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Integratie tussen PLM en ERP
Dirk Mertens – Sales Manager
Dirk Luwaert – Business Consultant
Ad Ultima PLM
2
Ad Ultima
Why invest in ERP/PLM
Positioning & References
Integrate ERP & PLM
ERP & PLM are complementary
Windchill ERP Connector
Integrate Dynamics AX & Windchill
Advanced: Top-down & Configurations
Process-led deployment
Datamodel
Agenda
3
4
AD ULTIMA
Who is Ad Ultima?
5
Who’s Ad Ultima ?
Ad Ultima founded in 1999 is a long term partner in
integrated software solutions for growing SME’s and
divisions of international companies offering tailor-made
solutions based on standard products.
6
Our team
• High qualified consultants many years of experience ERP implementations & broad knowledge of IT
• Solutions on time and within the budget thanks to acquired knowledge
Our projects
• Average implementation time 6 to 12 months
• A pragmatic and no-nonsense approach
• Implementationmethodology is used as a tool
• Projectmanagement and quality control
7
Ad Ultima Group
8
Resources
Team of 115 people of which
• 64 senior consultants
• 34 analyst programmers
• 2 product manager
• 15 sales & staff
9
WHY INVEST IN ERP/PLM
What is the approach of Ad Ultima
10
Why ?
• Corporate success is not based anymore on production facilities, financial capital and ownership, BUT on invisible and untouchable value-intangible assets :
business partners relations, brands, ideas, business
processes, culture, know-how and innovation force
11
How PLM is Evolving Best of breed PLM’s are now enterprise systems
© 2010 PTC
ERP
PLM CRM
SCM
Mfg.
HR
Today Yesterday
Supplier
Strategy
Design
Strategy
Cost &
Green
Strategy
Mfg.
Strategy
PLM
Service
Strategy
….
HR CRM
ERP
12
Strategy Initiatives Processes Capabilities
Business
strategies that
enhance
business value.
Actions taken to
create value
through changes in
people, process or
technology.
Processes
throughout the
digital product
value chain
where initiatives
are
implemented.
A IT platform that
must be in place
for an initiative to
be successful.
Value Opportunities
Business Initiatives
Processes Capabilities
Ensure Strategies are Successful Strategize
Tie Processes and Initiatives to Corporate Objectives
Align
The introduction of the Value Roadmap
13
The role of Ad Fluentem
• Being better prepared
• Benefit from application overhaul opportunity (Gartner)
Synergize
(Share processes across organizations)
Optimize
(Continuous improvement)
• visibility, efficiency • streamlined processes and better insight
• improved productivity
Standardize
(Centralize ERP/PLM processes)
14
POSITIONING
Portfolio
15
ERP
PLM
IT INFRA
SQL ShareP
Portals
DMS & ECM CRM
WMS & MES
Business
Intelligence
Application
Consultancy
Business
Consultancy
16
WMS & MES
Process
Improvement
Business
Productivity
IT
INFRA
17
PTC and Microsoft: A History of Innovation
Together, PTC and Microsoft deliver best-in-class product
development solutions that can be leveraged broadly
across the organization’s IT infrastructure.
IT Infrastructure
• Simplified user experience
• Leverage existing IT investments for lower TCO
• Open, extensible platform
Customer Value
PDS Architecture
• End-to-end solutions for product development
• Single source of product & process knowledge
• Full integration with Microsoft
18
REFERENCES
19
References: Metal & Machinery
21
PROCESSES
Integration is a matter of process optimalisation
22
Design Plan Concept Support Validate Production Organization
Requirements Capture and Management
Proposal Response
Manufacturing Outsourcing
Tooling Design and Manufacture
Manufacturing Process Management
Optimizing Product Development Processes is Critical
Regulatory Compliance
Portfolio Management
Quality & Reliability Management
Change and Configuration Management
Program Management
Project Management
Concept Development
System Design
Detailed Design
Verification and Validation
Design Outsourcing
Variant Design & Generation
Component and Supplier Management
Early Sourcing
Product Support Analysis & Planning
Technical Information Creation & Delivery
Performance Analysis & Feedback
Environmental Performance Management
PRODUCT DEVELOPMENT LIFECYCLE
Engineering
Management
Sales & Marketing
Sourcing
Manufacturing
Service
23
The PTC Product Development System
© 2010 PTC
Distributed Collaboration
Visualization Change & Config. Mgmt
Workflow
Communities of Practice
Heterogeneous CAD Data Mgmt
Complete BOM Management
Product
Lifecycle
Management
Document Management
ECAD Data Management
Enterprise Interoperability
Business Reporting
Program Portfolio
Management
Windchill
PPMLink
Requirements
Management
Windchill
RequirementsLink
Component Management
Windchill PartsLink
Windchill Supplier Management
Supplier Management
Manufacturing Process Mgmt.
Windchill MPMLink
Embedded
Software
Open Source,
Rational
ECAD
Cadence,
Mentor, Zuken
ERP
SAP, Oracle,
Dynamics
Financials
SCM
MRP
Engineering
Calculations
Mathcad
Product Analytics
InSight
Service Information
Arbortext
Quality, Risk & Reliability Mgt.
Relex
Digital Mockup
Creo
Creo
and other MCAD
MCAD /
CAM / CAE
24
PLM and ERP coexistence challenge
Links together the critical up- and down-stream processes and data
PLM ERP
Change Management
Configuration Management
Requirements Capture and Management
Detailed Design
Variant Design and Generation
Production Scheduling
Inventory Management
Sourcing and Procurement
Sales and Order Management
Shipping Logistics
Accounting and Financial Reporting
Manufacturing Process Management
System Design
25
Reach faster ramp-up, shorter development cycles and quicker time-to-market
Manage increased product variability and complexity
Improve operational efficiency and excellence
Achieve first time quality at reasonable cost
Pressures Market Pressures
The Reality of Manufacturing Companies
Disconnected engineering, manufacturing & production teams
Difficulty to find and re-use proven manufacturing processes and resources
Struggling to provide accurate manufacturing information to production on-time
Pain Points / Challenges
Resulting in….
• Inefficiencies
• Higher cost
• Delays
• Errors
Is your PLM really integrated or connected to ERP?
26
Production
Planning
Production
Execution CAD Product Design
What Where and When How
Processes
Supporting applications
ERP Solution
PLM Solution
MES Solution MES
How do we implement a business process across two value chains?
Process Design
- Bridging the Gap -
Where?
?
Applications - Range of Processes
27
?
Product Development Value Chain
Logistic Value Chain
?
The implementation of a process over the two value chains depends on:
Customer business model
Engineer to Order, Manufacture to Stock
Customer product complexity
Key business improvement levers
Two Different Value Chains
28
Complexity Makes a Difference
29
Business Initiatives Make a Difference
Production
Processes Development
Processes
Where does your organization see key innovation and efficiency opportunities?
30
Drawing the line between PLM and Production Systems?
PLM
PLM
Processes
Supporting applications
Transactional & Event-based Highly Collaborative Processes
Production
Planning
Production
Execution CAD Product Design
What Where and When How
Process Design
- Bridging the Gap -
MPM in the Production Systems
Best Practice is to have MPM in the PLM System
Production Systems – ERP/MES
Production Systems – ERP/MES
31
ERP AND PLM ARE COMPLEMENTARY
What is the added value of a better integration between product development and production, sales, supply chain, ...
32
PLM and ERP are Complementary
32
54%
35%
Best in Class All Others
“ Best in class companies are 1.5 times more likely to have process that span PLM and ERP systems.”
Aberdeen
“Integrating the PLM Ecosystem”
“ PLM manages the innovation process – enabling companies to quickly create right-to-market products and to leverage part and process re-use”
“ ERP ensures that a quality product is produced according to customer
demand in a timely, cost controlled manner.”
CIMdata
33
Typical
MPM
Process
Concurrent Product and Manufacturing Process reduces costs
Concept Development
System Design
Detailed Design
Reduce
Cycle time
Limited opportunity for Manufacturing to influence design and reduce cost
Concurrent
MPM
Process
Full scale
Production
Production
Ramp-up
Manufacturing Process
Management
Reduce Cost of Change
Reduce MFG Cost
Number of Changes
Product Development Lifecycle
34
PLM’s Impact on ROI
PLM ERP
Cost of change to the product here = X
Intellectual
assets Physical
assets MCAD
ECAD
EMB SW
eBOM
mBOM Services
BOM
Partners
(design &
mfg)
Compliance
& analysis
Inventory
tracking
Materials
handling Forecasting
Cost of change to the product here = 100X ,
1000X, +
Decision made here can
Impact ~ up to 80% of product cost
Decisions made here can
Impact ~20% of product cost
MA-V1
Integrate
Inventory
tracking
Process
Plans Resources
35
PLM-ERP Connection Delivers Real Value
• Higher Quality
• Reduce errors in BOM information by 75%1
• Reduced Cost
• 8% to 15% reduction in rework and/or scrap due to out-of-date BOM information1,4
• 15% reduction in inventory costs through improved reuse4
• 75% reduction in time spent on synchronizing systems4
• Reduced cost of creating and maintaining custom integration software by 50% or more2
• Shorter Time-to-Market
• Up to 40% reduction in cycle time by reducing the number of data errors1
Note: (1) GIGA, (2) BearingPoint, (3) PTC, (4) CIMData
36
ERP CONNECTOR
Windchill (standard) integration component
37
Windchill Enterprise Systems Integration
• Integral Module of Windchill PDMLink
• Low Upgrade Costs
• Ensures information synchronization with downstream manufacturing systems such as ERP
• Flexible configuration allows release of all pertinent business objects
• Bi-directional framework
• Reliable closed-loop transaction management
Built on powerful, reliable middleware technology
Open, standards-based architecture for use with other EAI vendors
38
Distribution targets
All Publication Options
Controlled on Per-
Target Basis
• Available Properties
Controlled via Type
Manager.
• Each Distribution
Target Type has a
Corresponding Soft
Type
39
Windchill Native Multi-ERP Architecture
• Multi-ERP OOTB
• Different configurations per plant and ERP instance
© 2008 PTC
© 2009 PTC
Windchill Process Engine 1
Suite Process Definitions
(PTC’s ESI
Business Logic)
ER
P-S
pecific
Adap
ter
1
ERP 1
JMS Q Q
T T
Process Engine 2
Suite Process Definitions
(PTC’s ESI
Business Logic) E
RP
-Spe
cific
Ada
pte
r 2
ERP 2
Q Q
T T
PE 1 PE 2 Adp1 Adp2
ER
P
Co
nn
ec
tor
Email, FTP,
File, SOAP,
JMS, etc
40
Enterprise transaction logging
Now also finds
transactions in which
the object wasn’t the
Release Object
Finds individual
objects in
search results
Expandable tree
structure better
shows multi-
transaction history
New Common Table • No waiting for complete result
sets to start browsing
• Sort and group by any column
• Select columns to display,
including soft attributes
41
Manufacturing phantom
Allocation from
children of phantom
sub-assembly is
allowed
In SAP, the allocation
from phantom is
recorded
42
INTEGRATE DYNAMICS AX AND WINDCHILL
Companies having Dynamics AX and Windchill can really benefit from an integration of both business applications
43
Windchill®
ERP Connector Dynamics AX®
Microsoft SharePoint®
Windchill Web Parts for SharePoint
SQL Server®
Windows Server®
Roletailored UI on SharePoint
Windchill - Dynamics AX Architecture
44
Benefits of Integrating Windchill and Dynamics AX
• Integrating PTC’s Windchill and Microsoft Dynamics AX:
• Improves Product Development Effectiveness
• Lowers Product Development Costs
• Increases Data Visibility Across the Enterprise
45
Improves Effectiveness
• Automatic publishing of BOMs and revisions from Windchill to Dynamics AX:
• Automatically updates, keeping manufacturing up-to-date, when change notices are approved or items are released
• Reduces resource costs, rework, and scrap caused by out-of-date BOMs
46
Lowers Development Costs
• Windchill-stored BOM and CAD data viewed from Dynamics AX: • Allows manufacturing users to access CAD viewables and drawings,
ensuring consistency between engineering and manufacturing
• Dynamics AX-stored cost and inventory data viewed from Windchill: • Allows engineers to chose lower-price product components for a lower
total product cost, resulting in competitive product pricing to the market
47
Increases Data Visibility
• Product Development data can be accessed through multiple systems:
• Cross-functional users can access data from both systems through SharePoint
48
TOP DOWN FOR FASTER RFM
Working with CAD and Product Structures
49
Defining a New Product Concept
Develop Top-Down
B
Top Level
A
C
Concept Product Architecture
Top Level
B
A
C
a
b
c
Iterative process of developing complex products in a concurrent fashion by going from concept product architecture to a defined set of design
deliverables
Top Level
B
A
C
a
b
c
D
Create CAD A.asm
a.prt
b.asm
1.prt
A-Skel
Detailed Product Definition
A
Top Level
a
b
1
d
B
c
C
D
E
002
003
001
B
c
d
A.asm
a.prt
b.asm
1.prt
A-Skel
D.asm
001.prt
E.asm
002.prt
003.prt
D-Skel.prt
50
• Releasing BoM to downstream process
• Exporting BoM reports
• Available for MPM
• Publishing to ERP other
downstream systems
Release to production systems
Manufacturing Engineer
51
CONFIGURATIONS
Extended integration
52
Business Strategies to Sell Products NO Involvement by
Engineering in
Individual Orders
Assemble-To-Order
• Products fully designed
with identified options
• Orders configured and
processed by ERP
Industries:
Automotive OEMs,
Hi-Tech, Industrial
Assemble-To-Stock
• Products fully designed
with identified options
• ERP plans productions of
pre-defined options
• Identified product
combinations manufactured
based on forecast
Industries:
Consumer Products, Hi-Tech
Low Amount of Order-Specific Custom Engineering High
Many
Num
ber
of
Pro
ducts
in a
n O
rder
One
Configure-To-Order • Products fully designed
with rules that allow
creation of custom parts
• Each order configured &
validated by PLM using
rules established by
Engineering
•Industries:
Hi-Tech, Industrial
Engineer-To-Order • Significant custom
engineering added to
generic product
• Each order validated by
Engineering and PLM
•Industries:
Industrial OEMs,
Auto Suppliers, Aero
Contract Product • Designed and produced
to meet customer or
contract specific
requirements.
• Each order designed
and validated by PLM
and Engineering
•Industries:
Defense, Prototypes,
Custom Tooling
53
Core Concepts
Premium
Model
Deluxe
Model
Value
Model
Option Towing
Option Audio
Master Feature List (owned by Sales)
What can be sold
Technical Capabilities List (owned by Development)
What the product can do
Price List
(owned by Sales)
What a customer can buy
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Technical
Dependencies
or constraints
Sales
Dependencies
or constraints
Sales and Packaging
Dependencies or
constraints
Mapping Mapping
Engineering Structure
Mapping
Design (owned by Development)
What the product can do
Overloaded - All
product designs for
all product
variations
54
Strategy for Managing Product Configurations in the Enterprise
PLM
System
Sales Order
System
ERP
Execution
System
With increasing product complexity, for some business
processes and selling strategies, this approach will help
companies improve their enterprise processes
Ord
er
Inputs
55
PROCESS-LED DEPLOYMENT
How to make the project a succes?
56
Design Plan Concept Support Validate Production Organization
Requirements Capture and Management
Proposal Response
Manufacturing Outsourcing
Tooling Design and Manufacture
Manufacturing Process Management
Finding More Information
Regulatory Compliance
Portfolio Management
Quality & Reliability Management
Program Management
Project Management
Concept Development
System Design
Detailed Design
Verification and Validation
Design Outsourcing
Variant Design & Generation
Component and Supplier Management
Early Sourcing
Product Support Analysis & Planning
Technical Information Creation & Delivery
Performance Analysis & Feedback
Environmental Performance Management
PRODUCT DEVELOPMENT LIFECYCLE
Engineering
Management
Sales & Marketing
Sourcing
Manufacturing
Service
Change and Configuration Management
57
Current Process Maturity
Integrated, cross-discipline
change management
Standardized, automated change process
Product configuration-sharing to enterprise
1 2 3
Partner Change Integration
Product configuration
lifecycle management
Change dashboards
Integrated product issue management
Procedures exists and pro-active communication
(email, telephone) keeps process under control.
Change information related to drawing and not to article so
tracebility from within ERP very difficult. Limited record of revision
information for assemblies.
No application is currently managing “as-built”, “as-maintained”, …
ERP is “missing” revision history
No integration in general change process and no
control on effective implementation
Problem with late replacements.
Current business need?
No current business need but can be
used as “project management” tool
Example: Change and Configuration management
58
PLM-ERP Integration Approach Overview
Where • in which system(s) • persisted or not
How • Transport (FTP, JMS, …) • Data format (CSV, XML, …) • Technology (ESI, ERP Connector, ESI Open API, customization)
Part, BOM, Document, Change, … PLM, ERP Release, Batch, …
Solution Requirements Solution Design
Bu
sin
ess
pro
ce
sse
s
What • data elements
When • triggering events
System Requirements • constraints
Security, Performance, …
Standards
Complexity Cost
59
DATAMODEL
Steps in the definition of the interface
60
Solution Requirements Overview
Solution requirements management should follow the phases illustrated below
System Identification
Triggering Events
Data Elements
Data Mapping
Data Persistence
61
Solution Requirements – System Identification
ERP PLM
ERP has consolidated: PLM is consolidating:
– Financials
– Accounting
– Human resources
– Procurement
– Manufacturing resource planning
– Supply chain management
– Supplier relationship management
– Customer relationship management
– Project costing and
accounting
– CAD data management
– Document management and workflow
– Distributed collaboration
– Visualization and markup
– Product data and configuration management
– Change management
– Program Portfolio management
– Component management
– Supplier management
– Product data and configuration management
– Manufacturing process management
– Service Information
– Analysis
– Quality management
– Requirements Management
62
Solution Requirements – Triggering Events
Describe the user or system events that drive the exchanges between the systems, and their related elements
• User events
• “The system shall publish the following objects when the user sets the lifecycle state of a part to […]: Part, BOM, […]”
• “The system shall provide the user with the ability to select a part, and view its current inventory levels per plant”
• System events
• “The system shall publish the following objects whenever a Change Notice reaches the lifecycle state […]: Change Notice, all resulting Parts, BOMs, […]”
63
Solution Requirements – Data Elements
Identify the data elements (objects, relationships) exchanged between the two systems
• Primarily identify data elements and shared fields that need to be represented in more than one system
• This is based both on business process analysis and system requirements
Material
Number
Industry Sector
Material Type
Description
Unit of measure
Version
Plant(s)
BOM (Header)
Number
Usage
Plant(s)
BOM (Components)
Component
Line Number
Quantity
Quantity Unit
Change Master
Number
Description
Reason for change
Status
Part
Number
Type
End Item
Name
Default Unit
Version
Target Plant(s)
Change Notice
Number
Name
Description
BOM (Header)
Number
Version
View
Target Plant(s)
BOM (Usage Links)
Component Part Number
Line Number
Quantity
Quantity Unit
64
Solution Requirements – Data Elements
• Secondarily identify data elements that could be represented in more than one system to improve business process or user productivity
Document
Number
Type
Part
Description
Version
Document
Number
Name
Type
Version
Material
...
Internal Comment
Part
…
Creator
Material
Inventory Level
Standard Cost
Part
Inventory Quantity
Cost
65
Solution Requirements – Data Elements
Some objects must have more detailed requirements
• BOM
• Describe which BOM configuration needs to be published: latest, latest at “Released” state, according to baselines, etc.
• Describe how many BOM levels must be published when a triggering event occurs
• Describe any validations that should occur, i.e. “component parts must be at a given level of maturity before parent is published”
• Effectivity
• Describe which types of effectivity are valid and must be published
• Revision control
• Describe if revision control is required on ERP objects (i.e. SAP Material)
• Plants
• Describe whether ERP plants/organizations need to be represented in Windchill and which objects they are associated to
66
Solution Requirements – Data Mapping Combine the data element tables to create mapping tables
• Table is indexed according to the target system fields to which are mapped source fields
• Transferred as is
• Translated according to a lookup table
• Complex: multiple field combination, condition, etc.
• Default values
Source Target
Separable Semi-finished product
Inseparable Semi-finished product
Component Raw Material
Material
Number
Industry Sector
Material Type
Description
Unit of measure
Version
Plant(s)
Internal Comment
Procurement Type
Cost
Part
Number
Default to “XYZ”
(Conditional)
If End Item, “Finished Product”,
else Lookup(Type, Type table)
Name
Lookup(Default Unit, Unit table)
Version
Target Plant(s)
Creator
Lookup(Source, …)
Standard Cost
Source Target
Each Each
As needed Without Unit of measure
… …
67
Solution Requirements – Data Mapping
BOM Mapping: Depending on which BOMs are managed in Windchill, the BOM (header) mapping will differ
• Most frequent scenarios
• Only eBOM in Windchill; mBOM only in ERP
• Changes must be manually propagated
• mBOM in Windchill, transferred to ERP
• Enables eBOM-mBOM associativity
• Often one view per plant
• Other
• Single/common BOM
• Both eBOM and mBOM published to ERP
eBOM eBOM mBOM
mBOM
eBOM mBOM
mBOM
mBOM
mBOM Publish
Publish
BOM BOM Publish
eBOM mBOM
mBOM
mBOM
mBOM Publish
ERP Windchill
eBOM
68
Solution Requirements – Data Persistence
Using the following guidelines, determine data persistence requirements: • Only persist elements and fields that need to be persisted
• Consider persisting fields that are very frequently used in that system
• Avoid persisting fields that change frequently or that would increase triggered events unnecessarily
Extend the mapping tables to include C/R/U and persistence
Material Operations Persisted
Number R X
Industry Sector CR X
Material Type R X
Description R X
Unit of measure R X
Version R X
Plant(s) R X
Internal Comment R X
Procurement Type RU X
Cost CRU X
Part Operations Persisted
Number CR X
End Item CRU X
Type CRU X
Name CRU X
Default Unit CRU X
Version CRU X
Target Plant(s) CRU X
Creator CRU X
Source CR X
Standard Cost R
69
Solution Requirements – Data Persistence
“System of Record”
• One frequent discussion item is which system is the “system of record”, or the “master”
There is very likely not a single, or simple answer to that
• The answer depends on whose point of view is taken
• In many cases, for a given element, no system contains all fields
• Elements and fields can be categorized as being created, updated or read* by a system
• Created is where the element/field is first authored
• Updated is where the element/field can be modified
• Read is when the system can display the element/field (either persisted or on demand)
* “Delete” (from CRUD) is considered a marginal use case and not covered here
70
Solution Requirements – Data Persistence
How to determine System of Record
• If the field is only stored in one system, obviously that is the SoR
• For those fields that are persisted in more than one system (intersecting region on the diagram), the system with “Update” is the SoR
• Typically it is the source (“upstream” or “from”) system
• In those cases where a field can be updated in more than one system, once again the upstream system should be the system of record
• Although this is bad practice and should be avoided whenever possible
Windchill Data evolves with versions
ERP Data evolves
with time
Aggregate Enterprise Level Object
Determine SoR for these
71
Solution Requirements – Data Persistence
Based on the previous guidelines, extend the mapping table with SoR
• Some known exceptions to the SoR “rules” are acceptable • “Source” (make/buy): the next Windchill version should be updated with the correct value • Effectivity: Windchill is the source, but ERP the SoR
Material Operations Persisted
Number R X
Industry Sector CR X
Material Type R X
Description R X
Unit of measure R X
Version R X
Plant(s) R X
Internal Comment R X
Procurement Type RU X
Cost CRU X
Effectivity (Actual) RU X
Part Operations Persisted
Number CR X
End Item CRU X
Type CRU X
Name CRU X
Default Unit CRU X
Version CRU X
Target Plant(s) CRU X
Creator CRU X
Source CRU X
Standard Cost R
Effectivity (Planned) CRU X
System of Record
PLM
ERP
ERP
PLM
PLM
PLM
PLM
PLM
PLM
PLM
ERP
ERP
ERP
72
System Requirements Describe the requirements that are related to how the system itself should work
• System performance requirements • Publication should be an asynchronous (background) task which does
not affect user interaction
• Transactional requirements • For any interaction that requires a “delta” to be published, results must
be returned to Windchill • The system should have a “closed loop” for failure handling and retries • If data validations need to occur, they should be before or during the
triggering events • Describe he sequence of events that occur in the case of failures
(demote, etc.)
• Security requirements • Publication of the data should never expose it to unauthorized users
• Technological constraints • Legacy systems (flat file, …) • Use of specific tools (customer middleware, …)
74
Why Ad Ultima PLM
• Approach PLM as a business application: • Different approach than most of the implementers in the PLM market,
where their main experience is related to engineering-only processes (and even often MCAD application usage only)
• Long-term experience with implementations in medium size companies in an international context
• Business integration: • In-house knowledge and experience related to the process of
integrating ERP and PLM
• Ad Ultima Axapta and Ad Ultima PLM and AdFluentem
• Partner of To-Increase (Microsoft ISV) in the development of their PLM integration (and more in particular the Windchill integration)
75
www.adultima-plm.eu
76
QUESTIONS?
