Manufacturing companies must place great emphasis on optimizing the use of their assets, minimizing losses, and continuous improvement.
This is forced upon them by factors such as high labor and energy costs, galloping inflation and high prices, as well as low availability of components and semi-finished products.
Taking these factors into consideration, decision-makers of manufacturing companies face the difficult challenge of how to manage a company in times of economic uncertainty in a highly competitive market, operating on low margins, which is constantly looking for new opportunities to optimize the manufacturing process and reduce costs in order to achieve at least a minimal advantage over market rivals. Investments in highly specialized machinery or innovative technologies, which, although undoubtedly justified, involve large expenditures that are likely to pay off only in the long term.
Unfortunately, many companies neglect the importance of properly tailored, reliable and up-to-date information processed in the company’s internal systems. The vast amount of information collected by the various IT systems operating within the company is not processed in any way, and it is in this information that a number of important clues to the right direction for the company’s development and market success are hidden.
Analyzing these data and achieving the synergy effect made possible by integrating information on multiple processes considered from different perspectives is the future of companies in this sector and an opportunity to make a real difference in the efficiency with which a company uses its resources, responds quickly to current threats and exploits opportunities for dynamic development of its products.
Companies cannot directly influence external factors such as price increases of semi-finished products or the situation on the labor market, but analytical and planning systems allow effective optimization of key processes affecting the company’s performance.
All processes in a manufacturing company in the areas of production, sales, purchasing, and finance must be considered as elements of a larger whole. Planning activities in each of these in isolation from the others leads to low utilization of the company’s resources, which consequently generates unnecessary costs, causes wastage and reduces the quality of customer service in terms of the timeliness and completeness of orders processed.
Owing to Comarch BI, it is possible to implement the above-mentioned assumptions in any production company, regardless of the type of production carried out in it (discrete, continuous, unit-based, serial, production for stock or on order).
