Digitalization: Prescription for Success
公司规模
Large Corporate
国家
- Worldwide
- United States
产品
- Digital Business Platform
- webMethods
- ARIS
- Alfabet
- Apama
技术栈
- Application Integration
- Master Data Management
- Business Strategy & Transformation
- Enterprise Architecture and Portfolio Management
- Streaming Analytics
实施规模
- Enterprise-wide Deployment
影响指标
- Productivity Improvements
- Cost Savings
- Brand Awareness
技术
- 应用基础设施与中间件 - API 集成与管理
- 平台即服务 (PaaS) - 连接平台
- 平台即服务 (PaaS) - 数据管理平台
- 分析与建模 - 实时分析
适用行业
- 零售
- 医疗保健和医院
适用功能
- 销售与市场营销
- 商业运营
用例
- 库存管理
- 供应链可见性(SCV)
- 零售店自动化
服务
- 系统集成
- 软件设计与工程服务
关于客户
The customer is a retail pharmacy company, the first global enterprise of its kind. It employs nearly half a million people, operates more than 10,000 stores and hundreds of distribution centers in numerous countries, and delivers products to nearly a quarter million healthcare providers. It is also one of the world’s most admired companies. One of the biggest changes in the company’s history was the recent merger of two major companies that created it. This massive undertaking brought together two iconic brands with complementary footprints, but very different IT architectures.
挑战
The retail pharmacy company, a global enterprise with nearly half a million employees and operations in numerous countries, was facing challenges due to heightened competition from digital disrupters like Amazon, increasing healthcare costs and changing regulations, growing customer choices and expectations, and a boom in IoT healthcare devices. One of the biggest changes in the company’s history was the recent merger of two major companies that created it. This massive undertaking brought together two iconic brands with complementary footprints, but very different IT architectures. The newly formed company was dealing with a very complex environment—and many different technologies across the enterprise. It needed a solution to standardize global operations—a “cook once, serve many” solution.
解决方案
After considering SAP®, Oracle and its current IBM® technology stack, the company found Software AG was the clear choice. Software AG presented a clear and compelling business case for a digital business platform. Rather than buy more tools (and add complexity), the company would invest in a unified set of software capabilities to achieve productivity improvements with faster application development, more reuse and reduced maintenance costs, improved infrastructure stability— greater reliability, less downtime and faster issue resolution, lower OPEX by optimizing the application portfolio, and lower inventory costs, thanks to end-toend supply chain integration and visibility. The company focused in on the value of vendor independence. Rather than being locked into one vendor’s proprietary approach, it would be free to use and choose any IT as well as build on current investments in SAP and IBM systems. Technology-agnostic, Software AG’s Digital Business Platform would work with all systems as an “independent federation layer” now and with future acquisitions.
运营影响
数量效益
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