, was developed with this in mind. By integrating satellite data from ESA Earth observation missions and satellite data provided by alliance partners onto 麻豆原创 Cloud Platform, the partnership allows easy access, networking, and commercial distribution of data and products worldwide.

In January 2020, 麻豆原创 joined the聽CEO Carbon Neutral Challenge, which was issued in November 2019 by Gucci President and CEO Marco Bizzarri. Participating companies must adopt an annual strategy to avoid greenhouse gas emissions and reduce them throughout the supply chain using nature-based solutions. The challenge is designed to not only reduce emissions, but to support biodiversity and forestry worldwide.

Scalability Requires Technology

Along with collaboration, climate change is an issue that requires scalable solutions. For lasting, strategic impact companies need the ability to track emissions across the entire value chain, using data to highlight areas in which improvements can be made.

This is what聽麻豆原创 Product Carbon Footprint Analytics聽is all about. It is designed to empower companies to track carbon emissions by cost center, profit center, or plant. With this solution,听manufacturers聽can look at the data and find the places where emissions can be cut. Technology like this enables companies around the world to not only track their bottom line, but also their environmental impact.

The key to slowing climate change will be data integrated with advanced technologies, collaboration, and the urgency to act. During the session, Gyr said it best: 鈥淚t鈥檚 a new world. So we have to step into it with new tools, new technology, new orientation, and a new mindset.鈥� Together, we can save our planet.

For more on how 麻豆原创 is actively working to slow climate change and enabling our customers to join us, read our .

鈥淒igitalization is advancing enterprise business progress more than at any other time in history,鈥� said Vanessa Liu, head of 麻豆原创 North America Foundries. 鈥淯nderstanding that startup innovation can drive value for our customers and partners in these industries in a post COVID-19 global society, we welcome these entrepreneurs from diverse backgrounds to the 麻豆原创.iO family.鈥�

麻豆原创 customers need to adapt quickly to market dynamics, and this requires an unparalleled commitment to digitalization. To this end, 麻豆原创.iO remains committed to its 麻豆原创.iO No Boundaries initiative, announced in early 2019, and to the belief that a healthy ecosystem includes entrepreneurs from diverse backgrounds.

鈥淲e welcome this innovative group to the New York Fall 2020 cohort,鈥� said Peter Maier, 麻豆原创 president of Industries and Customer Advisory. 鈥淲e are particularly looking forward to working with these companies on our industry cloud solutions for retail, manufacturing and automotive that will enable our customers to rapidly respond to new business requirements and drive cost-effective transformation and sustainable growth.鈥�

The 12-week program will be held virtually. The new cohort includes startups using technologies including artificial intelligence (AI), analytics, 3D printing, robotic fabrication and ultrasonic to drive new business insights and capabilities. The cohort will have access to curated mentorship from 麻豆原创 executives, exposure to 麻豆原创 technology and application programming interfaces (APIs), and opportunities to collaborate with 麻豆原创 customers. The program will culminate with the Demo Day in December 2020.

The 麻豆原创.iO Foundry New York cohort includes the following startups:

• is an enterprise platform utilizing AI, human-computer interaction tools and large-scale data management to enable easy automation of any visual inspection task for the industrial and manufacturing industries.
• is an online shopping platform that helps retail store associates connect, through text, chat and video, with hundreds of millions of online shoppers.
• provides companies with a sustainable, cost-effective digital distribution solution to identify, qualify and distribute digital spare-part files for on-demand production and distribution.
• 鈥檚 ultrasonic data-over-sound technology enables proximity verification and contactless transactions for merchants, financial service providers and automotive and transportation companies.
• offers an award-winning asset management and exchange platform to help customers visualize, quantify and utilize their physical assets.
• is an AI-driven dispatch and routing software that helps enterprises adapt to everyday challenges, improving fleet efficiency and customer service.

To learn more about 麻豆原创.iO and how 麻豆原创 is helping innovators inside and outside of 麻豆原创 build products, find customers and change industries, visit .

Visit the . Follow 麻豆原创 on Twitter at .

Media Contacts:
Anke Otto-Jungkind, +1 (650) 796-6478, anke.otto-jungkind@sap.com, PT
Lesa Beber, +1 (650) 390-1629, lesa.beber@sap.com, PT
麻豆原创 麻豆原创 Room; press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.

Digital transformation has upended businesses on a global scale and is creating an opportunity for reinvention across all industries. Technology and innovation have become the key determinants in how successful businesses are run. And the Fourth Industrial Revolution significantly changes the customer and employee experience, helping enterprises to grow and scale their business.

For more than 30 years, together with our customers, 麻豆原创 has been developing industry-specific software and modifications on premise, tailored to their unique needs. But in today鈥檚 volatile environment, where industry boundaries are blurring, agility and speed have become a new competitive advantage. Companies need to be able to quickly adapt to fast-changing conditions, be it with new business models or by flexibly adjusting existing business processes.

To help them introduce new business models and run their value chains end to end, our customers want 麻豆原创 software and technology to drive more vertical, industry-specific processes in the cloud with seamless integration into the backbone, which in many cases are core 麻豆原创 applications.

We heard this feedback, and we are acting on it. Building on our deep industry expertise, we are developing modular industry applications on our Business Technology Platform. To help ensure a fast time-to-value and solid integration, they are based on the same data model as our core applications. These industry apps help our customers stay competitive in their industry by adapting their processes to new business models and enabling automation. To achieve this, we are co-innovating on our platform with our partners and customers — the biggest brands in the world, across all industries.

As an example, Honeywell and 麻豆原创 teamed up to change the game in real estate by improving building performance. And just this week, we announced taking this even further, to an industry that like hardly any other represents how business models are changing, how enterprises need to work differently, and how much sustainability matters: the automotive industry.

The automotive industry is racing into a new world of mobility even as it continues with the traditional business model of designing, manufacturing, selling, servicing, and financing cars. Megatrends — including connectivity, autonomous driving, shared mobility, and electrification — are shaping the industry and the world of mobility in real time.

We see rigid automotive assembly lines turning into flexible, highly automated modular manufacturing. Logistics is moving from point-to-point communication to network-based original equipment manufacturer (OEM) and supplier collaboration, and business models are changing from classical direct vehicle sales to subscription-based or pay-per-use models.

This transformation to a new world of mobility requires an unparalleled commitment to digitalization and a networked economy. Automotive companies will need to become intelligent enterprises, where passengers and drivers are the focal points for integrated process design around mobility and the in-car experience.

Succeeding in a digital and networked economy also requires a new approach to production. Automotive companies will need to be flexible and shift focus from hardware to software innovation. In addition, a unified business network that connects the entire value chain across enterprises will be the critical success factor.

The partnership between Bosch and 麻豆原创 that we announced emphasizes our strong commitment to the automotive industry transformation. Together, we will develop a digital industry standard for the exchange and use of company data along the value chain, thus building the network for the automotive industry of the future.

From incoming orders to production and delivery to invoicing, we will build on Bosch鈥檚 industry expertise and leadership to translate business processes into 麻豆原创 systems. By merging and automating these processes, we want to jointly define new digital standards and facilitate real-time data exchange with suppliers and customers to ultimately make the entire process more efficient.

For example, real-time data exchange in a network around the digital twin will enable efficient quality assurance. Data harmonization and secure data exchange along the automotive value chain helps ensure that every stakeholder has end-to-end, real-time access to all relevant data.

Let鈥檚 assume that a new norm on distance control is introduced. For safety, this needs to be reflected in all driver-assistance systems. Based on a networked approach and the digital twin, both the system and the automobile manufacturer simultaneously get insights into how many and which vehicles and systems are affected and can easily collaborate on quality analysis and simulation. Required software updates can then easily be deployed 鈥渙ver the air鈥� across the supply chain as an efficient reaction to safety risks.

Based on this increased efficiency and the strong networks of Bosch and 麻豆原创, our cooperation鈥檚 benefits will span across the entire industry by connecting the automotive value chain to establish a true digital thread for the industry. Together, we will develop a blueprint for other companies as well, and will thereby be able to help our customers drive continuous innovation by adopting best and next industry practices and to ultimately grow and transform their businesses to lead in their industries.

As we are convinced that we can only succeed together, we invite the whole industry to actively participate in this exciting journey!

Christian Klein is CEO and member of the Executive Board of 麻豆原创 SE.
.

Thanks to recent advancements in the Internet of Things (IoT), artificial intelligence (AI), predictive analytics, and mobile technology, the automotive industry may soon realize that reality in the coming year.

As automotive manufacturers, suppliers, and distributors optimize their existing business operations, industry players are driving down a long road of disruption. New competitors are emerging and forcing the rest of the industry to accelerate their model cycles. Customers want experiences that promise secure connectivity, predictive maintenance, and relevant personalization as well as a continuous stream of value-adding technology updates 鈥� all of which must be delivered conveniently, quickly, and without delay.

How can automotive businesses get the foresight and inspiration they need to drive the right outcomes and speed past the competition? For many 麻豆原创 customers, the answer is the 麻豆原创 Model Company service for Automotive.

What is 麻豆原创 Model Company for Automotive?

Click the button below to load the content from YouTube.

Always allow YouTube

麻豆原创 offers more than 25 line-of-business and industry-specific model company services that are prebuilt and comprehensive reference solutions covering a broad portfolio of end-to-end processes. 麻豆原创 Model Company services contain standardized best practices and relevant business content delivered through a cloud-based library of accelerators and enablement services. Organizations can adopt any of these capabilities during the discovery, exploration, and realization phases of their digital transformations.

Whether undergoing new technology implementation, migration, or conversion, businesses can accelerate their projects while reducing costs and minimizing risks with a ready-to-run, preconfigured solution. This approach can be applied as early as the first day of the initiative to analyze and help ensure that digital investments meet business requirements.

As part of its portfolio of interoperable services, 麻豆原创 offers 麻豆原创 Model Company for Automotive. It enables industry players 鈥� from suppliers to OEMs and automakers 鈥� to cover a large variety of core processes. Additionally, a strong focus on logistical scenarios such as order to cash, plan to product, procure to pay, and extended warehousing opens the door to opportunities that increase efficiency, create new customer engagement channels, and boost revenue and profitability.

Take, for example, a company鈥檚 order-to-cash operations. 麻豆原创 Model Company for Automotive supports various scheduling and agreement scenarios for sales in general, including just-in-time and just-in-sequence processes. The service enhances the business system to run self-billing scenarios. Furthermore, advanced customer management, returns processing, consignment, and intercompany processes are available. The model company also includes complex functions such as make-to-stock activities with repetitive manufacturing and materials staging from embedded extended warehousing management.

The model company service provides flowcharts, test scripts, and configuration guides for each process. Test scripts contain detailed descriptions of each process step, including test users and master data. For a deep dive into the content, customers can request a 10-day business process workshop. Model company experts from 麻豆原创 can explain how a defined set of processes and scenarios and help ensure a smooth handover of the implementation to key organizations and their users.

Strategic Priorities that Profoundly Impact the Automotive Landscape

The key to moving forward with speed and agility is combining real-time data with solution know-how and industry-specific process expertise. By analyzing this information objectively, organizations can define and implement a digital reference architecture that can simplify and speed up business transformation and innovation.

麻豆原创 Model Company for Automotive represents the ideal form of standardization for the industry. The service provides the intelligent business solutions and networks needed to address every aspect of a company鈥檚 operations and promote purpose-driven strategies. More importantly, businesses can unlock the true potential of the empathic symbiosis between machine and human ingenuity.

Stay in the conversation by following 麻豆原创 Services and Support on
,听, , and聽.

Laura Fritsche is a team lead for 麻豆原创 Model Company.

With only weeks left before the , 麻豆原创 and partners are looking forward to hosting the world鈥檚 leading A&D manufacturers in Charleston, South Carolina, March 9鈥�11. This unique city is 鈥� the first museum in the U.S., the first theater group, the first opera house, the first golf club. The city is also home to the first shots of the American Civil War.

Expect Notable Firsts

麻豆原创 and partners have embraced the spirit of Charleston and prepared a few firsts for the event. Not only is this the first time 麻豆原创 A&D Innovation Days held in Charleston, it鈥檚 also the first time one of the nation鈥檚 most highly decorated veterans will be brought in as a keynote speaker. Known for firing the shots that killed Osama bin Laden, former U.S. Navy Seal faced several of the most high-profile and difficult war missions of modern time.

O鈥橬eill is known for his mantra 鈥渘ever quit,鈥� and will share with attendees the lessons he鈥檚 learned during more than 400 combat missions across four theaters of war. During his keynote, he will explain how his time in the military taught him critical skills that translate to the demands of IT professionals, including operating in environments of uncertainty and quick decision-making in moments that matter most. Attendees will be equipped with the ingredients to continually complete successful missions, whether on the battlefield or the boardroom.

New this year, leading global consultancy will debut industry research in Charleston. The immense findings will give attendees an idea of what they should plan for as both consumers and IT professionals. Topics include the impact of the current 鈥溾�� in A&D manufacturing and the expected timeline for electric aircraft, plus where, when, and how urban air mobility will emerge.

Another notable first on the is a session led by Lockheed Martin. As an A&D leader, Lockheed Martin has fully embraced the Fourth Industrial Revolution, better known as Industry 4.0, and will discuss the company鈥檚 transformation leveraging intelligent ERP and emerging cloud offerings, with the help of 麻豆原创 National Security Services (麻豆原创 NS2). Other industry leaders like Northrop Grumman, Moog, L3Harris Technologies, Raytheon, and more will lead thought-provoking sessions offering insider information on their current and future plans for turning insights into action by building .

Enjoy Returning Favorites

In an event filled with firsts, 麻豆原创 will continue to bring back crowd favorites from past 麻豆原创 A&D Innovation Days. In addition to the great opportunities for networking, attendees will again have the chance to review the 麻豆原创 roadmap, see engaging demos, and join breakout sessions to discuss various topics such as cloud-based analytics, cybersecurity, and much more.

Throughout the three-day event a consistent line will run through every session telling the stories of the infinite possibilities of an intelligent enterprise. 麻豆原创 customers, partners, and executives will explain how a connected manufacturing business supports growth, visibility, and flexibility in today鈥檚 experience economy.

By the end of 麻豆原创 A&D Innovation Days 2020, attendees will better understand why 麻豆原创 remains first in providing the software solutions that support 77 percent of the world鈥檚 financial transactions.

Make New Memories

One event first that is definitely not to be missed is the private concert with an 80s cover band and a special appearance by Journey鈥檚 former lead vocalist, Steve Augeri.

We look forward to spending time with attendees, customers, and partners at 麻豆原创 A&D Innovation Days. .

Torsten Welte is global head of Aerospace & Defense and Travel & Transportation at 麻豆原创.

麻豆原创 and proaxia signed agreements to accelerate the availability of an intelligent enterprise solution for automotive retail based on 麻豆原创 S/4HANA.

The next-generation vehicle sales and service solution will help customers face the challenges of future trends.

鈥淐onnectivity, autonomous driving, flexible use and electric drive systems are shaping future mobility concepts and require the automobile industry to develop new business models,鈥� said Stefan Krauss, 麻豆原创 general manager for manufacturing, mining and mobility industries. 鈥淎 new buyer generation expects buying, leasing or subscribing to a vehicle to be as easy as streaming music to their smartphone. The partnership with proaxia will accelerate our customers鈥� journey toward an intelligent enterprise in the automotive retail market for dealerships.鈥�

鈥淥ur vision for an integrated vehicle sales and service management solution is to help dealerships to transform and succeed in this wave of disruption,鈥� said Dr. Peter Lindtner, CEO of proaxia. 鈥淓nriched with 麻豆原创鈥檚 latest intelligent enterprise technologies within 麻豆原创 S/4HANA, this next-generation vehicle sales and service solution will not only help customers face the challenges of today but will provide data-driven insights that enable dealerships to confidently embrace new business models.鈥�

The agreement includes co-innovation with 麻豆原创. proaxia will build and market a new vehicle sales and services solution based on the 麻豆原创 Dealer Business Management 8.1 application, which helps accelerate the transition from the 麻豆原创 ERP application to 麻豆原创 S/4HANA and safeguards the customer鈥檚 IT investments. The new solution will be named proaxia Vehicle Sales and Service (VSS) on 麻豆原创 S/4HANA; it will include business functions from proaxia DBM|E and will provide additional innovation leveraging 麻豆原创 Cloud Platform.

proaxia plans to provide proaxia VSS by Q3 2020 for pilot users, and also plans to establish a global partner network to ensure coverage and serve customers globally.

Visit the . Follow 麻豆原创 on Twitter at .

Media Contacts:
Stacy Ries, 麻豆原创, +1 (484) 619-0411, stacy.ries@sap.com, ET
麻豆原创 麻豆原创 Room; press@sap.com
Peter Lindtner, proaxia, +41 (0)56 418 20 80, peter.lindtner@proaxia-consulting.com, CET
info@proaxia-consulting.com;

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see for additional trademark information and notices.