digital finance & operations - oracle · digital technologies are changing how businesses...
Post on 22-May-2020
2 Views
Preview:
TRANSCRIPT
Digital Finance & OperationsBold. Disruptive. Innovative. November 2016
Copyright © 2016 Deloitte. All rights reserved. 2
Table of Contents
Digital Finance
Digital Operations
Digital disruption in the market place
Copyright © 2016 Deloitte. All rights reserved. 3
Table of Contents
Digital Finance
Digital Operations
Digital disruption in the market place
Copyright © 2016 Deloitte. All rights reserved. 4
In a business climate driven by powerful digital forces, disruption, and rapid-fire innovation, everycompany is now a technology company
Digital not just another technological advancement – it is an exponential transformation
… creating an ideal environment for exponential growth in Digital technologies
Rate
of
Develo
pm
en
t
Time
Disruption is continually heating up
today’s business climate…
Globalized Workforces
Social Media
Regulatory Changes
Internet of Things
Mobility
World Politics
Skill Gaps
Rate of Development for Digital Technologies vs. Time (Illustrative)
Copyright © 2016 Deloitte. All rights reserved. 5
The exponential evolution of technology is transforming the way business is conducted and altering the competitive landscape, rewarding the adoption of Digital technologies
Digital requires organizations to think and act differently in order to generate value
Shortened product lifecycles demand new ways to extract value from assets - Look not only for ways to do familiar things differently, but also to do fundamentallydifferent things
Re-think work
Embrace the ecosystem
The borderless Digital ecosystem requires agility -Develop the capabilities to respond to competitors from outside their industry and leverage the Digital disruptors at play, seeking out new ways to compete
Digital culture varies wildly in operating style from a legacy culture – In a truly Digital organization, evolution is embedded in the DNA, requiring a constant ability to operate in multiple operating models
Be multi-modal
Digital value is rewarded…
8x Mark
et
capitalizationDigital models
Product and Service business models
1: Deloitte ERS research, 2015
Digital models are valued at 8x product-based business models, 4x versus service models, and 2x software and IP based models1
But to remain competitive in the Digital landscape, organizations must:
Copyright © 2016 Deloitte. All rights reserved. 6
Table of Contents
Digital Finance
Digital Operations
Digital disruption in the market place
CFOs of the Digital future
Options for the CFO and Finance
The Digital future for Finance functions
Copyright © 2016 Deloitte. All rights reserved. 7
A typical day in the life of a CFO in 2020
All of the technologies required to realize this vision of the future exist today.
The CFO of a Fortune 500 company rushes to the office in self-driving car…
In the car, the CFO is updated on the financials via an alert on a wearable mobile device. Two global operating companies are flagged for coming dangerously close to breaching their Bitcoin denominated liquidity limits. The CFO has to act fast and act now.
7 AM
And makes a voice activated query for visualization of trading position…
And receives a real-time view of trading and balance sheet positions, including market movements and the competitor response. The CFO then asks for cognitive intelligence reports to analyze various scenarios and predicted outcomes.
10 AM
Finance teams globally virtually collaborate on a plan of action…
Gathering the right mix of business and technology skills across the business, Finance leads the development of the appropriate scenarios. The CFO collates the results and provides a recommendation to the business leaders.
2 PM
The CFO cascades the strategy to Finance in order to update the plan and forecast…
Customized communications are automatically generated and sent to each stakeholder, outlining the key business implications and the impacts on each individual. Yet again, the CFO has proven to be adept at utilizing Digital solutions to improve performance.
6 PM
The CFO messages the Accounting manager to prepare a virtual close…
And provide the necessary insights to the leadership team. In parallel, the Finance business partners are asked to collaborate and prepare scenarios based on predictive analytics.
12 PM
The C-level leadership team gathers to validate the plan of action…
And overall liquidity management strategy. Each leader verbally directs questions on the analysis to a cognitive platform which interprets their requests and mines swaths of data to provide meaningful insights that strengthen their decisions.
4 PM
In less than 5 years from today, imagine if you will …
Copyright © 2016 Deloitte. All rights reserved. 8
Digital technologies are changing how businesses operate and the ways companies engage with customers. CFOs can either help drive the Digital agenda or be left behind
How CFOs react to Digital disruption will determine the future of their organizations
Responsibilities of Finance that cannot be automated or centralized are “unbundled” and absorbed throughout other business areas
Finance becomes increasingly relied upon for providing objective assessments of business results throughout the organization
CFOs and Finance lag behind in adopting new Digital technologies as other business areas drive the Digital agenda
CFOs take a “business as usual” approach to Digital, focusing on stewardship through production of financial statements and operating efficiently and effectively
Automation and adoption of Digital disrupts business models and renders traditional Finance obsolete
In a failed attempt to retain control, CFOs and Finance take a protectionist approach to managing financial data and knowledge
Finance eventually becomes a pure Center Of Excellence, providing highly specialized expertise upon request from other business areas
CFOs take a strategic leadership role in driving the Digital agenda forward, positioning Digital as a key priority for Finance
CFOs and Finance lead by example in adopting Digital, leveraging financial acumen and new technologies to help other parts of the business perform better
Automation of low-value transactional work frees up Finance to focus on analytical, value-added work
CFOs and Finance prioritize partnering with the business, leveraging structured and unstructured data and Digital technologies to provide strategic insights
Finance is now also responsible for ensuring consistency in the decision and investment making processes across the company
Digital Agenda
Role of the CFO
Role of Finance
Relationships
Responsibilities
End-State
Scenario 2: CFOs and Finance Lead the Adoption of Digital Technologies
Scenario 1: CFOs & Finance are
left behind in the Digital space
Copyright © 2016 Deloitte. All rights reserved. 9
Digital Finance is the next generation Finance ecosystem that utilizes disruptive technology, innovation, data, and people to elevate and differentiate the capabilities of the Finance function
Digital Finance radically transforms how Finance delivers value
DYNAMIC DRIVER BASED FORECASTING
Cognitive computing and in-memory enables advanced planning & forecasting models to mine databases and perform real-time scenario analyses,
uncovering predictive trends and generating key data insights
AUTOMATED CONTROLS & EXCEPTION BASED REPORTING
RPA enables automation of controls while cognitive ………….computing tools produce exception based reporting from
blockchain databases to reduce risk
FINANCE COLLABORATION
Digital collaboration tools available on the cloudenable and support dialogue across central and local
Finance teams, the business and other functions, enhancing connectivity
EXPERT TEAMS
Finance practitioners demonstrate enhanced capabilities in the Digital space, leveraging specialized financial expertise and data-driven insights to become
key business partners
END TO END PROCESS PERFORMANCE
Cloud platforms are leveraged ubiquitously across the enterprise
provide consistency in processes
AUTOMATED TRANSACTION PROCESSING
Robotic Process Automation enables leaner operations, reducing costs and redirecting resources toward analytics tools that spot trends, anticipate risks and predict opportunities in high-value areas
Copyright © 2016 Deloitte. All rights reserved. 10
Driving the Digital agenda toward value creation requires an evaluation of the technologies according to the needs of each particular organization
Where should organizations first focus their efforts when adopting Digital Finance?
Level ofMaturity Benefits Friction
Mobilization Complexity
RPAAutomation of low and medium complexity processes resulting in operational efficiency gains of x3 to x10 depending upon application
Highest ROI can be found in transactionintensive processes
RPA with Cognitive Science
Automation of medium and high complexity processes resulting in true process exception management; bots learn from new stimuli and evolve as new scenarios are presented
Integrating RPA and cognitive predictions is at the leading edge of applications and requires finance workers to develop new skillsets
CognitiveScience
Deeper insights allow Finance to enhance business capabilities and move to granular exception management; can be a driver to improve enterprise value and increase speed to insight
Cross disciplinary support required to develop and manage technological and analytics platform; new skills are required in the finance organization
In Memory Computing
Exponentially faster transaction and BI processing allows moment in time close and performance analysis; allows organizational data to be mined in real time to support business strategy
Requires organizations to refocus processes to support shorter cycle times; adoption is still in early stages
BlockchainDistributed ledger allows increased transparency of transactions, reduced auditing burden, and changes payment processing (AR/AP)
Early stages of adoption; commercially viable products are still evolving
InsightGeneration
Machine driven insights to sense patterns and trends in data, allowing for the automation of repetitive reporting, customer engagement, and data visualization insights
Early stages of adoption; use cases and ROI are still evolving
Opening PeakingDeclining TBD
Opening Peaking Declining TBD
Opening Peaking Declining TBD
High
Medium
Low
High
Medium
Low
High
Medium
Low
Opening Peaking Declining TBD
Opening PeakingDeclining TBD
Opening PeakingDeclining TBD
High
Medium
Low
High
Medium
Low
High
Medium
Low
Copyright © 2016 Deloitte. All rights reserved. 11
Most Operational Finance processes could be centralized into “Finance Factories” that provide oversight and continuous improvement overly highly automated activities
What could Digital look like for Operational Finance?
• Increased transparency to all transactions via the distributed ledger• Increase the speed of exchange between entities while reducing the
number of intermediaries (and the costs associated) to accelerate data consolidation and reporting
• Blending of teams involved in payment processing (e.g., A/P, A/R)
• Reduction in labor required across all routine financial transactions • Increased need for change management and dramatic revision of
talent models
• Self-correcting repetitive tasks such as AP/AR, leading to reduced costs and improved accuracy
• Identify, recover, and reduce overpayment in high volume, complex transactional data environments
• Enhanced visibility into information and more efficient processes• Speed up execution of transactional processes such as A/R, A/P and
Travel & Expenses
• Shorten close cycles and reduction of reconciliations / data entry through single platform implementation
• Increased access to more efficient, well defined data models
Imagine a future where …
Advances in technologies give rise to centralized shared service “factories” which perform the majority of transactional processing (e.g. payroll). These factories are overseen by a Finance Control Center that monitors process performance, exceptions and service levels for both people and RPA bots. These processes are completely web, workflow, and self-serve enabled.
Event-driven, real-time information updates and continuous process improvement are made possible thanks to advances with in-memory processing and integration tools. The close cycle becomes nearly continuous thanks to the advent of visual close-management tools, integrated sub-ledgers, and the automation of consolidation and intercompany transfers.
CFOs are no longer focused on processing lagging data, and instead leverage leading
analytics to make key decisions.
Digital technologies are used to advance Finance
Copyright © 2016 Deloitte. All rights reserved. 12
Real-time scenario planning, forecasting and analytical capabilities could position Financial leaders as highly valuable business partners
What could Digital look like For Business Finance?
Imagine a future where …
Advancements in Digital (e.g. in-memory and cloud) enable integration of the strategic plan, capital expenditure plan, workforce management plan, budget and forecast.
Finance now scenario-plays the planning models in near-real time, turning around revised forecasts same-day based on changes in inputs such as volume drivers, inflation, interest, and FX rates, labor, material and competitive activities.
Utilizing enhanced modelling and cognitive-based analytical capabilities, CFOs and Finance become increasingly embedded alongside partners in Sales, Marketing, Manufacturing, and other areas of the business, routinely providing business and analytics driven insights.
• Automate financial analysis with smart logic tied to management reporting software that can access quality data in real-time
• Enhanced budgetary controls enabled by increased reliability of financial data and transparency into how money is spent vs. budget
• Automate financial analysis through next-gen software robots that utilize machine learning technology to deepen analytical capabilities of “bots”
• Increased availability of granular data now available to business leaders at all levels of the organization
• Uncover patterns in financial data using prescriptive analytics to expedite decision making and enhance planning / forecasting
• Stack information from across corporate financial performance, managerial reports, external analyst’s assessments, and regulations using cognitive systems to create a holistic financial analysis
• Real-time processing of transactional and analytical data on a single in-memory database
• Decrease time to run plans, forecasts, and reports from hour(s) to second(s)
• Enables move from point analysis to an industrialized solution that allows for deeper/richer analytics
• Enhance customer profitability analysis through a shared view of all customer activity via shared objects on the same platform
Digital technologies are used to advance Finance
Copyright © 2016 Deloitte. All rights reserved. 13
Finance specialists could become increasingly relied upon for providing deep subject matter expertise in a center of Excellence
What could Digital look like For Specialized Finance?
Imagine a future where …
Specialized processes (tax, treasury, risk, investor relations, compliance) are organized in centers of excellence (COEs) with specialists embedded in the business, providing guidance, direction, insight and advice. These Finance specialists are measured on the value they create and the risk they contain. They have differentiated career paths and receive extensive training in their domain of expertise.
Specialized Finance practitioners all use a single, secure electronic content management system to record and store information (tax, treasury, risk, investor relations, compliance) across the organization.
CFOs devote significant resources to arming the COE with highly educated and experienced “czars” in specialized areas such as tax and treasury.
Digital technologies are used to advance Finance
• Allows for “Distributed Validation” where Audit is no longer required as transactions are independently verified via network
• Improved traceability of payment usage for transfer payments minimize employee theft and fraud through secure, decentralized ledger that is immune to tampering and hacking
• Automated tax processing enables companies to turnover financial data for processing in-lieu of complex tax forms
• Automate controls / compliance monitoring by coding controls into “bots” prior to performance of repetitive rule-based tasks
• Increased efficiency through the interpretation of rulesets to be applied towards specific accounting items such as rev rec.
• Automated fraud detection through profiling
• Quicker adaptation to accounting standards• Allows for flexible, unified ledgers that are updated in real time• Improved accuracy / timeliness of tax applications• Enhanced reporting on liquidity
• Allows for integrated accounting and transaction solution• Reduce accounting errors and automate controls by utilizing latest
available technology (e.g. unified ledger multi-dimensional CoA)
Copyright © 2016 Deloitte. All rights reserved. 14
Processes, people and systems will become increasingly integrated through Digital technologies
What could Digital look like for the enablers Of Finance?
Imagine a future where Digital technologies are used to advance Finance
Process and Policy
There is wide adoption of new process
management and process analytics tools
in the Finance Factory. These tools
monitor service levels, activity and event
durations, manual touch rates, process
automation and exceptions.
Governance, Risk and Controls solutions
are deployed to monitor, detect and
prevent policy breaches and measure
controls compliance. These solutions
provide proactive reporting of exceptions,
defects and breaches of policy or
compliance.
Organization and People
Shared services operations are the de-
facto organization model for the
management of operational processes.
Not only much larger in scale, they now
house a broad array of knowledge-based
processes.
Finance roles now include business
process consultants, business analysts,
and technical specialists. Business
process consultants are aligned with
shared services, business analysts are
aligned and embedded with the BUs or
other functions, and technical specialists
are managed in COEs and partner
extensively.
Information and Systems
Significant investments in an integrated
ERP backbone with an event-driven, real-
time integration layer are paying-off.
Near real-time processes based on in-
memory processing offer significant
advances in performance. Extensive use
of visual process management and
process analytics tools.
Adoption of cloud-based performance
management solutions is now the norm.
Speed to deploy and ongoing release
management favor the cloud model. The
prevailing Finance systems architecture
remains ERP at the core wrapped with
cloud-based applications.
Copyright © 2016 Deloitte. All rights reserved. 15
Table of Contents
Digital Finance
Digital disruption in the market place
Industry 4.0
Smart Products, Smart Processes & New Business Opportunities
Smart examples
Digital Operations
Copyright © 2016 Deloitte. All rights reserved. 16
Industry 4.0 is a radical change in industrial companies, driven by the adoptionof new “digital” technologies
Industry 4.0 Application
Clusters
Increase process efficiency and competitiveness, enabling connection,
cooperation and other synergies between resources. The first applications may be related to operational processes, but they are applicable
to the whole value chain.
Smart Products
Launch new products that integrate sensors and software in
order to be (pro)“active”
Identify and enable new business models, such as pay per use, value
sharing, new after sales services
SmartProcesses*
New Business Models
*related topics: Smart Manufacturing, Industrial Internet, Smart Factories, Digital Manufacturing; Factory of the Future
Industry 4.0 aims to increase the company’s efficiency and competitiveness leveraging resources in the value chain,facilitating collaboration, optimization and synergies.
There are many potential application areas of Industry 4.0 technologies …
Copyright © 2016 Deloitte. All rights reserved. 17
Industry 4.0 key elements are the connections of objects, enriched with sensors,via internet and the digitalization of operations processes
Physical Digital
Sensors enable continuous and automated reading
Implement strategies to increase value
Facts are transformed in digital information
Data are aggregated and elaborated
«Analytics» unveil trends and patterns
Supplementary analysis and follow-up enable
making accurate decision and forecast
Process
Physical to Digital
Digital to Digital
Digital to Physical
Customers
Product
Industry
4.0Equipment & other Asset
Real-time information allows for faster and better decisions
Copyright © 2016 Deloitte. All rights reserved. 18
IoT: why we talk about it
-
500
1.000
1.500
2.000
2.500
2011 2012 2013 2014 2015 2016*
Enterprise Consumer
Mio€
Gartner Forecast Analysis: Internet of Things — Endpoints, Worldwide, 2015 Update
The Innovation Group - IoT annual report 2016 update
Gartner 2012 point of view: The 'Internet of Everything' Innovation Will Transform Business
Industry classifications: Heavy – e.g., Mining, Engineering, Construction, … Automobile, Manufacturing,; Mixed – e.g., CPG, Logistics, Retail, Pharmaceutical, … Education, healthcare; Weightless – e.g., Insurance, Media, Banking, Advertising, …
+30,9%
+29,7%+35,4%
+39,4%
+36,7%
IoT market sizing for Italy
2012: Big bet 2016: Trend confirmation
Copyright © 2016 Deloitte. All rights reserved. 19
How Italian companies are reacting: a survey on a sample of 500+ Italian companies shows the increase of launched and planned Industry 4.0 initiatives
Industry 4.0 technologies are already introduced
Several industry 4.0 initiatives are planned for next year,
in both B2B and B2C industries
Source: Federmeccanica, 2016
B2B Industry 4.0 planned projects
Companies that have already implemented Industry 4.0 solutions
+20%
0% 20% 40% 60% 80%
Nanotech
Rob. Collab
Mater Intell.
Big Data
3D Printing
Cloud Comp.
IoT
Simulation
Robotic
Mechatronic
Inf. Security
In next year Before 5 years
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Nanotech
Rob. Collab
Mater Intell.
Big Data
IoT
3D Printing
Cloud Comp.
Mechatronic
Robotic
Simulation
Inf. Security
+20%
+40%
+20% of sample companies have already implemented industry 4.0
technologies, such as IoT, 3D printing, big data
+40% of sample companies have already implemented solutions similar
to traditional ICT and manufacturing projects, such as Information security,
simulation and cloud computing, robotics and mechatronics
B2C Industry 4.0 planned projects
0% 20% 40% 60% 80%
Rob. Collab
3D Printing
Nanotech
Mater Intell.
Big Data
Mechatronic
IoT
Cloud Comp.
Robotic
Simulation
Inf. Security
In next year Before 5 years
Copyright © 2016 Deloitte. All rights reserved. 20
Piano nazionale Industria 4.0 2017-2020The Italian government is taking actions to support investments in Industry 4.0
• Proposed subsidized and
incentive for industry 4.0 related
investments and R&D:
- “Iperamortamento con
aliquota incrementata dal 140%
al 250% per investimenti in
Industria 4.0”
- “Credito di imposta alla
ricerca interna incrementata dal
25% al 50%” con credito
Massimo per contribuente da
5M€ a 20M€”
- “Detrazione fiscale
incrementata dal 19% al 30%
per investimenti fino ad 1 M€
in start up e PMI innovative ”
• Support to develop competence
and knowledge: university,
innovation hub, etc.
• Extension of high speed internet
connectivity
Source: Federmeccanica, 2016
Copyright © 2016 Deloitte. All rights reserved. 21
Objectives of Industry 4.0
SMART PRODUCTS SMART PROCESSES NEW BUSINESS MODELS
Innovation in product design and funcionalties:
-Products and components reengineering adopting 3D printingproduction to achieve: weight reduction, scrap material reduction, component integration without shape constrains
Enhance product “intelligence”:
-Add “Intelligence” to Existing Products: sensors and connectivity, embedded software, remote control, integrated services
Enhance integration:
-Mobile apps and integration with other complementary products
Efficiency:
-Speed: rapid prototyping e rapid manufacturing, realization of custom tool for production and assembly activities
-Manpower training efficiency adopting augmented reality
-Predictive Equipment Maintenance, reducing unplanned downtime
-RFID tag and other sensors to monitor inventory level and need to refill
Flexibility:
-Components / spare parts customization and production on demand using 3D printing
Insight:
-Leverage new data coming from connected equipment and analytics to optimize internal processes
Growing the business
- Enable new business models e.g.: “Pay per use” or “Value sharing”
- New sales channel for services and software components
- Grow aftermarket revenue stream, e.g. asset and stock level monitoring, technician remote assistance
Copyright © 2016 Deloitte. All rights reserved. 22
SMART PRODUCTS - Examples
Coffee machine equipped with sensors
Data collected by sensors is shared via web
Control room Analytics help to prevent failure
All equipment is on line and provide status updates
Connected Coffee Machine
Key words: Condition Based Maintenance, Analytics to adopt Preventive Maintenance
Nest Learning Thermostat
The Learning Thermostat is a home temperature controller that understands the required temperature profile while it is used with simple adjustment (as cooler or hotter)
It can be connected with burner or air conditioned system, and help to decrease gas and electricity consumption, on average, up to 15% on cooling bills as well as up to 12% on heating bills.
It can be remotely controlled via smartphone app.
Philips Hue-Smart Home Lighting
Philips Hue is an example of internet of the things applications.
It is a programmable lights that switch on, off or change colors on the occurrence of other events, such us leaving the house with gps smartphone or receiving a notification on a social network.
It is compatible with smart home platforms like Home Kit for Apple iPhone and Amazon Echo.
Copyright © 2016 Deloitte. All rights reserved. 23
SMART PROCESSES - Examples
Area Solution Benefit
Inbound supply chain
RFID tags support items identification and trigger signal when items are used to other plants or supplier
• Speed up main warehouse activities related to items identification and quantity check (inbound, storage, picking,…)
• Electronic kanban
Warehouse RFID tag and weight sensors constantly monitor inventory level and need for refill
• Increase systems stock level accuracy and as consequence increase planning accuracy and reduce the risk of stock out
Warehouse Augmented reality guides operators in picking activities • Reduce training time, in environment with elevate manpower turnover, as warehouse usually is, reduce the risk to decrease service level due to lack of operators experience
Prototyping 3D printing of prototypes directly from CAD model (no need to design/purchase/realize tools to make the prototype) and 3D scanner to get 3D CDA model from physical items
• Rapid prototyping• Reduce scrap and waste• Generate CAD model from physical 3D objects to
leverage reverse engineering and physical designer modelling and test
Manufacturing Autonomous robots are relatively cheap, can operate in safety close to human operators and no technical programming required.
• Cost saving for automate activities that usually are cheaper if done by manpower, such as picking and placing parts, lifting objects off a shelf, and loading machines
Manufacturing (also after sales)
Augmented reality provide instruction to manpower for assembly operations and for aftersales services. Combined with wearables such as Google Glass do not decrease manpower ergonomics.
• Reduce time for training• A Tampa university of technology study shown an average
reduction of 14% in engine assembly time using augmented reality for training manpower
Maintenance Oil & Gas operations: Integration with assets SCADA legacy systems for video surveillance and data acquisition
• Remote control room of asset and processes• Issues notification
After sales 3D printing of spare parts: Spare parts inventory cost is high because their inventory rotation is really low, and cost is higher for high value spare parts; furthermore spare parts stock should be managed even after end of production for each specific variant ever sold
• Reduce inventory stock and related cost• Reduce lead time• Make any variant with a 3D model available
3D scanner
3D printer
Copyright © 2016 Deloitte. All rights reserved. 24
NEW BUSINESS MODELS - Examples
Data as a Product or Service Insurance telematics
From standard car insurance policy to pay per use policyblack box is installed in the car enable payments based on mileageor on user driving stile.
Car Sharing
From car sale/rent to transportation service: Enjoy is an example of car-sharing.
It is notable that the service is offered with the collaborations of two companies, FCA and Trenitalia, that provide alternatives transportation solutions.
Michelin embedded its tires with sensors that track key metrics such as wear and air pressureand installed telematics systems in tires to relay this sensor data to a mobile network.
The company uses the sensor data to produce cognitive analytics that recommend strategies for reducing fuel costs and increasing a tire's useful life.
Michelin also built compatible apps which displayed analytics in an intuitive dashboard and offered users paid subscriptions to data.
… and more …
Copyright © 2016 Deloitte. All rights reserved. 25
Some of the most promising technologies enabling Industry 4.0
SMART , CONNECTED PRODUCTS (IoT)
SMART FACTORIES (IoT) AND DIGITAL OPERATION
ADVANCED MATERIALS
ADDITIVE MANUFACTURING (3D PRINTING/SCANNING)
HIGH PERFORMANCE COMPUTING
ADVANCED ROBOTICS
OPEN SOURCE DESIGN/ DIRECT CUSTOMER INPUT
AUGMENTED REALITY
DIGITAL, DESIGN, SIMULATION AND INTEGRATION
PREDICTIVE ANALYTICS
Program
Management
Office
Industry
4.0
21st century advanced manufacturing competitiveness has fully converged the digital & physical worlds where advanced hardware combined withadvanced software, sensors, and massive amounts of data and analytics may result in smarter products, processes, and more closely connectedcustomers, suppliers, and manufacturers. Here’s a deeper dive look at some of the most promising technologies
Il nome Deloitte si riferisce a una o più delle seguenti entità: Deloitte Touche Tohmatsu Limited, una società inglese a responsabilità limitata (“DTTL”), le member firm aderenti al suo network e le entità a esse correlate. DTTL e ciascuna delle sue member firm sono entità giuridicamente separate e indipendenti tra loro. DTTL (denominata anche “Deloitte Global”) non fornisce servizi ai clienti. Si invita a leggere l’informativa completa relativa alla descrizione della struttura legale di Deloitte Touche Tohmatsu Limited e delle sue member firm all’indirizzo www.deloitte.com/about.
© 2016 Deloitte Touche Tohmatsu Limited
top related