industry 4.0 / digitalisering may 2018 introduction · industry 4.0 investment (in % p.a. of...
TRANSCRIPT
May 2018Introduction
Industry 4.0 / Digitalisering
18.04.18
www.pwc.com/digitalStrictly private and confidential
PwC’s Digital Services
In 2017 we have published over 20 digital pieces; a significant uplift compared to the past couple of years
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Further, the current pipeline contains >10 pieces
about digital topics we intent to publish this year
Digital Champion – How industry leaders
build operations ecosystems to deliver
end-to-end customer solutions
Global Digital Operations Study 2018
PwC’s Digital Services
Digital Champions lead the digital transformation
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Artificial Intelligence is just
kicking off – but will revolutionize
the quality of operational decision
making
Digitization will increase
production in mature markets and
near customers
People are at the centre of digital
transformation
New technologies are implemented at large
scale to connect and collaborate along the end-
to-end value chain
APAC is leading the way to
digitization
Digital Champions create value
through integrated customer
solution ecosystems
Digital Champions serve customers through
integrating operations, technology and people
ecosystems
Top of the world – 10% of global manufacturing
companies are Digital Champions
APAC Customer Solution
Ecosystem
Digital Operations
Ecosystem
Technology
Ecosystem
People
Ecosystem
PwC’s Digital Services
The global Industry 4.0 study focuses on Digital Operations Champions and how they master the orchestration of four different ecosystem layers
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Digital
Operations
Champion
Interfaces
New Technologies
IT Architecture
Mindset and behaviour
Skills
Relationshipsand skill sources
Careerdevelopment
People Ecosystem
Digital Operations EcosystemProcurement 4.0
Smart manufacturingConnected logistics
and distribution
Digital research and development Product lifecycle management
After sales service
Quality management
Customer Solution
Ecosystem
Platform integration
E-commerce Advanced customer service
Software and apps
Hardware and infrastructure
(Analog, augmented, digital)
Complementary products/accessories
Performance services
Financial solution
3rd party platforms
Demand signal
Data, integration,
analytics and services
Product
Technology Ecosystem
Customer Solution Ecosystem
Innovative Business Models and
Customer value
Digital
Operations Ecosystem
Solution Enablement and Value
chain efficiency
Technology Ecosystem
Intelligence and Connectivity
People Ecosystem
Competences and culture
PwC’s Digital Services
Automotive
Consumer
goods
Electronics
Industrial equipment
& engineering
Industrial
manufacturing
Process
industries
0 10 20 30 40 50 60 70 80 90 100
1. Top of the world – 10% of global manufacturing companies are Digital Champions
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pts.
Global index
distribution Global average: 43.3 pts.
DN22%
DF42%
DI27%
DC10%
14%
25%
20%
23%
22%
21%
32%
48%
27%
42%
46%
47%
34%
21%
38%
22%
26%
26%
20%
6
14%
13%
6
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Level of Digital Operations Maturity
by key industry
DC
DI
DF
DN
Legend
Digital
Champion
Digital
Innovator
Digital
Follower
Digital
Novice
Base: 1,155 companies
PwC’s Digital Services
Omni-channel commerce platformmulti-channel sales and marketing platform for products and services
Products as a service platforma product is sold via a platform in a pay per use model
Customer experience platform offering highly individualised products or services
Complex solutions for customers, which includes products from many of your partners and is managed by you
Open platform upon which others may build their own digital business models
3. Digital Champions create value through integrated customer solution ecosystems
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50% of Digital Champions leverage open platforms to drive digital business models
42%
23%
33%
24%
10%
At least one platform applies: 80%
46%
42%
68%
63%
50%
22%
4%
17%
8%
1%
DC DN98% 46%
Level of develo
pm
ent
Question (Q10): Which types of platform are you focusing on to realise your business model? Please select all that apply.
Note: multiple answers possible //
Base: 1,155 companies
PwC’s Digital Services
Predictive maintenance of assets and products
Manufacturing Execution Systems (MES)
Integrated end-to-end supply chain planning
Connectivity/Industrial Internet of Things (IIoT)
Digital twin of products and manufacturing line
Collaborative robots, smart robots,
Robotic Process Automation (RPA)
Artificial Intelligence (AI)
Virtual reality/Augmented reality solutions,
e.g. Google glasses
48%
45%
44%
42%
33%
28%
9%
8%
5. New technologies are implemented at large scale to connect and collaborate along the end-to-end value chain
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Average implementation rate
by industry / maturity level
46%
27%
5%
DC
DI
DF
DN
64%
26%
35%
27%
42%
29%
34%
DC DN
70% 10%
75% 9%
87% 8%
78% 5%
68% 3%
72% 9%
34% 1%
40% 1%
Question (Q1): To what extent have you implemented the following technologies within your company?
Base 1,155 companies
PwC’s Digital Services
77%
65%
75%
65%
66%
64%
51%
56%
61%
61%
59%
Manufacturing, assembly, quality
Logistics
Product development, engineering
Maintenance and repair
Order management
Procurement
Marketing and communications
Sales
Customer service, e.g. self-service portals
End-to-end supply chain planning
Finance and controlling
6. AI is just kicking off – but will revolutionize the quality of operational decision making
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Artificial Intelligence: Implementation in Terms of Company Functions
for the automation of manual and cognitive tasks
for assistance in making decisions or taking actions
for augmenting decision-making and continuous learning from interactions with humans and the environment
AI systems that can adapt to different situations and can act autonomouslywithout human assistance
83%
72%
57%
65%
AI businesses are active on all levels of integration Implementation of AI by function
Left: Question (Q4): In what way do you use Artificial Intelligence in your company?
Right: Question (Q3): To what extent have you implemented Artificial Intelligence in the following company functions?
Base: 98 companies that have implemented AI technologies // Note: figures in percent; differences in percentage points
PwC’s Digital Services
8. People are at the center of digital transformation
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Four steps to drive digital workforce transformation
4. AccelerateEveryone
1. AssessOrganizational and Talent Digital
Benchmark
2. AdvanceExisting Talent
3. InjectNew Talent
PwC’s Digital Services
Blueprint towards becoming a Digital Champion
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4
Setup ecosystem
governance,
investment and
decision board
3
Develop integrated
ecosystem concept
& strategic
partnership model
6
Harvest full integrated
ecosystem value and
re-invest in continued
expansion
1
Conduct internal
ecosystem assessment
and explore the art of
the possible
2
Define ecosystem
vision and value
proposition
5
Iterative design &
implementation of
ecosystem
capabilities
PwC’s Digital Services
Previous study 2016
Confidential information for the sole benefit and use of PwC’s client.
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PwC’s Digital ServicesPwC 13
April 2016
Industry 4.0 investment (in % p.a. of digital revenue until 2020) Expected return on investment period for digital investments
Big investments with big impact: it’s time to commit
On average, companies will invest 5% of revenue in digital initiatives
PwC’s Digital Services
50% of companies identify a lack of digital culture and training as their biggest digitalisation challenge
Confidential information for the sole benefit and use of PwC’s client.
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Source: PwC Industry 4.0 Survey 2016
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16
18
21
25
25
36
38
40
50
High financial investment requirements
Unclear economic benefit and investment
Lack of digital operational vision
Lack of digital culture and training
Lack of digital standards, norms and certifications
Leadership by top management
Insufficient talent
Concerns regarding loss of control of Intellectual Property
Unresolved questions around data security and privacy
Slow expansion of basic infrastruture technologies
%
PwC’s Digital Services
Industry 4.0 market opportunities exist along the full vertical and horizontal operational value chain
Confidential information for the sole benefit and use of PwC’s client.
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PwC’s Digital Services
PwC ekspert
Confidential information for the sole benefit and use of PwC’s client.
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Jesper Vedsø
Partner, PwC
Jesper is a partner with PwC’s Consulting group and responsible for digitisation projects in the private sector.
Part of Global Industry 4.0 Leadership.
He is part of the PwC Global group, focusing on helping companies with their digital development. Jesper has vast experience from a wide range of international companies and industries, which enables him to discuss the specific digital possibilities of the individual company. Jesper has also worked extensively with change management which is often part of a digital initiative.
PwC’s Digital Services
End of session Time for Coffee
Confidential information for the sole benefit and use of PwC’s client.
PwC’s Digital ServicesPwC’s Digital Services 17
PwC’s Digital Services
Thank you!
Confidential information for the sole benefit and use of PwC’s client.
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