So you really need to know what is important for the business. But of course, we are not doing that technology for itself - it is for the business. We are still a technical team we need to work with the technology. I asked him: how has the role of IT inside of Suzuki Garphyttan changed? He responded: Now, does a development center for custom wire projects sound like something a twenty year old ERP system could support - especially as it scales? So that's where I started with Jonsson. Together we can give your products a new edge in the market. They cite their Swedish development center in Garphyttan:Ĭollaborate with our Swedish development center in Garphyttan to develop or specify just the right thread for your project. A review of Suzuki Garphyttan's web site shows they are not standing still. But: we also know that combustion engines are headlong into a different time, where competing technologies are gaining favor, e.g. I'd say the chances are good you've had a ride in a car with Suzuki Garphyttan's wires in it. Suzuki Garphyttan is one of those companies you might not have heard of, but whose parts you rely on. "We are not doing that technology for itself - it is for the business" We are currently represented by factories on three continents: Europe, North America and Asia. The main applications are valve springs, transmission springs, piston rings and springs for fuel injection systems. Suzuki Garphyttan develops and manufactures advanced spring wire from various alloys for use mainly in combustion engines and transmissions, where the quality and performance requirements are extremely strict. Suzuki Garphyttan explains its specialization as follows: Good timing for me, I was speaking with the perfect foil for my questions - Anders Jonsson, IT Manager at Suzuki Garphyttan. Recently, I had the chance to dig into the ambitious global ERP project of IFS customer Suzuki Garphyttan. Today, if an ERP project can't justify a business transformation, I don't like your chances. In the past ten years, we've seen plenty of global ERP projects justified by "TCO." By that I mean: IT-centric "business" cases, such as rationalizing legacy landscapes, clearing up database contracts, and getting rid of spaghetti-like systems.
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