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1、Ryan Martin,Research DirectorACCELERATE TIME TO VALUE WITH INDUSTRIAL SaaSIntroductionEvery manufacturer is impacted by digital transformation,the only question is to what extent.Many leading companies,including Volvo,John Deere,and Trek,have standardized their technology stack with resources dedica
2、ted to the success of digital transformation projects at their plants.Others that have yet to fully embrace digital transformation see the need to act soon or risk being over-run by competitors better positioned to meet evolving customer requirements.All must regularly evaluateand prioritizewhich di
3、gital transformation project to take on,and which to put on hold.To help with this process,ABI Research has developed its Digital Transformation Framework,outlined in this whitepaper,along with the following set of recommendations:1.Investinsolutionsthatpromoteflexiblecollaboration.2.Drive alignment
4、 between people,teams,and technology.3.Embraceavalue-firstapproach.Table of ContentsIntroduction.1ABI Research Digital Transformation Framework.2How SaaS Fits into the ABI Research Digital Transformation Framework.2Industrial SaaS and Time to Value Accelerators.3Accelerator#1:Flexible Collaboration.
5、3Accelerator#2:People-Focused Outcomes.4Accelerator#3:A Value-Based Approach.7CAccelerate Time to Value with Industrial SaaSABI Research Digital Transformation FrameworkHistorically,the prevailing sentiment for choosing where to place your bets was on the project with the biggest payback(i.e.,Return
6、 on Investment(ROI).Sometimes,it did not matter when that payback would occur,but a big payback was enough to drive alignment.The problem with this approach in the current macroeconomic environment is that most companies need to solve specificproblems,ratherthantrialnewsolutionswithoutaclearandideal
7、lyincrementalnear-term ROI.Projects that take a long time to come to fruition also risk failure due to a lack of urgency and infrequent feedback loops.Time to value(sometimes referred to as TTV)is the new metric on which many companies have chosen to focus.The reason is that the time horizon for suc
8、cess in digital transformation projects hasbeenshortened,asfirmswatchtheirfinances.Projectswithashorttimetovaluehelpoffsetbothfinancialandalignmentchallengesbecausetheyallowforquickfeedbackandrecalibration.The quick nature of these feedback loops helps insulate teams from external risk and overall p
9、rojectfailure,inadditiontoissueswithmissioncreepandchangesinprojectstaffing.Figure 1:Digital Transformation Framework(Source:ABI Research)Further Reading ABI Research Insight:Keep or Kill:A Strategic Framework for Digital Transformation Project Prioritization and Development How SaaS Fits into the A
10、BI Research Digital Transformation FrameworkThecloudandSoftware-as-a-Service(SaaS)arethemostprominentcurrentexamplesthatfitinto the fast time to value side of the framework.The cloud and SaaS,although once novel to manufacturing,are now critical for a range of scenarios,such as accessing production
11、data on a mobile device,or enabling distributed teams to collaborate in real time.Pitfalls:Avoid these projects.They have low ROI and may take a long time to come to fruition.These are projects that should be outsourced or intentionally deprioritized and avoided.Most realisticAchieve quick wins and
12、buildIdealAlluring Due to High ROIPitfallAvoid these projectsOld way of thinkingHIGHLOWStart HereSLOWFASTRETURN ON INVESTMENT(ROI)TIME TO VALUE(TTV)Start Here:These are projects that can be completed quickly or have near-term milestones that deliver incremental business value.A best practice is to s
13、tart with a quick win,such as connecting a single machine and performing condition-based monitoring,before building on it,such as connecting the entire factory for condition-based monitoring on fleets of machines.Ideal:Big ROI and fast Time to Value(TTV)is a dream come true,but these opportunities a
14、re few and far between.They may be associated with a new,revolutionary technology introduction.Cloud technology is one such example.Alluring:These are whitespace opportunities that could take significant time to develop.The payback could be big,but there is little guarantee of meaningful returns on
15、a near-to mid-term time horizon.One example is the industrial metaverse,and some would argue 5GAccelerate Time to Value with Industrial SaaSIt is true that many software applications still live on-site,i.e.,Computer-Aided Design(CAD),Product Lifecycle Management(PLM),and quality control,but increasi
16、ngly companies of all sizes are turning to cloud and SaaS-based equivalents to improve their operational posture by shifting workloads accordingly.The drivers are various,including easier and better access to informa-tion,bettercollaborationandteamcohesion,moreefficientinnovation,improvedsecurity,an
17、d,ultimately,faster time to value.Practically,the implications of using the cloud and SaaS are that a user pays to access the soft-ware on a subscription or consumption basis.The software is owned,delivered,and managed in the cloud by a third party;there is no need for a high-performance desktop com
18、puter on-site In-formationTechnology(IT)stafftomaintainsoftwareandservers.Whenenhancementsaremade,they are immediately available to every authorized user.The cloud enables access from anywhere.Rather than serially check in and check out designs,multipleuserscancollaborateandworkinthesamefilesimultan
19、eouslyregardlessofloca-tion.This creates immediate value by changing the way organizations share knowledge and innovate,speedinguptheworkflow,andtighteningoverallcycletimes.Industrial SaaS and Time to Value AcceleratorsSoftware and service-centric business models naturally exude a favorable orientat
20、ion toward time to value due to their ability to grow or contract with customer and market demand.For example,product sales may slow down due to macroeconomic headwinds,but service needs andhighmarginserviceopportunitieswilllikelypersist.SaaSaffordstherightamountofflex-ibility,alignment,and value to
21、 scale up or down with need.These are just some of the dynamics that manufacturers,product managers,and service providers are considering to maintain and improve the modus operandithrough quick wins that scale.The following are three key industrial SaaS time to value accelerators to help guide decis
22、ion-making:1)flexiblecollaboration,2)people-focusedoutcomes,and3)avalue-basedapproach.These accelerators are essential qualities to separate solutions that drive meaningful additive capabilityandde-riskoperationsintheshortterm,andoffertremendousupsidepotentialinthe long run.The included case studies
23、 evidence and exemplify their practical application across differenttypesandsizesofcompaniesforalensintohowtheacceleratorisemployed,andthebenefitsitprovides.ACCELERATOR#1:FLEXIBLE COLLABORATIONCollaboration pertains to both internal and external collaboration,including with partners,which can be don
24、e securely with cloud solutions.There are many types of projects that deliver fast time to value by focusing on collaboration as a Key Performance Indicator(KPI),such as lowering barriers to learning or alleviating in-person travel via cloud-based tools for communication and development.Thesesolutio
25、nsoffertheabilitytoworkonshareddatainsteadofcheckingoutandrelabelingfilesforeverychangeinanenvironmentthatisimmediatelyavailable,secure,andconstantlymaintained.Thismeansalwaysrunningthelatestversionofthesoftware,offering24-hourcustomersupport,andnotneedingtoopenfirewalls,whichisasecurityrisk,forreal
26、-time on-premises Accelerate Time to Value with Industrial SaaSFormlabs is a global developer of industrial Three-Dimensional(3D)printers used for Research and Development(R&D),rapid prototyping,and small batch custom production.Like many companies,Formlabs has distributed operations that require co
27、nstant communication and collaboration not just across the United States,but with colleagues in China,Germany,Hungary,Japan,and Singapore.Prior to 2019,Formlabs was using an on-premises data management system that required engineers to check in and check out design files from a vault,leading to a se
28、rial,one person at a time workflow that slowed down the collaborative design process.With customers as diverse as Ford,Google,New Balance,and Gillette,plus constantly changing market requirements,Formlabs needed a cloud-native CAD and Product Data Management(PDM)platform that could streamline commun
29、ication between teams spread out around the world.Formlabs prioritized flexible collabora-tion in a search that would eventually end in adopting Onshape for real-time CAD collaboration.By focusing on flex-ible collaboration,Formlabs was able to unlock immediate value by enabling multiple engineers t
30、o concurrently work on a design versus a forced,serial workflow.Engineers also had more time to focus on the work that they wanted to do,instead of triaging on-premises version control issues or addressing software crashes.Now,as new projects scale up,Formlabs can grant immediate CAD access to new h
31、ires,contractors,or external partners by simply entering their email address,rather than waiting days or weeks to purchase new CAD licenses,which accelerates time to market and drives immediate value for the company.ACCELERATOR#2:PEOPLE-FOCUSED OUTCOMESPeople-focused outcomes can take many forms,inc
32、luding giving time back to personnel for the tasks they want to perform or improving job satisfaction and work-life balance.Generally,think-ing in terms of how to better support employees is a great place to start and there is a growing range of options,especially for frontline workers,which represe
33、nt 75%of the global workforce,or 2.7 billion people.Empowering these professionals with productivity-enhancing tools that make their lives better is a vital part of the picture when the goal is to meet customer demand with the highest quality product at the lowest total cost.Case Study:Formlabs Flex
34、ible Collaboration and SaaSFor More Information Click HAccelerate Time to Value with Industrial SaaSThis means that communication is key and having everyone on the same page is essential.Data must be coherent and accessible across design&engineering,manufacturing,and service deliv-erytoensureeveryon
35、eisworkingefficientlyandnotonunnecessarytasks.Andpeopleneedtobe empowered with the right information at the right time to make better,more informed deci-sions.SaaStools,suchasMicrosoftOffice,Teams,Salesforce,DocuSign,andZoom,helpachievethislevelofdatacoherenceandteamcontinuityinback-officefunctions,
36、whilenewer,moreimmersive solutions,such as Augmented Reality(AR)extend these capabilities to frontline work-ers by making critical information or instructions viewable on everyday mobile devices,including tablets and smart glasses.The data viewed through these devices can contextualize the physical
37、environment by virtually overlaying highly relevant information that increases comprehension and productivity.Other potential uses for AR that enhance the worker experience include enabling collaboration withcolleaguesindifferentplaces;self-directedorvirtualtrainingmethodswithstep-by-stepinstruction
38、s to more easily navigate new tasks;alleviating the time and cost of travel for on-site visits that can be triaged remotely;or providing a better way to receive,create,and manipulate data at the point of need.By 2027,there will be more than 10 million active users of AR for expertise and training ap
39、pli-cations in manufacturing,in addition to emergent use cases,such as re-skilling for continuous improvement.Chart 1:Manufacturing:Augmented Reality Use Case Active Users World Markets:2015 to 2027(Source:ABI Research)5 viewable on everyday mobile devices,including tablets and smart glasses.The dat
40、a viewed through these devices can contextualize the physical environment by virtually overlaying highly relevant information that increases comprehension and productivity.Other potential uses for AR that enhance the worker experience include enabling collaboration with colleagues in different place
41、s;self-directed or virtual training methods with step-by-step instructions to more easily navigate new tasks;alleviating the time and cost of travel for on-site visits that can be triaged remotely;or providing a better way to receive,create,and manipulate data at the point of need.By 2027,there will
42、 be more than 10 million active users of AR for expertise and training applications in manufacturing,in addition to emergent use cases,such as re-skilling for continuous improvement.Manufacturing:Augmented Reality Use Case Active Users World Markets:2015 to 2027 Case Study:Up to 50%Faster Training,4
43、8%Fewer Safety Incidents,and 75%Less Time Spent On-Site Intertape Polymer Group(IPG)is a global provider of packaging machinery and protective packaging solutions across a diversified set of geographies and end markets.Like many companies,IPG has been forced to address a skill gap arising from labor
44、 market shortages,retiring experts,and insufficient training across its maintenance and operations workforce.-5 10 15 20 25 30 35 40 45 502000224202520262027(Millions)OtherData LoggingField ServiceTrainingInspectionAssemblyRemote EAccelerate Time to Value with Indust
45、rial SaaSIntertape Polymer Group(IPG)is a global provider of packaging machinery and pro-tective packaging solutions across a diversified set of geographies and end markets.Like many companies,IPG has been forced to address a skill gap arising from labor market shortages,retiring experts,and insuffi
46、cient training across its maintenance and operations workforce.A people-focused approach led IPG to consider filming training content on its own to capture and scale knowledge from experts before eventually landing on AR and,specifically,PTCs Vuforia Expert Capture solution.Using this SaaS solution,
47、IPG is able to securely capture,store,and deliver relevant training to employees.IPG uses AR for meaningful and repetitive tasks,including onboarding and preventative maintenance with a target of 20%faster onboarding and 30%to 50%faster time to proficiency through guided learning.The company is also
48、 finding the SaaS solution useful as a recruitment tool to entice new talent via a virtual,on-site experience,and in the future,plans to employ AR to continuously upskill and re-skill its workforce for better long-term operational agility.Case Study:Up to 50%Faster Training,48%Fewer Safety Incidents
49、,and 75%Less Time Spent On-SitePain Points/Opportunities IPG was FacingLIFE-CRITICAL SAFETYThe ability to validate the effectiveness of training and complianceKNOWLEDGERETENTIONKnowledge transfer before senior employees retireNEW TECHNOLOGIESIntroduction of new technologies to facilities where no SM
50、E was presentSKILLED LABORThe need to upskill internal resources to establish a skilled labor workforceATTRACT NEWEMPLOYEESAbility to promote the Industry 4.0journey to attractnew employeesFor More Information Click HAccelerate Time to Value with Industrial SaaSACCELERATOR#3:A VALUE-BASED APPROACHEv
51、ery company wants to get the value equation right,but this is easier said than done.Products are constantly evolving,and their design and introduction are coming at an ever-increasing rate,with greater personalization and precision.A value-based approach increasingly means thinking in terms of the e
52、xperience created versus the product that created it;for example,a home ver-sus a house.A house is the physical“thing,”while a home is where you live,or in other words,the experience of a house.Focusing on outcomes and the value provided is one of the best angles to determine which projects to prior
53、itize and scale.Taiwan-based XING Mobility designs and manufactures modular electric battery systems and powertrains for commercial and industrial vehicles in the mining,construction,and agriculture industries.The company works in close collaboration with truck and construction equipment manufacture
54、rs to integrate customized electric battery systems into existing vehicle chassis.The batteries themselves are about half the size of a shoebox and stack like LEGO bricks,which allows battery modules to be interconnected to form a variety of shapes and sizes.Modular battery building blocks also affo
55、rd vehicle manufacturers a new degree of design freedom.One example would be a battery pack mounted externally on a mining vehicle.The challenge with this kind of design freedom is that it leads XING to design thousands of sizes and shapes of batteries each year that need to be engineered,documented
56、,and organized for record keeping.As a result,the company was spending 50%of its time on file management before switching to a cloud-native solution,specifically Onshape.Using Onshapes built-in data management and custom feature creation capabilities,XING engineers now automate modular configuration
57、s for battery packs ranging from 50 to more than 500 components,with full traceability.The activity is akin to the arcade game Tetris and has reduced the amount of time it takes to create a bat-tery pack from up to an hour to less than a minute.In the longer term,XING plans to use the same cloud-bas
58、ed CAD software to em-power sales team members with the ability to show prospects what their cus-tom battery packs might look like,including alternative options and prices,on the spot.XING does not have a marked cost for every iteration it shows the customer in these scenarios,and that kind of immed
59、iate value delivery is well aligned along the entire chain.Case Study:SaaS Driving Value-Based Business Models/Alignment with the CustomerFor More on XING Click HereFor More on Onshape Click HAccelerate Time to Value with Industrial SaaSConclusionBigROIprojectswithundefinedorlengthyperiodsofreturnsi
60、mplydonotcutitinthecurrentmacroeconomic environment.Manufacturers and product owners need to improve or main-tain the current order of business through quick wins that solve immediate challenges and pain points,and suppliers want to ensure they are delivering that same kind of value to the customer.
61、Industrial SaaS helps bring payback periods into a realistic time horizon with immediate,measur-able results.A modern data posture includes better communication,collaboration,and cohesion within and across teams,and this absolutely includes frontline employees in addition to sales,service,and suppor
62、t.The recommendations outlined in this whitepaper should be used to help guide digital transformation project decision-making in the years to come,including which to prioritize and how to scale.1)Investinsoftwaresolutionsthatpromoteflexiblecollaboration.2)Drive alignment between people,teams,and tec
63、hnology.3)Embraceavalue-firstapproach.If anything,time to value is the new KPI kid on the block,and it is not going away anytime soon.Companies that internalize this new metric are ahead of the game,and those that act upon it obtain the advantage.Curious to understand more about how enterprise SaaS
64、solutions can support and enhance your organizational structure and capabilities?Check out PTCs SaaS Insights for collected data,including first-party research and insight,into how your organization can utilize SaaS solutions for a competitive edge.For PTC SaaS Insights Click Here Published March 20
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