For some time now, we have wanted to speak directly to the value of PLM as it relates to the profit and loss (P&L) conditions of a business. So, to kick off this issue, Martin van der Roest probes the topic further by mapping the value of PLM directly to P&L. We can play with benefit statements, KPIs and other metrics all we want, but there’s nothing quite like seeing the impact on the financials. If we add anything to the conversation about the business of engineering, it’s the idea that P&L needs to be looped into the mix.Read More
Most of you as readers work at engineering and manufacturing companies. At first glance of the title, you may think we’ll be talking about the various industry sectors that are using CPQ. Yes, in part we are. But, the reality is that a significant number of users outside these companies are leveraging CPQ … prospects, customers and representatives of engineering and manufacturing companies. For example, companies like Dell.Read More
Last month, we published Part 1 of this series with an introduction to CPQ. We talked about what it is, identified its value proposition and asserted, “Why PLM would be the ideal foundation for CPQ.” For Part 2 of this series, we dig a bit further and talk about the workings of CPQ. We received a question in response to our first part that serves a great lead-in to the next section entitled “CPQ and the Business of Engineering.” The question was “why not run CPQ as a standalone application?” STOP. Add yet another application? That’s what we are urging companies to reconsider. In this section, we weave the topic of CPQ into the spirit of Business of Engineering. To help you position CPQ capabilities within the “To-Order” spectrum, Dick Bourke wrote a brief for the Best Practices section addressed, “Matching CPQ with the “To-Order” Spectrum.” What we hope to illuminate here is that there is NOT a “one-size-fits-all” solution.Read More
PLM is the glue that holds part and product data together. If your organization wants to achieve “single source of truth” capabilities, PLM is designed to achieve this goal. The reality is that data is authored and modified via numerous sources and applications. So, PLM must support the ability to integrate with these various sources. That is what this issue touches on.
Aras just concluded their annual Aras Community Event (ACE) last month in Detroit, Michigan. The two and a half-day event was packed with a combination of compelling customer stories, thought leadership, updates/roadmap for the Aras Innovator PLM solution, and practical and relevant implementation insights. The uptick over last year’s attendance coupled with the addition of 32 new partners from around the globe, reinforces Aras as a disruptive player in the traditional PLM landscape. Peter Schroer, President and CEO of Aras, kicked off the event. He based his comments on conversations he had with customers and prospects over the past year, and what this means for Aras and its responsibility in the community. His comments completely set the tone for the balance of the conference. It was an open-palms conversation about what Aras is doing and needs to do to continue helping organizations drive business value and results.Read More
PLM inherently touches multiple departments and areas of responsibilities. The value of part and product data, files, drawings, specs and schedules for example, extend beyond the engineering and manufacturing departments. But, the reality is various teams/groups in the organization invariably acquire technology solutions specific to their needs. Hence the silos of data and disconnected processes are perpetuated. It’s fully understandable. Trying to get the different groups to collectively agree, define and budget can be challenging at best. That’s why we have stressed the importance of senior management sponsorship to break down the barriers. We talked about this in our last newsletter.Read More