The acquisition of companies involves new markets, customers, revenues and products. However, it also involves new, frequently tailored, IT system environments, processes and working methods that are totally different to those of the takeover company. Business forces were the driver behind the consolation of the ERP environment. Any disadvantageous effects in terms of order handling, flexibility in planning or production/assembly with growing job parts lists or CAD and DMS integration had to be taken into account.
Client: Machinery manufacturer > 400 employees
Branch: Solar wafer plant engineering
Topic: Process optimisation in R&D, cutting production costs, overall IT concept, product modularisation, SAP PLM, organisation/configuration of parts lists, product configuration
Situation: The entire solar sector, and especially the manufacturers of thin-film solar cell production machines and plants, is subjected to extreme cost pressures. The goal for this newly acquired business division was to achieve product, process and IT integration for an existing optical disk organisation ‒ in a situation that was difficult anyway. In terms of approach, the aim was that this typical plant engineering company should standardise its products yet remain flexible and learn from the small-batch business of the takeover company.
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