Discover how AI is revolutionizing the semiconductor industry and driving the race for manufacturing dominance. ... View more

Service-based business models have become an important component of the “go-to-market” offering for many high tech and industrial manufacturers.  The value they derive is based on providing expertise, labor, and/or solutions to provide customers with an exceptional experience and solving customer problems.  What sets them apart is their reliance on human capital, knowledge, and skills as the primary assets. Service-based businesses can quickly adapt to market changes and customer demands, making them agile and responsive. However, they also face challenges like scalability, as growth often depends on training more staff. Customer relationships are a key component in service-based models. Building trust, delivering consistent quality, and exceeding expectations are essential for long-term success. Additionally, the rise of digital platforms and remote work has transformed business, enabling global reach and remote collaborations. What is interesting is that this business model has crept into many different industries and provides the same opportunities for value:  Customers pay a recurring fee for access to a service. Examples include streaming platforms like Netflix, software-as-a-service (SaaS) companies like Adobe Creative Cloud, and SAP provide subscription services for their products. This model fosters customer loyalty and a predictable revenue stream, as subscribers often stay engaged for an extended period. The other benefit is that these on-demand services connect customers with manufacturers in real-time. So, the model capitalizes on convenience and immediacy. Apps and platforms play a pivotal role in matching supply and demand and service providers can work flexibly, and customers can access services swiftly. But what is the downfall of not moving to a service-based business model: Limited Scalability: Product-based businesses often face limitations in terms of scalability. You can only produce and sell a finite number of physical products, whereas services can be scaled more easily to meet growing demands. Market Volatility: Product-based businesses are often more susceptible to market fluctuations, trends, and changes in consumer preferences. Services can adapt more readily to these shifts. Higher Overhead Costs: Maintaining inventory, manufacturing, and distribution can be costly. In contrast, service-based businesses may have lower overhead expenses. It also allows for the extension of the lifecycle of the product by adding digital services and connectivity that didn’t previously occur but adds value to the customer. Reduced Customer Engagement: Services allow for ongoing customer interaction and relationship building, while product-based companies may have fewer touchpoints with their customers. Innovation Challenges: Developing new products often requires substantial research and development, which can be riskier and more time-consuming than adapting or expanding services. Competitive Pressure: In some industries, the transition to a service model is becoming a competitive necessity, and failing to adapt could lead to market share loss. Customer Expectations: Customers are increasingly valuing experiences and outcomes over owning physical products, so not offering relevant services could lead to dissatisfaction. However, it's important to note that the suitability of a service-based model depends on the specific industry, market conditions, and business goals. Some businesses may thrive with a product-centric approach, while others may benefit from a blend of both products and services. The key is to carefully assess your unique situation and adapt your strategy accordingly. In conclusion, service-based business models thrive on delivering intangible value through human expertise and problem-solving. They offer agility and adaptability but require a strong focus on building and maintaining customer relationships to prosper in today's competitive landscape. Join us for an Industry Week and SAP joint webinar on Tuesday, September 19 at 12 noon central to hear experts from HPE, DigitalRoute and SAP that have executed the move to service-based business models.  They will provide valuable insights on how to transition and the benefits derived from such a move. David Dunn Register here: https://www.industryweek.com/webinars/webinar/21272292/shifting-your-business-from-products-to-service-based-business-models-generating-predictable-revenues?sti=SAP   ... View more

You probably heard a lot of news and reports about the chip shortage everyday: Samsung, Infineon, and NXP shut down fabs during Texas Power Crisis Global semiconductor shortage will disrupt supply chain well into 2021 The World Is Short of Computer Chips. Here’s Why: QuickTake - Bloomberg Now the question is why semiconductor companies can not easily expand capacity and shorten time to market? Besides the reasons such as high investment, technology barrier, market competition and global supply chain which create dependence and vulnerability such as Geopolitics issue, Disruption, Disaster etc., in this blog, I would like to zoom into the challenges in semiconductor design. The personalization of electronics and in semiconductors is increasing rapidly the complexity which drives up quality risks and time to market in chips design and manufacturing. From McKinsey’s report, we see the current state of semiconductor value chain 50% increase in time in test and verification at the design stage and factory setup. 12 ~ 18 months of iterative debugging time for NPI and ramp-up 80 ~ 90% utilization and 85 ~ 95% integrated yield at the wafer manufacturing About 30% of capital expenditures related to non-value added testing expense We also see the challenges like only 45% of semiconductor product launches meet their original schedule 63% of semiconductor designs require at least one re-spin 42% of design projects exceed the planned budget Industry pain points and requirements on solutions Silos have been built up with the EDA world focused heavily on the chip design environment with some very limited PLM implementation used in the manufacturing side.  The need is driving semiconductor companies to look for ways to better manage their businesses across the enterprise. Industry started their open collaboration approach that involves the different organization to co-worked at the same collaboration platform that invites EDA vendors, IP providers, fabless, IDM, foundry and OSAT together to accelerate the New Product Introduction (NPI) and Technology Development. Industry analyst suggests a conceptual PLM platform The BOM structure of the product has different components and parts at different stage of the development process flow. The product record contains many different data sources, like hardware, software, manufacturing and test data. The product record is spread at different stakeholder’s data repository. These data records are never integrated and synchronized with the single source in mind. How can SAP solutions help the customer? Together with Industry leader Siemens, SAP will deliver integrated end-to-end solutions across product lifecycle, supply chain and asset management. SAP will offer Siemens Teamcenter as the core foundation for product lifecycle collaboration and data management. Siemens will offer SAP Intelligent Asset Management solution and SAP Portfolio and Project Management to maximize business value for customers over the product and service lifecycle. Building on the industry’s leading PLM Platform – Siemens Teamcenter – a catalyst has been developed that delivers out of the box capability to bring the end to end digital thread to semiconductors.   This will allow a fast deployment of a platform that can link the semiconductor design and manufacturing environments, and can use the power of Teamcenter to expand for future or changing needs. Solution Benefits Improve NPI product capability, time to market, quality and reliability, lowering product cost Cost & resource management through metrics-driven prescriptive analytics Maintain & retrieve product records throughout the entire product/project lifecycle Reduced design cycles through fewer re-spins Rapid prototyping and deployment – OOTB (out of the box) data model Siemens Teamcenter Integration for R&D Projects SAP Enterprise Portfolio and Project Management is integrated with Teamcenter:   To learn more about it, please visit: Learn to Win - Semiconductor product development management In this blog, I introduced: Semiconductor Industry Mega Trends, challenges and strategic priorities Industry pain points product development process and requirements on solutions SAP Industry 4.0 strategy and solution with Teamcenter PLM for chip product lifecycle management Looking forward to receiving your feedback and comments! You can also go to Ask a Question if you have further questions.     ... View more

I want to get the following PO list in SAP ECC 6.0 1. List of Service purchase orders still not created Service Entry sheets. 2.List of material purchase order still not created MIGO. Please advice me how i get both list . ... View more

A report done by SAP and Oxford economics attempts to find out if an interconnected business exhibits more resiliency than other businesses. To put this report in the context of the high tech industry, Josephine Monberg interviews Patrick Maroney, High Tech Executive Industry Advisor at SAP in this episode of Industry Insights by SAP. Josie (00:16😞 Hello everyone. And welcome to this episode of our podcast. So SAP did a report with Oxford economics and what they did is that they surveyed about 3000 senior business leaders to find out how, and if they have been able to implement holistic management style into their everyday business operations. So essentially what they wanted to find out is if an interconnected business exhibits more resiliency and leadership than other businesses. And so that's actually what I want to talk about today, but I don't just want to talk about the report isolated. I want to put it in context with a specific industry and the industry is the high tech industry. So what my guest and I are going to do is to look at some of the findings from the report and then see if that holds true for the high tech industry. And so to do this, I have obviously brought an expert in, and that guest is Patrick Maroney and he is an industry executive advisor for the high tech industry at SAP. So Patrick, thank you for being on the show, first of all. And then secondly, can you just introduce yourself to all of our listeners? Patrick (01:41😞 Absolutely. I mean, you just mentioned my title and maybe I'll explain what that means. Right? So I get to work closely with executive teams from our customers. I basically help them to develop the appropriate time phase strategies and roadmaps, and that is based on their business goals, on the outcomes and the business outcomes you're trying to drive. We look at the things that are inhibiting them from achieving those objectives. And then you know, what's preventing them from getting there. And then we look at whether it's business processes or technologies pine phase roadmap for overcoming those obstacles. Josie (02:18😞 Hmm. So now let's turn over to look at some of the findings in the report. And one of the findings was that executives across a variety of different industries, right? Cause they looked at a lot of different industries are actually pretty confident in functional and process integration, actually nearly four out of five, say that they have integrated operations. They also set that interactions with IT is seen as critical to success. So now let's turn over to the high tech industry. Is that something that you're seeing in the high tech industry too, Patrick? Patrick (02:58😞 You know, I think that's a really interesting Survey result. And I would say on two different levels on the first level, you know, I would say that it does not align with what we're seeing. So for example, let's suppose that you were driving on a road and behind you, the road was perfectly straight, but in ahead of you, the roads really curvy. And let's also say that all you could do was to judge where you were going by looking in your rear, right? Because the road behind you is straight, you would assume, assume the road ahead of you is straight. And when you hit those curves in the road, you would likely drive off the road. If all you could look through his rear view mirror. And so the road ahead for high tech and many other industries is really curvy. I we're pacing, supply shocks, demand, shocks resource shocks. And so it's really about how quickly and how better you can predict what the road ahead is going to look like. And the better and faster you can do that the, you can adjust to those changes. So I find it strange that all of those executives would really comment to that extent because you know, the focus is really on, on these changes. We often don't know what we don't know. And its obvious as that might sound, you know, if we just solely based on this rear view mirror approach, then we're going to drive off the road. Let me give you an example. We were working with a large high-tech OEM recently and, you know, they've invested a lot of time and substantial funds in business process. Re-Engineering across the board, across all their processes. But if we think about it from what they've did in procurement, just to procurement, as an example, we asked them, how many variations do you expect in your standard procurement process? Patrick (04:56😞 And they said, after all this re-engineering, we would expect more than six variations to our standard procurement process. And we said, well, let us analyze that. And we used a set of big data tools to look at all of the log files across all of their systems. So you think about in the old days, you would bring in consulting teams that had spent six months building value streams and all this. We used technology-based tools to look at log files, to analyze their processes. And you know what we found in Western three weeks of an hour, we found that they had over 220 variations of their procurement process. And that's just looking in procurement there's money to all those variations. That's people buying off contract or Maverick spend, right? That's people not adhering to all the business process re-engineering that you'd invested in. So you need tools like this to not only look at your processes and analyze these processes, but also on an ongoing basis. Patrick (05:54😞 Yeah. Make sure that you're adhering to the superior that you put in place right now. I'd also say that the survey, another interesting result from the Oxford surveys was along the lines of the fact that they, they, they found 14% of the executives. They surveyed also said that they haven't fully broken down all the organizational silos that exist, which means there's a lot more work to do to gain visibility across your organizations and companies today, they need actionable data and they need this data without latency, without having to do all these different data hops. And storage's, you need to see what it is now, that's going on in your company. And with that, if you can get actual insight today, then you can drive a much more intelligent business. You can be much more agile to all these shocks that we just talked about that are going to occur. And therefore you can be a lot more competitive. I apologize if that was a long-winded answer, but I, I hope that that's useful to you and your audience. Josie (07:00😞 That was, that was a really interesting and insightful answer and to hit on what you just said, right? So essentially it's really important in today's world that businesses know where the road is headed or at least that they have some kind of insight into and predict where they want to go and where they should be going, using data to achieve this. And I think especially in today's world in 2020, this is even more critical, right. Because COVID is impacting everybody and that creates so much uncertainty and unpredictability. So can you comment a little bit more on what's going on with COVID and how has COVID impacted the high tech industry? Patrick (07:42😞 Yeah, and as I just mentioned, right, the supply demand resource shocks are definitely driving the need for increased agility. And high-tech has always been a space that, that, that lived fast and furious, right? It might take nine months to engineer a new printer in three months for that printer to be obsoleted. And if you're the leading printer manufacturer in the company, it's probably, you they're obsoleting your own products. COVID has taken that to a whole new level with being having to be responsive and agile to the, the variations and changes and shocks that are hitting the system. Now, this is also a huge human component to this as well. Think, think about just, just looking at SAP, right? When, when when COVID really hit in the world in a big way, when everybody realized what this meant in, in, in really March SAP, we moved 90,000 employees to, from traveling and working in offices, to working from home essentially overnight. Patrick (08:51😞 And, and every company faces these challenges. And, and there's a certain amount of that that you need to be on top of how are we measuring our, our employees, wellness, our employees experiences, how are we ensuring that we're retaining the top talent that we need to retain in our company and keeping them getting them the needs that they have in this new normal, right. If we were used to doing 90% of our sales direct, face-to-face in a B2B model now 99% of your sales are indirect in e-commerce. So there's a lot of changes that are taking place and happening. And as, as much as the business processes that have to change along with them occur, it's technology that enables you to adapt and flex and and ensure the wellbeing of your employees and the wellbeing of your processes in, in this day and time. Patrick (09:46😞 So many sectors have been impacted quite negatively by, by, by COVID. I mean, look at hospitality and airlines, hotels, all of that. In many cases, the technology that enables us to work from home is powered by high tech. So there's a bit of a buffer, so to speak and some of the demand shocks and in parts of it that are B to B, to C you know, Apple's storefronts, they all closed, but a company like Apple, they don't just furlough all their employees. They retrain them and they, they use a downturn in a cycle to prepare for the next upturn. In 2008, when Lehman brothers happened, it was then that Apple used that timeframe to to launch the iPad. The iPhone came out in 2008 and they were developing the iPad at that point in time, which was launched in the marketplace in 2010. So when the going gets tough, tough companies get going, they use LOLs and shocks and changes to fine tune themselves to emerge more competitive, or even use the conditions to showcase their abilities, to be more competitive. And, and, you know, it affects different industries in different ways. I think high tech has always been a very resilient sector and and I think COVID allows them to leverage their ability to be resilient as a competitive strength and challenge. Josie (11:07😞 So Patrick, going back to the Oxford economic study, so the survey found that nearly half of the respondents say that technology investments contribute to improve both customer and employee experiences and increases employee productivity. And what they also said is that IOT AI and predictive analytics, our top investment priorities, is that the case for the high-tech sector too? Patrick (11:37😞 Absolutely. Right. So, you know, the impact of losing a customer is massive, right? I think they say that for every dollar you spend to get a customer, you spend at least nine X to get them back if you lose them. So in a, such a competitive environment as the high-tech industry is and how fast it moves, right. I just gave an example a second ago about life cycles and, and and, and, and product turnover. It's really all about time, the volume in the high-tech sector. So you can't afford those blips and customers. It's in narrative to understand and constantly take a pulse on what your competitors are doing. And, and in the technology space where people are investing, there is more and more, they're trying to get real time sensing of what the customer experience is. And how do I bring that back to take action on it immediately? Patrick (12:31😞 Right. I feel like we're talking about the same theme here. If you looked at the gas gauge in your car and it gave you last week's gas level, what good would that be? It's accurate, but it's not current, right? You would have to drive your car very differently than you drive your car today. When you look at your gas gauge, you expect that data to be real time, businesses need to be able to combine customer experience with what's going on in their business real time. So the data and the analysis they're looking at is real time information, and they can take real-time action, right? And that's absolutely imperative with short product life cycles. And in this time to volume marketplace, now, we also talked about the effects of COVID and how important it is for us to really take a pulse, not just on our customers, but on what our employees are doing. Patrick (13:23😞 And so that's absolutely critical, you know, technology customers often you know, high tech companies, technology companies, often adopt change and, and technology to enable that change. They often adopt it faster. And the reason for that is to drive competitive differentiation for all the reasons we've talked about, right? Because it's so important to hold on to our customers. And, and, and when we look at these other technologies, you mentioned as we look at IOT, predictive analytics artificial intelligence, right? This is all about connecting the processes that we use to run our companies together end to end, right? If you're using IOT, you could use IOT to maybe sense vibrations in a manufacturing line to predict that the manufacturing line is going to go down ahead of time. If you were also taking pulse data against customers, you could start to tie the dots between customer bad experience and maybe on a product experience back right back to that product, coming from a specific line that was experiencing the success of violate vibrations. Patrick (14:33😞 And now you've connected the dots between a product quality problem and a manufacturing machine tool, asset problem, right? The companies that can do that better and faster than other companies have, in fact, a competitive advantage, they can derive insights as it relates to their business faster. That's, what's behind industry four dot, Oh, and at SAP we're calling it industry for now, right? And it's why companies that even during a downturn are investing in these kinds of technologies to give themselves a competitive advantage to enable employees that maybe have to work remotely better access to data and information to make decisions. And so companies that can accomplish this with technology have an advantage against companies that just throw bodies at the problem, right. If I can replace inventory with data, what kind of a competitive advantage is that it's massive. It's huge. And it's, it's where the industry's going. And I, I say industry, I don't just mean high-tech. I think, you know, high-tech might lead the charge. But all industries are moving in that same direction, right. In my humble, Josie (15:41😞 In my humble opinion, I hope other industries are listening in as well. So, I mean, it's really about creating a business that is interconnected, right? Where all processes work together and you leverage the technologies that we have at hand in today's world to give executives or anybody in a business, better insight into what's going on to be able to act in real time and just create a business that's more resilient and more agile, which is so critical again in today's world. So you've touched on so many different, I think, best practices in the, in the high tech industry, talk a little bit more of some best practices. And then also what best run businesses are doing in today's world to address today's top 10 Patrick (16:26😞 You know, I love that question and we could, we could probably spend an hour talking about it, which I don't think you are going to give me. And your is probably don't. Don't want to hear me blabber for an hour anyway. But I think resilience is the word of 2020, and probably will continue to be so into 2021 resilience. Right? If you, if you think about what resilience is, right, the ability to adapt to change, right? Charles Darwin once said that it's not the strongest species that survive. It's the ones that can adapt the best and the fastest to change. And those businesses, which have interconnected processes that can easily collaborate both within the silos of their own business, as well as with external partners, they have an advantage. And what's interesting is as you look at these studies from Oxford economics, these are all central themes that they have in each of their surveys in each of their studies, resilience, the interconnected businesses, the ability to collaborate, right? Patrick (17:32😞 It's a really, it's about integrating social information with achieving your strategic goals. We talk about the, the question that we just went through a second ago about being more closer to both your employees and your customers. How can I take all of the data out there in the social environment and how can I use that information to better serve my patients, customers, to better serve my employees. And there's a risk in doing that too, because all the regulations that come along with say GDPR and all the other data, privacy concerns, it's absolutely imperative that we use the data for good, but we don't use the data in ways that violate privacy rules. So the management of this data and the intelligence derived from it and how we use it and where it's stored and maintained is absolutely critical. If it's done properly, we have a business that's way more agile, but now moves from gut-based decision making to data-driven decision-making. Patrick (18:32😞 And we can start to focus, focus on the experiences that our customers have that our employees are having, that are proud engineers having. And if we product the engineering of our product, correct in the marketplace, what experiences does that create? The, the longer, the latency of realizing this experience information with the trends, actionable data that run our business, the bigger, the data gaps in driving insights from this information, the less competitive we are, especially in an investment where our competitors have the ability to derive those insights quickly. So the the imperative to be more agile to, to adapt to these shrinking product life cycles, or shocks of global pandemics, absolutely critical. And it's absolutely critical that we can use this data in a way that that adheres to everything I've talked about. And that gives us competitive advantage. So you talked about best practices, right? Patrick (19:38😞 During Sapphire recently you know, I had the absolute honor of hosting a panel with leaders from India, so, and Verizon, and yeah, they talked a lot about, you know, Intel gave a great example of the reduction in latency and taking a process that have been taking them two weeks in a heterogeneous environment to drive it's information that they can now do with zero latency using compute solutions and technology solutions obviously offered by SAP, but that, that lay across a heterogeneous environments that have looping it all out, how do they close that 20% gap of what they couldn't do? And now it allows them to simulate. They can actually see the effects of certain campaigns and things that happen on, on the East coast, as the sun comes up and apply them to how they store and manage and promote that same movement of inventory. Patrick (20:34😞 And, on the backend, on the West coast, and that's a semiconductor company think about applying that in a B to C environment, right? What, that could do Verizon talks about technology to be able to close the books virtually anytime they want and how they can use that as a competitive differentiator. And albedo even potentially a competitive weapon as the markets change, knowing window, how to announce good news or bad news, and using that in such a way that allows you to do it at your leisure and flexibility that can give you an advantage over, over people in your marketplace. And that applies not just to these big companies that I'm talking about. Imagine being a high growth, high tech unicorn, you might be $80 million in revenue today with aspirations of being a billion dollars in revenue in the next three years, which means you have to have processes and tools that really big companies have. Patrick (21:34😞 You know, the cloud affords us to, to adopt technologies and solutions very, very quickly. And companies shouldn't just look at SAP as a company for very big companies, you should say, wow, SAP has been providing solutions in the marketplace for over 40 years. And even if I'm a small company, I can benefit from all the lessons learned and all the best practices that have been developed and built directly in SAP software to drive resilience, to drive interconnectivity across disconnected silos, to allow you to collaborate with external partners, to integrate social data, to enable my business goals, to make sure that my business is flexible and agile, and that as the marketplace just changes that I can adjust and change really, really quickly and, and remain agile in this world of increasing agility requirements. Josie (22:35😞 But it's safe to conclude that an interconnected business does exhibit more resiliency and leadership. And as we both talked about, especially in today's world, this is absolutely critical for, I'd say survival, that different processes in a business of course are integrated, but that we also get this data both within the company, but also from the outside, so that we're able to see our business from an outside perspective and run more efficiently. So, Patrick, thank you so much for coming on the podcast. You made me so much smarter about the high tech industry about what's going on and, and to everybody who listened to this episode, if you are curious about the report and you want to learn more about what 3000 business leaders said about driving, running an interconnected business, and we're going to link to it, but Patrick, thank you so much for coming on the show. ... View more

In the wise words of Thomas Edison, “there’s a way to do it better – Find it”. We find ourselves in a time of turbulence where the only constant in business, is change. How are companies managing this unprecedented disruption – well, they are finding a better way to do it and technology has been the shining star for many. It is laying the foundation for collaboration, interconnected companies, and empowering growth in new business realities. The high tech industry is no stranger to change or pushing the boundaries. It is one of the fastest-growing sectors and is home to some of the greatest leaders in innovation. This industry is often responsible for blurring industry lines and forging a path for companies across sectors to transform at pace. That is why SAP is excited to once again celebrate the #TheBestRun high tech businesses, making the world run better during this year’s SAP Innovation Awards. Get inspired! Meet the High Tech Winners of 2020 Signify: From Light Bulbs to Light-as-a-Service Magic Leap: Spatial Computing Revolution Driven by an Intelligent Enterprise Autodesk: Taking Action on Customer Insights Leads to Breakthrough Shangqiu Jinzhenyuan Electronic Technology: Industry 4.0 Smart Factory in Traditional Electronic Manufacturing Enterprise Watch the video of the 2020 SAP Innovation Awards Winners. Let’s celebrate your success - Tell us your story The purpose of the 2021 SAP Innovation Awards is to celebrate the success of pioneering businesses that have used SAP technology to become industry disruptors. SAP is excited to highlight forward-thinking companies and partners leveraging SAP solutions and business technology platforms to transform into an Intelligent Enterprise, flourish in the new normal, and drive positive economic, environmental and, or social impact. Do you fit the part? Get more details on the award timeline and list of prizes here. For insight into the judging criteria and category definitions, visit the SAP Innovation Awards website. Entries are open and the deadline for submissions is February 1, 2021. Share your innovation story and join the conversation online using the hashtag #SAPInnovation. Stay up to date with industry-specific innovation stories, follow Twitter @SAPhightech and join us on LinkedIn. ... View more

This year, manufacturing challenges and weak spots in the supply chain have been pushed to the forefront. Maintaining a resilient workforce in the face of changing times, operating manufacturing facilities while achieving compliance with government mandates, and getting goods to market with transportation shortages have all challenged companies that manufacture consumer goods, especially high-tech items. More specifically, manufacturing constraints, import restrictions and increased electronics demand from students and virtual workers have combined to create a shortage in PCs and laptop computers during this challenging time. Dell, HP, and Lenovo have said that they are facing a collective shortage of five million laptops. Industry 4.0 offers the potential to solve these challenges and set the high tech industry up for success no matter what the future has in store. What is Industry 4.0? Industry 4.0, also sometimes called the fourth industrial revolution, refers to the increasing use of automation and artificial intelligence in manufacturing. This includes robotics, machine-to-machine communication and IoT (the internet of things). The first appeared in 2011 in Germany and was presented as a set of standards to the German government the following years. For there, the concept of industry 4.0 swept across the globe and has become more viable than ever before. However, adoption of Industry 4.0 is not universal or uniform across all industries. Solving the Challenges that Face High Tech Companies There are three major trends shaping the High Tech Industry  in the coming years that will impact operations and further increase the opportunity for Industry 4.0 to become a key value driver and strategy to gain competitive advantage: By delivering customized solutions with shorter product technology life cycles, High tech companies are transforming from selling products to selling solutions. High tech leaders are gradually moving toward becoming outcome providers. This means they will now provide their customers with bundled hardware, software, and services—giving customers more flexibility to better meet the needs of the end consumer. By meeting higher demand with consistent quality throughout the supply chain. With increasing customer demand for tailor-made products and solutions, product innovations will need to dynamically adapt to market, consumer, usage, and environmental needs. This increases costs and complexity in supply chains, highlighting the need for technologies like IoT and robotic process automation. By developing more resource-efficient and economical product innovations, a growing number of product mixes will emerge. As a result, environmental & safety regulations will increase the complexity in manufacturing. Under these circumstances there will be increasing pressure to reduce manufacturing costs while maintaining high quality, efficiency and an environmental consciousness. To achieve these outcomes, SAP believes there are four basic tenets to Industry 4.0: Intelligent products that are built and configured to meet exactly what customers need; Intelligent factories that use data and intelligence to run as autonomously as possible and deliver customized products at scale; Intelligent assets that are linked to all processes and are dynamically maintained; Empowered people who are equipped with all the tools and information they need to do their best work. Industry 4.0 for Life-Saving Devices Industry 4.0 is not just a hot buzzword, but leading high tech manufacturers are already using this strategy to increase production volume and overall equipment efficiency. Varian Medical is a leading manufacturer of radiation therapy equipment. The company provides thousands of systems to hospitals and medical centers around the world that are used to treat thousands of patients every day. Their challenge was that radiation therapy technology is advancing rapidly and the demand is very high. This makes quickly incorporating new product developments into production very difficult. The company wanted to reduce time to market for new products, but the use of paper in its development processes was a serious impediment. To help solve their issues, Varian digitized their design and manufacturing processes. Using an intelligent platform that paired with advanced technologies, the company unified disparate systems used throughout its product development community around a single, trusted source of truth with a goal of making relevant information available to decision makers at all levels without any delay. These solutions automated process control and enforcement, exchanged data between the shop floor and core SAP software, automated data collection, and provided real-time device history records, eliminating all of those inefficient paper records. Additionally, data integration provided a structured way to track time and materials with greater granularity than ever before and is used to compare actuals against plan for better forecasting and reporting. To learn more about how Industry 4.0 and SAP can help your company meet the challenges of this new manufacturing reality, please visit our Industry 4.Now landing page at sap.com   ... View more

As we’ve all witnessed, 2020 has been a year of many firsts. Busy airports, badge pick up, networking events, and a buzzing show floor are all distant memories this year, as SAP held it’s first ever virtual SAPPHIRE NOW. The premiere week of SAPPHIRE NOW Converge was a week-long digital event that focused on providing solutions for business’ most pressing challenges, no matter the industry. Uncharted Impact on High Tech Due to the global pandemic, high tech companies faced volatile demand for IT equipment and software to support employees in their at-home offices. So it was no surprise that top high-tech companies could not miss the chance to inspire others by sharing their stories and being part of this new online experience. Many high-tech businesses have faced a multitude of new challenges in addition to the previously mentioned. Some of them include disrupted supply chains with limited visibility into available suppliers, increased pressure on cash flow, and a reduced or remote workforce due to local stay-at-home orders. During SAPPHIRE NOW Converge, companies like Hewlett Packard Enterprises, Intel, and Microsoft shared how they have used technologies to address some of the companies’ biggest hurdles. Here’s a list of some of the top sessions that featured high tech leaders: Industries Sensirion AG featured in Respond to Change and Transform Across Industries Intel featured in Industries in Motion: Resilience in Times of Change and Volatility   Supply Chain & Manufacturing Microsoft featured in Create a Resilient Supply Chain to Succeed in Times of Uncertainty Procurement Hewlett Packard Enterprises featured in The Path to Transformation Finance Hewlett Packard Enterprises featured in Discover Billing and Revenue Innovation Management Blackline featured in Rise to the Challenges of Uncertainty with Financial Readiness Human Resources Corning Inc. featured in Innovation at Work: Corning’s HR Journey with SAP Services and Support Business Technology Platform Intel featured in Intel Optane Persistent Memory for Databases Some Familiar Territory One of the features of SAPPHIRE NOW that remained the same was the major announcements, of course. As high-tech leaders, one announcement that was top of mind was the launch of SAP Industry Cloud. SAP Industry Cloud offers cloud-native industry applications to optimize the intelligent enterprise for the unique needs of each industry. This will make high-tech business networks even stronger by enabling digitized processes and with a cost-effective approach. SAP partner, IBM, added        “As organizations seek intelligent industry workflows enriched by data-to-value scenarios, SAP and IBM are well-positioned to leverage the combined power of our leading technology and deep industry expertise to address this market demand head-on. We are looking forward to partnering with SAP to further help customers transform their businesses, leverage data-driven insights to make more reliable decisions, and accelerate their move to the Intelligent Enterprise with end-to-end industry cloud solutions.”- Keith Costello, IBM Global Vice President & GM, SAP Practice, IBM Services Much like the world is fighting the current health crisis together, we all must remain united in the focus on sustainability and preserving our natural resources. This is why the Climate 21 program was announced during SAPPHIRE NOW. The program is designed to help businesses quickly respond to environmental and market changes. It will help customers understand, analyze and optimize the carbon footprint of their products and operations along the value chain. Among the many major lessons learned throughout the past few months, one at the top of the list is the undeniable power of technology to help people and businesses make the world run better. For more on the announcements and SAPPHIRE NOW sessions, please visit the event website and select your region for free access. Visit the SAP High Tech home page and follow us on Twitter for timely updates and insights on how industry leaders are remaining agile in unfamiliar times. ... View more

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Through the disruptions that Covid-19 has caused, the necessity of technology is even more apparent. In this episode of Industry Insights by SAP, Josephine Monberg hosts Keith Baranowski, Global Vice President and General Manager of Direct Spend Solutions at SAP Ariba, and Jeff Howell, Global Vice President and Head of High Tech Industry Business Unit. For more episodes on Industries, please subscribe to “Industry Insights by SAP” Podcast Series. Josie: (00:03)  Welcome to the industry insights by SAP podcast series. My name is Josephine Monberg and I am your host. You are now listening to the COVID 19 special edition of our show. Welcome to our podcast. We're doing these special edition episodes of the podcast where we zoom in on different industries and we look at how our current global pandemic COVID 19 impacting various industries. And today we are closer look at the high-tech industry and to do this, I'm so honored that I have with me in their home or their virtual home studios. Not one guest but two guests, Jeff Howell, who is the global head of the high-tech industry business unit at SAP. Hello Jeff, thank you for being with us. And then we also have Keith Baranowski who's the general manager of Ariba for direct spend solutions. So, Keith, thank you also for joining us. So, I think we can start of very broad and just talk about generally speaking, how COVID 19 is impacting the high tech industry. But I also want to talk about it in relation to why customers should build a resilient supply chain in the longterm. That's also why we have you with us, Keith. But to set the general scene of how COVID is impacting high-tech. Jeff, I want to start off with you. Can you give us your perspective on that?     Jeff: (01:27)  Sure. So, one of the things that we've seen is probably consistent across all industries. It really affects three areas. It's the personnel, uh, supply chain and revenue. Those are all, I would say, the three main categories that COVID is impacted. But what's interesting for high tech is not all segments within the high-tech industry have been impacted. The same. For example, if there's a company who's, uh, makes and sells equipment that's used for a home remote workers, um, you know, good luck getting an external monitor right now or a headset and that kind of stuff. So that's in real short supply. Um, but if you're manufacturing chips that are used in automotive applications, you may have been very negatively impacted in terms of revenue. So, in either case, or another example is cybersecurity. People who are in the business of selling cybersecurity are doing really well as well. But in all cases, uh, coming up with accurate predictions about how much you're going to sell, uh, whether it's to your employees, shareholders, or suppliers is very, very difficult. So, whether you're not selling a lot or you're selling a lot of some products, it's the predictions that are very, very difficult at this point.     Josie: (02:37)  Hmm. And before we dive deeper into the supply chain piece of it, Jeff, I totally skipped this part. I first want our audience to get to know you a little bit better. So, can you just tell us all what it actually means to be the global head of the high tech industry business unit at SAP?     Jeff: (02:55)  Sure. Just simply, uh, we're the group that sits between development and the field? So responsible for all outbound messaging to help educate our field colleagues, whether they're in sales or services, on what new things we're coming out with. And then on the other side, uh, we have to take what we see that's going on in the industry and uh, communicate that and translate it back to development.     Josie: (03:18)  Okay. So, you're, you're the middleman. You sit in between the two very important parts of the business. And Jeff, where in the world can you be found? I think I'm seeing sunshine from,     Jeff: (03:29)  yeah, in fact, yeah, you might see that. I don't know if I want to move my camera around too much, but yeah, I'm here in Silicon Valley, a little suburb just North of Palo Alto.     Josie: (03:40)  Very, very nice. And what about you Keith? Uh, what does your role at SAP be? The general manager of the Ariba for direct spend solution. Also, maybe you can tell us where you are. I don't see sunshine cause there was no their window behind you. But um,     Keith: (03:57)  outside today, just cause the, normally you hear the birds chirping, but I'm, I'm actually just out the Jeff, so he's a little North of Palo Alto. I'm a little South of Palo Alto and Cupertino and Silicon Valley. Uh, I have been at SAP for 15 years. Um, I do have an electrical engineering degree. I work at Intel. So, uh, I think like Jeff has been in and around Silicon Valley in the high-tech space for pretty much my entire career. Uh, what we do for the reman for direct spend solutions is we are taking, uh, rebbes cloud-based networking technology and we're expanding the spend coverage to, to cover supply chain processes from manufacturing, procurement, logistics, uh, many of those topics where we're building on that platform. And we've been doing that for the last four years or so.     Josie: (04:44)  Okay. Very cool. And Jeff just gave us an overview of what's happening in terms of the impact of COVID 19 more generally speaking. Of course, hit on the fact that it's different for depending on what you sell as a business. So, we also want to talk about in the context of building a resilience, resilience, sorry, supply chain and why it's so important. So, tell us a little bit more about that.     Keith: (05:06)  Yeah. And, and I'll even generalize it a little bit more beyond COVID. I would, I would call it supply chain disruptions and we're all focused on COVID right now. Cause we're in the middle of it. But if we look back in, in the not too distant past, we had, we had tariffs on China, we had Brexit, we had the Fukushima earthquake. Uh, there was even a case several years ago where a plant that made adhesives that you glued pieces of plastic chips together, the chip body lit on fire and that caused a disruption. So, the idea here is there's always going to be something. This is a pretty big disruption. This is one of the biggest ones that in recent memory, but it's not the first, and it sure isn't going to be the last. So how do we handle supply chain disruptions and why is supply chain up at the top of the list?     Keith: (05:56)  Uh, it seems like forever ago, but it was probably only 90 days where everybody was talking about AI and ML. Right? And tell you about how artificial intelligence and machine learning, uh, impacts our business. Well, you know, the reality is now we have world leaders talking about supply chains every day. Uh, you know, president Trump is on, is on video, you know, every day, every other day for hours talking about the supply chains from respirators to masks to, to now meat, beef, pork. You know, you can argue whether he knows what he's talking about or not, but he's talking about it. So supply chain is back up at the, you know, at the top and forefront of people's minds on how are we going to respond to these, these either demand or supply shocks that we see across our industry.     Josie: (06:45)  Mm. And yes, you could definitely argue whether or not he knows what he's talking about, but you are right in his, definitely a very, very, very big topic. And I also did another episode with a VP of sales at SAP who also, uh, talked about how supply chain was so important because he actually managed to secure around 500 hospital beds for a hospital in a matter of 30 seconds, which seemed like a totally impossible task. But he managed to do it. And of course, that was critical in saving lives. Um, which is the situation we're in right now. So Jeff, to put this a little bit more in, in contact with the high tech industry specifically, what are you seeing in terms of how companies in the high tech industry, how they're leveraging their supply chain or maybe what they should do better? Can you comment a bit on that?     Jeff: (07:35)  Yeah, there has been. Um, so one thing is a background. Uh, outsourcing has been part parcel to the industry. So, all of our computers that we have and cell phones and iPads and um, even the monitor you have, they're designed by what we call an OEM. Someone like Hewlett Packard or Apple and Dell. Uh, but most of that is actually manufactured in Asia. In fact, 70% of the manufacture of semiconductors is in Asia. And so, um, knowing that that's where the supply basis, you have to keep in mind, like when you're in the fundamental thing, anytime there's a piece of code somewhere, there has to be a chip. So, whether it's a consumer package, good or, or a computer, there will be a chip. Well, chips take long time to make. Um, typical process is 12 to 15 weeks. So if you imagine in Asia we had several, um, weeks if not a month or so where you didn't have people coming to work.     Jeff: (08:33)  So there's a big air pocket in that core supply chain. Uh, and it's unclear because a lot of, uh, high tech companies are also, uh, trying to predict and plan how their year end is going to look. And when you have like 12 weeks, that just sort of vanished from the supply chain. Everyone's very focused on their Q4 right now and being able to understand, um, who's going to get the allocation of shortage chips in this one. So a lot of the big guys will probably be okay, but there's a lot of smaller companies who are going to be, um, in a lot of trouble to make their year end number. And so there needs to be some mechanism to identify who the single source suppliers are, where they can get alternative sources, what are the upside, uh, capabilities of their suppliers, uh, in the very near term in order to make their, their year end number.     Josie: (09:23)  And Jeff, you kind of just gave a bit of advice about what companies should do. Keith, can you, from your perspective and especially related to building a resilient supply chain, what do you think companies should do right now to prepare?     Keith: (09:39)  I think there's a, there's, there's a few things and this will vary highly by industry and one of the things is, let's not repeat the mistakes of the past. We talked a little earlier, not the first disruption, right? But what did we learn from those previous disruptions? Um, probably nothing cause things wouldn't be as bad as they are right now. I think the high tech industry in particular with the, uh, heavy use of outsourcing, you know, they know how to beat up their suppliers. They know how to chase cheap parts and how to drive their costs down. That's part and partial of the, of the nature of the high tech product life cycle. But how can we build flexibility and resilience in the supply chain at all? And I'll give you a, an example. Um, Jeff said 70% of the, uh, production of chips is in Asia.     Keith: (10:27)  That means 30% is not. Well, you know, can you use a American based supplier or a European based supplier for a portion of your demand? It's probably gonna cost you a little bit more. But what is the cost and balance and trade off of resiliency, uh, with, with cost. So Hey, it might cost me an extra 3 cents a chip. How much of that 3 cents is goes into the total cost of my bill of materials? And is it worth that particular trade off to have a second source? So in that hole that Jeff talked about, and that's what I've heard from my customers, yeah, pretty much about three to four weeks they didn't get supplied. But when Asia was down, us and Europe were still producing. And then when the us and Europe were down, Asia was back online. So if you had made these kind of basic simple trade off to say it's a little bit more costly but it's a little bit more secure, you would be a lot less impacted than some of the others who were single source with the cheapest supplier in one geographical location.     Josie: (11:28)  Okay. So it's about better planning and I guess also distribution of your supply chain in that sense. And you also both touched on a little bit on the role that technology plays in all of this and what I've seen as a just fundamental truth for all industries in terms of how COVID is impacting them as this acceleration of digital transformation. Because suddenly industries are like, wait, we can actually, you know, do a lot of things digitally. Not even we can, but also we, we have to. So Jeff, what are you seeing in terms of the role technology plays? If you can go a little bit deeper on that and maybe also, I don't know if you have any examples of companies you're seeing in the high tech industry that have done something to kind of, maybe they're not reimagining their own business models yet, but maybe they're doing something along the lines that'll lead them on that path.     Jeff: (12:18)  Yeah, there's, um, so I think there's two parts to your question, right? There is the, what things could they do? And I think some examples of what people might be doing now. So one of the things they could do is, um, really, um, focus on, I would say, um, uh, triage, pardon me. There's the here and now, like what can they do immediately and then what can they do maybe in the next month and then the next quarter. That's probably the lens that I think people could possibly should be looking at it. So what they could do immediately is get a pulse on their suppliers. You know, who's, who's, uh, who out there is not going to supply my single source components. Because as I've been working with Keith on this, he'll tell you that, um, you know, a 3 cent resistor is worth just as much as a $700 CPU if he can't get them.     Jeff: (13:05)  You know, you need all the ingredients of the pie before you can put it in the oven. So if there's still a lot of value even in the small components, so, but you understanding what the upside, uh, uh, is our capability to respond to immediate upsides, um, how much liability is if they drop the demand. So kind of getting that pulse at a, at a very high level across their supply base, whether it's regions, component level, company level, really understanding at that granular level. So then they can take action. And that's where we'd say it's that next tier of saying, how do I take action, um, to identify alternative sources of supply, et cetera. And then they need to be able to monitor and model that risk going forward. Because as Keith said there, we don't know what's going to happen next, but we do know there's going to be some kind of risk or some kind of failure in the system at some point in the future. There's another number of examples that we can talking to one OEM who is looking to, um, employ a risk based approach to this where they'll get the feedback not just at the company level of who's doing bad things to the planet, but who is able to within their supply base, uh, supply them with their single source components. Because that's probably the first triaged level of risk exposure. And then this company is now looking at, um, finding alternative sources of supply through our Ariba product. And that's something Keith could probably elaborate more on.     Josie: (14:35)  Yeah. Well thank you for creating that perfect segue cause I was actually going to ask, I mean I know we at SAP, we're doing our part to help our customers and we've opened up our offerings and made them free as well. And one of them is, um, Ariba discover. Keith, I'd love for you to talk a little bit more about, so what are we doing to help?     Keith: (14:56)  Yeah, so we're, so we're doing a number of things. We actually have a Ariba discovery and it's a bunch of great use cases. You mentioned one earlier about the hospital beds. We're, we're allowing our customers to use the network to find alternative sources of supply. And that's actually in these times of, particularly for personal protective equipment or other hospital based, uh, pieces of equipment. There was a real crunch during this, you know, one month long hole that we had in the supply chain. I think as we've started to get over that hump, I think now there's generally not everywhere, but generally enough PPE, there's enough respirators, there's enough hospital beds. Now we're starting to look at a little bit more longterm. And we have a customer, I won't a few customers, I won't use their names to protect the innocent or, or the guilty in this particular case where, um, they really don't have a great handle on the visibility of, of their supply chain.     Keith: (15:50)  So for, for example, if they look at their ERP system, they have their whole swath of every supplier they've ever bought from. They don't really have, if that's what's in there in the master data, but they don't really have an easy way to say, who am I buying from right now? And so we've actually added in our collaboration product, that's our primary visibility tool. Supply chain collaboration is a way to say, show me all the open orders. Who are the suppliers? Let's look at the ship from location. So not just where their corporate headquarters are, but where the exact plant is that we're getting this from. So we know, are you in the lumbar region? Are you in the Wuhan, China region? Where are the most effective regions that effected regions that we have from the COVID virus? So I can really better assess my risk, but that visibility goes both directions.     Keith: (16:38)  So we always think about it, you know, me as me, as the buyer, you know, ha, let me go find what I need. But also let's think about the needs of our suppliers because they're buying components too and they're supplying components. So if you can become a better buyer from those suppliers by providing a forecast, here's what I think I'm going to need. Here's my current on-hand inventory levels of my demand. Maybe you have different levels of demand. This is actual demand for production. This is inventory demand. Give me at the minimum what I need for production. I'd like to have some stock on hand just in case to handle variances, but let's prioritize those. So by providing this visibility, there's benefits to buyers and suppliers so they can all work better to, to get through this, uh, this crisis, uh, until it's over and things stabilize.     Josie: (17:29)  Hmm. And you kind of hit on something there, which is so key. You also have to be a better buyer. So I actually did another episode with Oshkosh corporation was a big Qualtrics customer and they have been using Qualtrics a lot to also find out, well how can we also be better, you know, to our suppliers. So I don't know, maybe this is a for you Jeff, but can you touch a little bit on why it's important to understand your supply chain better? Uh, in this case you could maybe also talk a little bit about Qualtrics.     Jeff: (18:00)  Yeah. So understanding the supply chain and the suppliers, you'll find that most OEMs have a very good relationship with their key suppliers. Um, they, they know a lot about them from a capacity point of view. Uh, of course pricing. Uh, we used to use this term when I was in industry called, uh, TQRDC. It was technology, quality, reliability, delivery and cost. And those are generally the dimensions that are, are used, um, when evaluating the supply base with, that was back in the 90s. But one of the things the factors is, R, I mean you need another R in there to talk about risk. And that's going to be the big part of this. And cause Keith mentioned this earlier, there's a lot of risk points out there. We don't know what's going to happen next. And it's really quantifying that risk. And that's where Qualtrics can come in, is to assess where, where the air pockets are based on the dimensions that the buyers need to know and understand about their, their suppliers and be able to model that in a quantifiable manner that lets the organization then then make better decisions about risk.     Jeff: (19:06)  So that's, that's that point that I think it needs to be stressed at going forward. Because if you think about it, back in the nineties and early two thousands, it was pretty mellow. You just design a product making it sound very simple, but they would design a product within a day or two, maybe a week you might have a working prototype and then in a month you're at volume. Well, that's really not what we have anymore. There could be trade Wars. Uh, there could be another epidemic, there could be a natural disaster, but there's gotta be a better way of assessing and modeling that risk. And that's really not being done today.     Josie: (19:43)  Hmm. Yeah. And now lastly, cause we've kind of, we've talked about a bit about the future, but to talk a hundred percent about the future, if you could kind of have a call to action to companies that are in the high tech industry, of course also specifically related to creating a resilient supply chain. We've starting off with you, Keith, what would you say to your customers? Like what should they do now? What do you think nobody can really predict the future, but if you had to put out your crystal ball, what would you tell your customers? How they should prepare for the future as well? Maybe also something about how they should reimagine their business models, um, if they should.     Keith: (20:25)  Sure, sure. And, and, and I really reiterate some of the things that Jeff mentioned. There's things that you can do now, um, things that can be done quickly. You don't need a big budget. Um, and more importantly you can do remotely. Cause a lot of our customers are still locked out of their offices. So being able to understand and find those soft spots in your supply chain, how many products are single sourced, where are they located? How much do they cost from your A, most important products all the way down to your C products. And then the next step would be how do we start to ask for resiliency? We don't need to teach our customers how to beat their suppliers up on price. They know how to do that and they've been doing it for decades. But what are some things that you can ask for in terms of volume commitments, vendor managed inventory, being able to source from multiple plants instead of a single plant?     Keith: (21:17)  Uh, a lot of times our customers that they don't ask for those things, they're asking for price. So start to think about those in the medium term to how to fix those soft spots. And then the last thing to figure out is let's provide that visibility and collaboration both ways. It makes it better for the buyer. It makes it better for the supplier. Be more transparent in the information that you share. Don't hoard information. A lot of times you may say, I don't want to tell my suppliers what my real demand is. Your suppliers don't want to tell your buyers what your real capacity or your real inventory is because you're going to beat each other up over price. Well, think about it in a more cooperative and collaborative way, uh, so that you can actually run both your businesses more efficiently.     Josie: (22:03)  Hmm. And Jeff, how about you? Any comments on what you think the future holds or what companies should do to better prepare?     Jeff: (22:11)  Yeah, well we talked about the TQRDC model that, you know, typically the five dimensions that most procurement organizations would look at. And every company has their own flavor of that. Um, you know, one of the things I mentioned is there's another R in there, risk. Um, there's also another T in their, what I would call trust. You know, when, when of these sort of desperate times where some people are experiencing massive shortages, how can you trust the supply that you're getting? There's actually an interesting fact from several industry reports, depending which one you read that 1 out of 10 semiconductor chips out in the market today, it's about an $8 billion problem is presumed to be counterfeit. So there is a lot of potential counterfeit problems out there because like I said, it takes 12 to 15 weeks to make a chip. What if you just got your hands on some chips and remarked them and sold them in some channels like eBay or some other E commerce channels, they're not vetted and some people might be making risky decisions, um, based on a lack of trust in the supply chain. So we're actually doing some interesting work, um, with some of our high tech companies on leveraging a technology called blockchain to, uh, look at how we can build more trust in the value chain. Now that's more of a future longer term vision of this thing, but I think that's where things are going to be heading down the road.     Josie: (23:31)  Well guys, thank you both so much for coming on the show and talking about high how high tech is being impacted by COVID, what's in store for the future, why it's important to build a resilient supply chain. So thank you and to those who listened to this episode, thank you so much for listening in. Hopefully I'll see you on the next episode.  ... View more