Few companies embody that philosophy better than .

Innovation is not a department

鈥淲e are living at a remarkable crossroads in history. For decades, the sky was simply a place we traveled through. Today, it has become a testing ground for the future of humanity,鈥� said Nicolas Jourdan, senior strategist at Airbus SAS. He was speaking at the for 麻豆原创 Energy and Utilities in Toulouse, the operational headquarters of the company.

At Airbus, the mission goes far beyond manufacturing aircraft. It鈥檚 about designing systems that connect cultures, advance technology, protect the planet, and extend humanity鈥檚 reach into space.

鈥淔or us, innovation is not a department. It鈥檚 a way of thinking. It means asking ‘What if?’ when others say something is impossible,鈥� said Jourdan. 鈥淚t鈥檚 very simple. Innovation is about creating value for someone, somewhere, at a moment in time鈥攁nd sustaining it over time.鈥�

While this may sound simple, it requires challenging the status quo. It means embracing cultural change, taking calculated risks, and accepting failure as part of learning.

Legacy of breakthroughs

In 1970, Airbus entered an aviation market dominated by giants like Boeing, McDonnell Douglas, and Lockheed. They didn鈥檛 compete by being similar, but by being fundamentally different. The company has consistently challenged conventional thinking in aviation.

• At a time when experts believed twin-engine aircraft couldn鈥檛 safely cross oceans, Airbus proved them wrong with the A300 revolution, forever changing long-haul aviation.
• When most aircraft required a three-person crew, Airbus redesigned the cockpit to automate the flight engineer鈥檚 role. Despite resistance, the two-pilot cockpit became the global standard.
• Replacing analog dials with digital displays transformed how pilots interact with aircraft; glass cockpit innovation made flying safer and more intuitive.
• Airbus introduced digital flight controls, replacing mechanical systems with computers. Fly-by-wire technology increased safety and enabled flight envelope protection and more efficient operations. What once looked like a video game controller is now industry standard.

One of Airbus鈥檚 most impactful innovations is cross-crew qualification, meaning pilots can transition between aircraft models鈥攆rom the A319 to the A350鈥攚ith minimal additional training. This reduces costs for airlines and improves operational flexibility.

鈥淚nnovation isn鈥檛 always flashy. It鈥檚 mostly about making complex systems simpler and more human-friendly,鈥� Jourdan reminded his audience.

Running the factory

Airbus builds big sections such as the fuselage, the wings, and the tail in different places. The sections are then shipped to one factory for assembly and testing in the Airbus Beluga, an oversized cargo aircraft developed especially to transport large components between production sites across Europe. Altogether, this process can take up to 12 months, especially for wide body aircraft.

The company uses 麻豆原创 ERP systems, including 麻豆原创 S/4HANA, to manage core business functions. It also uses 麻豆原创 Manufacturing Execution directly on the factory floor and assembly lines, as well as 麻豆原创 Integrated Business Planning to plan production, manage supply chain complexity, and optimize resource usage.

鈥溌槎乖� and Airbus have a long-term partnership,” Jourdan said. “Without 麻豆原创, our systems would not be as efficient as they are. We鈥檙e in continuous development.”聽

Future scenarios

When it comes to pioneering new horizons, Airbus doesn鈥檛 rely solely on internal expertise but regularly explores unconventional approaches with external thinkers. These exercises help identify blind spots, validate strategy and understand societal and environmental shifts

To maintain both an inside and an outside-in perspective, Airbus created Skywise, an aircraft data analysis engine platform which acts as a digital brain, connecting aircraft, operations, and maintenance systems. A data platform for airlines and aircraft operations, it collects vast amounts of data into one system. It then performs predictive maintenance increasingly supported by AI to detect patterns and predict failures before they happen in order to prevent delays, failures, and expensive repairs.

Airbus鈥檚 future strategy is built on three transformational pillars:

• Decarbonization: The aerospace industry faces mounting pressure to reduce emissions. Airbus is tackling this head-on by exploring hydrogen-powered aircraft, sustainable aviation fuels, blended wing body designs, and fully electric propulsion concepts. Their goal is to launch the world鈥檚 first zero-emission commercial aircraft.
• Digital transformation: To enable fully connected ecosystems, Airbus is developing satellite-based connectivity networks, smart cabin and cargo systems,. and real-time operational data platforms. This enables better decision-making, reduced costs, and improved passenger experiences.
• Automation and autonomy projects: Projects like DragonFly are pushing the boundaries of pilot assistance and automation. Future capabilities include automatic emergency landing, weather-independent operations, and advanced navigation systems. The goal is not to replace pilots, but to enhance safety and efficiency.

Beyond Earth 

From orbit to deep space, Airbus is helping shape humanity鈥檚 next frontier. The company plays a key role in searching for life on Mars together with the European Space Agency using the ExoMars rover. It also collaborates with the European Service Module for NASA鈥檚 Artemis program missions and is helping to develop satellite systems enabling global communication and climate monitoring.

Often, new ideas are met with skepticism, cultural resistance can slow adoption, and mistakes are inevitable. Airbus embraces this reality and considers it part of the process.

鈥淭he biggest challenges of our time鈥攃limate change, global connectivity, and space exploration鈥攃annot be solved by one company or even one industry. Decarbonization alone depends on energy providers, governments, infrastructure developers, and airlines and manufacturers. It鈥檚 a shared responsibility,鈥� Jourdan concluded.

Since these first announcements in February and March, we have received encouraging feedback from the 麻豆原创 community.

Today, we are providing additional details about this offering to better support our customers and partners in evaluating it as part of their RISE with 麻豆原创 transformation journey. We鈥檙e also pleased to share that customers that subscribe to a new instance of 麻豆原创 ERP, private edition in 2025 鈥� or have done so already 鈥� can take advantage of a special promotion for 麻豆原创 ERP, private edition, transition option.

What is 麻豆原创 ERP, private edition, transition option?

As part of the RISE with 麻豆原创 journey, many organizations are transitioning to 麻豆原创 S/4HANA Cloud Private Edition and 麻豆原创 S/4HANA Cloud Public Edition to modernize their operations and stay competitive. 麻豆原创 recognizes that our largest and most complex 麻豆原创 ERP customers may not be able to complete this transformation by the end of extended maintenance for their installed 麻豆原创 Business Suite 7 in 2030.

To support these customers, 麻豆原创 has introduced 麻豆原创 ERP, private edition, transition option 鈥� a time-bound subscription offering designed to provide business continuity from 2031 to 2033 while enabling a structured path to 麻豆原创 Cloud ERP or 麻豆原创 Cloud ERP Private.

The offering includes an 麻豆原创 ERP cloud subscription for specified products 鈥� centered around 麻豆原创 ERP Central Component on 麻豆原创 HANA 鈥� and is combined with services designed to facilitate the transition to RISE with 麻豆原创 via the max success plan (to be generally available in January 2026). It will help customers focus on the setup and optimization of their new and future system landscape. Business continuity services will cover elements like legal changes, security patches, and bug fixing. The specifics of which products are eligible are detailed in .

Key prerequisites for adopting this offering

To take advantage of the 麻豆原创 ERP, private edition, transition option, there are a few prerequisites to keep in mind:

1. Move to 麻豆原创 ERP, private edition: Systems must be migrated to 麻豆原创 ERP, private edition on 麻豆原创 HANA before December 31, 2030.  麻豆原创 strongly recommends this move now in order to start preparing systems based on the additional prerequisites outlined below.
2. Database requirement: 麻豆原创 HANA will be the only supported database for this offering.
3. System size: Minimum 2 TB for systems subscribed with 麻豆原创 ERP, private edition, transition option.
4. Technical readiness: Systems must be prepared for the transition option, namely mitigation coverage for products not included in the new option. See 麻豆原创 Note 3591251 for details.
5. Max success plan: The transition option is only available in combination with the max success plan during 2031-2033, including additional transformation services. This success plan will be generally available in January 2026.

Pricing and promotions

麻豆原创 ERP, private edition, transition option will be a new subscription, priced at an uplift compared to the 麻豆原创 ERP, private edition pricing valid end of 2030. The detailed conditions are outlined below:

麻豆原创 is offering a special promotion for customers that commit to 麻豆原创 ERP, private edition by the end of 2025 or have done so already. These early adopters will be eligible to adopt the 麻豆原创 ERP, private edition, transition option in 2031 under commercially equivalent terms to their then existing subscription.

Customers that sign up for 麻豆原创 ERP, private edition in聽2026聽will receive a standard聽20 percent uplift聽in pricing when switching to the transition option in 2031. For those who sign up in聽2027 or later, the uplift is not yet disclosed, final pricing will be communicated only closer to availability to purchase in 2028.聽

In all cases above, the max success plan fee will come in addition to the respective final price of the 麻豆原创 ERP, private edition, transition option.

Call to action

Now is the time to act. If your organization anticipates needing more time beyond 2030 to complete its transformation to 麻豆原创 Cloud ERP or 麻豆原创 Cloud ERP Private, taking the first step in 2025 is critical. Here鈥檚 why:

• Secure the 2025 promotion: Customers that sign up for 麻豆原创 ERP, private edition by the end of 2025 (with a start date no later than 2026) will be eligible for a 1:1 move to the 麻豆原创 ERP, private edition, transition option in 2031 — without any uplift. This provides a significant financial advantage and provides cost predictability for long-term planning.
• Gain valuable lead time to prepare your systems and teams: Moving now to 麻豆原创 ERP, private edition allows your organization to address technical prerequisites 鈥� such as migrating to 麻豆原创 HANA and mitigating unsupported technologies like Java 鈥� at a manageable pace. It also gives your teams time to align on transformation goals and build internal readiness.
• Reduce risk with a phased, structured transformation path: Starting now enables a smoother journey: first moving to 麻豆原创 ERP, private edition, then leveraging the transition option if needed, and ultimately adopting 麻豆原创 Cloud ERP or 麻豆原创 Cloud ERP Private. This phased approach minimizes disruption and supports continuous business operations.
• Ensure eligibility for the transition option: The transition option will only be available to customers that have already moved their systems to 麻豆原创 ERP, private edition before the end of 2030. Acting now guarantees that your organization meets this prerequisite.

For most of our customers planning to complete their transformation by 2030, this option won鈥檛 be necessary. Nevertheless, this option is tailored for those requiring additional time and support due to the complexity of their systems.

Learn more

To learn more about this offering, please refer to the following resources:

• Visit this聽 and .
• Reach out to your 麻豆原创 account executive or partner contact to discuss how the 麻豆原创 ERP, private edition, transition option fits into your transformation strategy.
• On the future direction of the 麻豆原创 Services and Support portfolio, including the max success plan to be available in January 2026, see here.

Stefan Steinle is executive vice president and head of Customer Support & Cloud Lifecycle Management at 麻豆原创.

Updated March 7, 2025

Here, we will give a brief preview on what this offering will be about and how customers will benefit from it.

Already today, thousands of 麻豆原创 customers have successfully leveraged 麻豆原创 cloud solutions to transform their businesses, achieve agility, and increase efficiencies. We see our customers unlocking new innovations through modernization of their business processes and embracing a cloud operating model.  For most 麻豆原创 customers, it is not a matter of whether they are going to move from their legacy systems, but a question of how quickly they can do this in the overall context of their business and IT transformation.

As we approach 2030 and the end of extended maintenance for on-premise 麻豆原创 ERP systems, this transformation becomes even more important. Continuing to use these systems beyond 2030 will become increasingly challenging and risk prone, as, for example, third-party products like older Java versions will no longer be supported from the respective vendors.

On the other hand, we know that 麻豆原创 customers with very large and complex on-premise IT landscapes 鈥� including a large number of 麻豆原创 ERP systems, some in the hundreds 鈥� require flexibility to move each part of their landscape to the cloud with the pace and agility needed to support evolving business requirements.

To help customers in this situation better prepare for the future, we will introduce a new cloud subscription offering, 麻豆原创 ERP, private edition, transition option, designed to help our largest and most complex customers plan, execute and succeed in their cloud transformation.

This new offering will be an 麻豆原创 ERP cloud subscription centered around 麻豆原创 ECC, along with a set of dedicated services to help with the transformation to 麻豆原创 cloud ERP. It will also support business continuity with patches for security, legal and software issues. It will be available for purchase starting in 2028 and will be active for usage from 2031-2033. 麻豆原创 is pre-disclosing this offering because we understand that customers with complex landscapes need advance notice, hence we want to give sufficient time for planning purposes.

It is an additional and non-mandatory offering. Customers who are planning to complete their transformation journey by the end of 2030 will not need it. 麻豆原创 ERP, private edition, transition option, is intended for customers who require additional time and support.

The offering will have a set of conditions, including:

• The scope of products will be centered around 麻豆原创 ECC; it will not include the full scope of 麻豆原创 Business Suite 7 that is only available for subscription until end of 2030. 麻豆原创 will make the eligible scope of products transparent starting later this year.
• Systems relevant for the 麻豆原创 ERP, private edition, transition option, need to be moved to 麻豆原创 ERP, private edition prior to the end of 2030.
• In order to be able to subscribe to the new offering from 2031 to latest end of 2033, a set of preparations are required: 麻豆原创 HANA is the only supported database for the new subscription offering; there will be a set of further adjustments needed, e.g. as third-party technology, such as older versions of Java, are no longer supported.
• More details will be announced closer to availability-to-purchase in 2028.

The natural next step and target after utilizing the new offering would then be a transition to 麻豆原创 cloud ERP.

To clarify, we would like to emphasize that this is not a maintenance prolongation of 麻豆原创 ERP. There are no changes for customers running on-premise 麻豆原创 ERP systems after 2030.

The new offering, 麻豆原创 ERP, private edition, transition option, will come at an expanded fee in 2031-2033 compared to a comparable ERP cloud subscription before 2031. Naturally, due to the complexity in offering such a service, this is targeted to larger and complex systems. More details will be shared with the broader launch in Q2 2025 and once we move closer to the contractual availability of the offering in 2028.

Feel encouraged to contact your 麻豆原创 account executive or 麻豆原创 partner to learn more and get started planning.

Stefan Steinle is executive vice president and head of Customer Support & Cloud Lifecycle Management at 麻豆原创.

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Lars Pischke, global enterprise architect at BayWa AG explains how the company is using an upgrade to 麻豆原创 ERP as an opportunity to run four highly diverse business units in one ERP system while preserving a clean core for future upgrades.

Part of its strategy is to use 麻豆原创 Business Technology Platform (麻豆原创 BTP) to orchestrate a digital platform. Learn more.

Its efforts didn鈥檛 go unnoticed: in 2021, the United Nations and Bloomberg named BayWa one of the 鈥�50 Sustainability and Climate Leaders鈥� worldwide, thanks largely to the company鈥檚 big push into renewable energies, which now make up more than half of BayWa鈥檚 annual earnings.

The Challenge of Transformation

BayWa鈥檚 journey with 麻豆原创 began in 2000 when the company implemented the on-premise ERP system, 麻豆原创 ERP Central Component聽(麻豆原创 ECC). However, as the business evolved it became apparent that their processes and technology could no longer keep pace. BayWa鈥檚 four business units operated in silos, which became unfeasible for a company striving to become more streamlined.

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鈥淲e want to move to a process-oriented company, so that means we want to implement one ERP template,鈥� Lars Pischke, global enterprise architect at BayWa, explains. 鈥淲e have to transform all four business units into a single ERP template, which is a significant challenge.鈥�

To address this, BayWa set out to migrate from 麻豆原创 ECC to 麻豆原创 S/4HANA Cloud, the foundation of its new . This transition marked a critical step toward unifying the company鈥檚 operations under one streamlined template. Additionally, BayWa implemented a digital platform, with 麻豆原创 Business Technology Platform (麻豆原创 BTP) as a key component.

“A clean core strategy for BayWa means we leave our ERP solution, 麻豆原创 S/4HANA Cloud, as standard, and we implement BayWa鈥檚 specific requirements on our digital platform side by side, where we rely heavily on 麻豆原创 BTP as our main module,” says Pischke.

Lessons Learned and the Value of a Clean Core

The concept of a “clean core” is central to understanding the benefits of BayWa’s transition. Imagine a shared grain silo system on a farm. If each farmer keeps their grain in separate, uncoordinated silos, tracking quality, utilizing storage space efficiently, or distributing the grain becomes a cumbersome task. However, when all the grain is stored in a unified system, it becomes significantly easier to manage, access, and maintain quality. Similarly, having a clean core in business processes ensures that all parts of the organization work harmoniously, preventing inefficiencies and missed opportunities that arise from working in silos.

For BayWa, establishing a clean core was crucial. The standardized, non-differentiating functions 鈥� such as accounts payable, tax, and treasury operations 鈥� constitute approximately 75% of business processes across companies, regardless of industry, size, or location. These functions are essential but do not differentiate one company from another.

In the past, over-customization in these areas led to inflexibility and slowed down business operations. But in today’s fast-paced, competitive environment, agility is key and maintaining a clean core is vital to achieving this agility.

“Keeping the core clean is also key when it comes to security issues. BayWa is part of the critical infrastructure in Germany,” Pischke explains. “To use a standard software like 麻豆原创 BTP allows us to rapidly adapt to new business models and technologies.”

Gaining a Competitive Edge with 麻豆原创 BTP

With BayWa鈥檚 clean core firmly in place, the focus shifted to building a competitive edge around their operations. This is where 麻豆原创 BTP comes in. The platform lets businesses create extensions and innovate in areas that really set them apart. Pischke says, 鈥淎 shift toward standard also means simpler processes for our employees. This allows us to reduce training costs and speed up onboarding.鈥� BayWa is leveraging these efficiencies to direct more resources toward innovation.

These days, companies need to know what makes them unique and lean into those strengths to stand out. While core functions are standardized and crucial for running smoothly, the elements that drive customer choice often come from the innovative, customizable features built on top of this clean core. By optimizing these standard processes, companies like BayWa can channel more energy into innovation and long-term success, keeping them ahead of the curve.

Looking Ahead: The Role of AI in BayWa鈥檚 Future

BayWa鈥檚 forward-thinking approach doesn鈥檛 stop with ERP transformation. The company is already exploring the potential of artificial intelligence (AI) to further enhance its operations.

Pischke says BayWa has started piloting AI use cases, focusing on 麻豆原创 BTP鈥檚 Business AI. 鈥淲e believe AI should be integrated into the applications and business processes where the data is located,鈥� he explains. This integration is central to BayWa鈥檚 strategy, and the company has a growing list of AI use cases it plans to implement in the near future.

Attending industry events like 麻豆原创 Sapphire in Barcelona provides BayWa with valuable insights into the latest technologies and trends. Pischke acknowledges the accelerating pace of technological change, noting that each year brings new ideas and innovations that could be applied within BayWa. While not every use case or 麻豆原创 module is a perfect fit, these events offer inspiration and guidance for selecting the right tools to meet BayWa鈥檚 unique requirements.

Through partnership with 麻豆原创 and the switch to 麻豆原创 S/4HANA Cloud, BayWa has not only streamlined its operations, but also set itself up to keep leading in sustainability and innovation. The clean core approach has allowed BayWa to focus on what truly sets the company apart, helping it continue its mission to meet the essential needs of people worldwide.

Every company is on the move to the cloud 鈥� when the timing is right. This may entail a full migration but will certainly include a partial one.

Large enterprises and corporations aiming to transform complex, heterogeneous IT landscapes that have grown over decades are particularly reliant on support. Often, they begin by standardizing and consolidating their entire infrastructure before they鈥檙e ready to embark on their digital transformation journey.

Different Routes to the Cloud

Currently, most of 麻豆原创鈥檚 biggest customers use the strategic, long-term 麻豆原创 MaxAttention program comprising of nearly 300 engineered services. Those services cover 麻豆原创-centric strategy and road map planning, architecture reviews and design, end-to-end business process integration, and operations across solutions, product expertise, safeguarding of implementations, and much more. It is imperative for 麻豆原创 to meet these customers wherever their starting point happens to be and to ensure that the groundwork for a successful digital transformation is in place.

Each enterprise chooses its own route. Indian mining company , for example, first had to upgrade its enterprise resource planning (ERP) system to the latest version before it could go ahead with its plan to move to RISE with 麻豆原创 S/4HANA Cloud, private edition.

鈥淒eploying 麻豆原创 Business Suite powered by 麻豆原创 HANA and working with experts from 麻豆原创 MaxAttention can help us become cloud ready and build a sustainable environment using technology and innovation,鈥� said . 鈥淲ith 麻豆原创 Integrated Delivery Framework and 麻豆原创 ActiveAttention, we have delivered this program on time and on budget.鈥�

Other customers begin their cloud journey by migrating some processes to a protected cloud operated by a hyperscaler and then retiring their own data center. Kurt Bauer, global head of Premium Engagements at 麻豆原创, observed that most customers with an 麻豆原创 ERP-centric core have added public cloud solutions from 麻豆原创 and are implementing private cloud on their way to lay out the path for a full public cloud adoption. plays a pivotal role for agile core business process extensions. Therefore, it is no surprise that a vast majority of premium engagements used by 麻豆原创 customers are driving fast cloud adoption and hybrid operations.

Serving Today鈥檚 Customer Requirements

The prospect of innovation and greater efficiency is drawing more and more enterprises toward the cloud. Many of the largest 麻豆原创 customers still run their core ERP business processes on an on-premise platform, often safeguarded by premium engagements.

Premium engagements service engineers frequently deal with some challenging constellations, such as 250 process steps across 40 systems, data growth of 640 GB per month, 800 million orders every year, and multiple enormous warehouses in global logistics operations. Customers with volumes and requirements on this scale think twice about which of their business-critical processes they should move to the cloud and, if so, in private or public.

鈥淚n hybrid infrastructures, too, interfaces still need to be robust, efficient, and keep data consistent 鈥� cloud technology doesn鈥檛 change that,鈥� said Bauer. In other words, for any transformation to succeed, someone must not only take ownership of the transformation itself but must also ensure that the systems 鈥� whether they are on premise or in the cloud 鈥� function properly, are stable, and deliver the right level of performance.

It鈥檚 Not Just about Money

In Bauer鈥檚 28 years at 麻豆原创, one thing has remained unchanged for the company: the focus on the customer, which has always been about more than chasing KPIs. 鈥淐ustomers reward companies that listen to them and take their suggestions on board,鈥� ex-Board Member Gerhard Oswald said in an interview for 50 Years, a book published to mark 麻豆原创鈥檚 anniversary.

Bauer wants to see this 麻豆原创 tradition live on in the cloud era and for 麻豆原创 MaxAttention customers to benefit from expertise and best practice-fueled services offered as part of the 麻豆原创 MaxAttention program they have known and trusted for the last 20 years. This 20th anniversary calls for a proper celebration and experience sharing by best-running 麻豆原创 customers and 麻豆原创 top executives, exchanging how to leverage 麻豆原创 solutions and 麻豆原创 MaxAttention for years to come.

Therefore, we would like to invite you to the 麻豆原创 MaxAttention Summit in Munich, Germany, from March 19-21. Take advantage of this opportunity to network and engage in discussions with peer customers, gain knowledge from 麻豆原创 specialists, and listen to 麻豆原创 leaders, such as Member of the Executive Board of 麻豆原创 SE Scott Russell and Thomas Saueressig, as they reveal insights of 麻豆原创 technologies and innovations jointly with customers鈥� experiences. Be a part of shaping the future by building a resilient network of intelligent and sustainable enterprises.

Eleonore Gossart is senior marketing manager for Customer Success Services at 麻豆原创.

In 2014, 麻豆原创 developed , a user-friendly and modern point-of-sale application. The first version was developed for sports clubs to be used in merchandising shops, and with clubs such as FC Bayern M眉nchen and TSG Hoffenheim, the application was mostly sold in Germany. Step by step, 麻豆原创 Customer Checkout was also implemented in retail, catering, and food and beverage businesses.

Being sold mostly via partners, the development team started enabling partners in other locations, such as Italy and Dubai, to expand the global strategy. With the increasing number of countries and regions, the requirements around features and functionalities multiplied. After several successful certifications, such as the Registrierkassensicherheitsverordnung (RSKV) in Austria and the French certification NF 525, the application has proven to be internationally competitive.

Today, 麻豆原创 Customer Checkout has over 700 customers in more than 50 countries all over the world.

U.S. Version of 麻豆原创 Customer Checkout Available

The next step in the global strategy of 麻豆原创 Customer Checkout is to gain a footprint in the U.S. market. With the latest software version, 麻豆原创 Customer Checkout now complies with the tax calculation regulations set by the U.S. via integration with Avalara Tax Services.

鈥淲ith Avalara, we have chosen one of the leading tax service providers in the United States with years of expertise and compliance with taxes in several industries. The integration is fast, in real time, and easy to use,鈥� highlights Harald Tebbe, product manager of 麻豆原创 Customer Checkout. He developed the application from its beginnings and is excited about this next big step.

鈥淚t is amazing to see how the application has developed so far. We started with some basic sales functionalities for merchandise shops in 2014 and now 麻豆原创 Customer Checkout is wildly successful, running the checkout for merchants and retailers all over the world. Based on our experiences, we are very proud and well equipped to take the application to the next level. By achieving this big milestone, we set the stage for future opportunities and customers, and we are ready to access the new U.S. market,鈥� he adds.

Leica Camera Is First Pilot Customer

For a smooth entry into new markets, it鈥檚 good to have customers and partners that are stable and internationally known. This is why Fadi Naoum, senior vice president and head of Sports and Entertainment at 麻豆原创, decided to make this step with Leica Camera AG. 鈥淚t was a win-win-situation. Leica needed a point-of-sale solution that can be integrated to its existing landscapes, complies to legal regulations, and can be used globally. On the other hand, our road map plan was to ship a first version for the U.S. Therefore, we joined together and provided Leica a solution which fulfills the requirements to sell its cameras and equipment in the U.S.鈥�

Leica Camera AG is an international, premium manufacturer of cameras and sports optics. The legendary reputation of the Leica brand is based on a long tradition of excellent quality, German craftsmanship and industrial design, and innovative technologies.

First U.S. Stores Live with 麻豆原创 Customer Checkout

Leica has already successfully implemented 麻豆原创 Customer Checkout in several of its flagship stores in Germany. Motivated by the positive experience and great implementation phase in Germany, the customer achieved another important milestone 鈥� the Leica store in Washington D.C. is now running on 麻豆原创 Customer Checkout with Avalara.

鈥淎ll sales transactions within the store are now automatically transferred to 麻豆原创 ERP and all sales tax rates based on several thousands of different tax codes and tax jurisdictions are calculated by the external tax provider Avalara in real time,鈥� says Jan Zuschlag, project manager of POS Systems at Leica AG. 鈥淥verall, it was a successful implementation project. And this was only possible due to the strong collaboration between Leica, Avalara, and the responsible 麻豆原创 team. Thanks for this fantastic team spirit.鈥� The rollout will be continued in more U.S. stores this year.

麻豆原创 Customer Checkout at NRF 2023

麻豆原创 Customer Checkout was on display at NRF 2023, where retail buyers and merchandisers got the chance to meet and connect with other experts and discover the latest retail solutions and innovations. Read more about 麻豆原创鈥檚 presence at NRF 2023.

Elena Vavitsa is senior solution specialist for 麻豆原创 Customer Checkout.

鈥淐omposable enterprise from an organizational perspective means you can recompose processes dynamically and rearrange based on interchangeable building blocks when needed, without specialist knowledge or a developer,鈥� said Martin Heinig, head of New Ventures and Technologies at 麻豆原创. 鈥淲e are exploring the business logic in current 麻豆原创 ERP systems to make it more agile and adaptable without sacrificing core values like compliance and reliability. What鈥檚 more, if you use disconnected tools today, you might have an audit problem, while third-party software might cause integration issues. The question for us is how a future 麻豆原创 system can help companies overcome these challenges successfully.鈥�

Heinig鈥檚 remarks were part of a session at the event, where he outlined some of the exciting research his team was working on to make the composable business vision a reality.

Business Benefits Beyond Traditional Software

While there鈥檚 little doubt about the value of a composable business strategy where companies can dynamically respond to market changes, building that kind of platform will require rethinking traditional software development approaches including standardization, data harmonization, and semantics to make sure the company can still run its end-to-end business processes. Heinig simplified the challenge using an example of a supermarket chain that wanted to quickly source and sell more oat milk to meet suddenly spiking consumer demands.

鈥淪elling oat milk to consumers, the supermarket is doing business with farmers, wholesalers, and other providers,鈥� he said. 鈥淭o source a new product like this, the company needs to conduct a credibility check of external suppliers. The composable platform would allow the supermarket to conduct that check easily across order management through fulfillment, sourcing from trusted suppliers and getting the product on shelves to satisfy local consumer demands.鈥�

Rethinking ERP Software for Composability

Customers do not want business software. They want digital business processes that grow with them according to Ralf Teusner, who joined Heinig on stage to talk about the research he was involved with at the Hasso Plattner Institute. Teusner said his research was focused on challenging assumptions about software to explore how to build the world鈥檚 most standardized custom software. Admittedly an academic exercise, this research is nonetheless focused on how to rethink ERP software for the modern world. After talking with people from companies of all sizes, they concluded that data was most important when making any kind of change.

鈥淲e鈥檙e looking at a process execution architecture that鈥檚 value-driven, and because we鈥檙e at university, we are not afraid of breaking things,鈥� said Teusner. 鈥淲e discovered that data migration and process integration are the major challenges for companies. Unless we jointly address data as well as control flow in end-to-end business processes, each change management [project] can break business continuity.鈥�

Composability Democratizes Innovation

Among the many questions that researchers face in creating a composable process platform are what functionalities will be part of the existing stable core and what a reusable business component will look like, not to mention the execution architecture, scalability, software and common languages used, and KPI tracking. Both Teusner and Heinig saw the transition as a years-long vision to achieve in partnership with academia. Composability could result in greater openness for partners across an organization鈥檚 ecosystem, giving other companies easier access to innovations. Of course, this potentially upends traditional technology sector intellectual property (IP) norms.

鈥淭o make this a reality, you need an engineer鈥檚 mindset,鈥� said Teusner. 鈥淩ight now, CIOs guard their data because it鈥檚 core to their business and it鈥檚 their IP. They鈥檙e not ready yet, but maybe they will be in five years鈥ou鈥檙e democratizing how to configure the system, leading to adaptability for greater business efficiencies.鈥�

definition of a composable business is 鈥渁n organization that is architected for real-time adaptability and resilience in the face of uncertainty.鈥� In this day and age, there鈥檚 no stronger argument for moving ahead to achieve that vision.

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