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Digital Transformation for the Automotive Industry

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Digitalization, increasing automation and the introduction of new business models have changed the business in recent decades, and businesses must conform to the new environment.

Process Transformation

Big data, analytics, cloud automation and services are becoming increasingly more significant. This is contributing to modifications in the process landscape and can be revealing new opportunities for improvements. Opportunities and challenges in these areas are starting up:

  • Digital business versions (digital services, freedom )
  • Digital value series (R&D, advertising, production, following sales and support )
  • Digital supply chain

The change of processes through digitalization is clearer in the context of their value chain. New business models are permitted within the end process of their value string. New approaches are combined and permit the amount of customers to be raised while saving cost and time to the manufacturing side.

The electronic supply chain is a part of the electronic value chain. Digital distribution chain indicates the partial replacement of this flow of physical products with data flow. Using real-time info on stocks from other locations empowers organizations to manage, monitor and react to exceptions much more quickly, flexibly and easily.

In addition to this outside challenges in the form of increased customer expectations for client experience and promotion, firms are also facing inner challenges. Within the supply chain are cost preparation, , accounting, inventory management and production planning. In the context of digitalization, these tasks become more and more complicated as a result of use of large amounts of information.

automotive digital transformation

Automotive Digital Transformation Strategy and Targets — Requires into account the myriad new ways value can be created with electronic technology. Leading companies need to concentrate on external and internal strategies. The strategy needs to be sensible and a clear procedure with everyone involved. To track progress and keep pace, leadership should put in position quantifiable key performance indicators (KPIs)

  • Enhancing flexibility in product development
  • Improving planning stability, simulations and maintenance preparation
  • Providing big data technologies to contribute significance from available supply chain data
  • Designing integrated processes along the electronic supply chain

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Once we know your goals and where you see your business in the future we put together a plan. Essentially a step by step guide towards success.


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