Coca-Cola Refreshments 在零售场所拥有并管理 Coca-Cola 品牌的冰箱。旧系统用于通过登录到多台服务器来定位设备信息，这需要长达 8 小时才能更新 30-40 台设备的信息。该公司无法全面了解设备状态或维护历史。

制造商正确地专注于提高利润率和增加收入。吸引新客户、销售更多产品和精益实践会有所帮助。然而，随着设备复杂性的提高，设备监控能力也随之提高。制造商现在可以从维护服务中获得收入。预防性维护有其优势，但要真正延长正常运行时间并保持服务水平，就需要预测性维护。无缝的 IoT 和机器传感器数据集成以及低延迟消息传递骨干对于可扩展、快速和可靠的传输至关重要。以亚秒级的速度提供潜在的大量数据是下游活动的关键。 webMethods Integration 以通用消息传递为特色，通过企业级服务总线满足了这一需求，用于机器数据的连接、消息传递、转换和安全性，以进行高级实时分析。

AEMO 需要对 Gas FRC Hub 进行现代化改造，使其成为澳大利亚天然气零售市场的 B2B 平台，并提供一个可靠的 B2B 平台，该平台可以扩展以支持在新南威尔士州 (NSW) 采用 B2B 程序。

富士通需要一种能够为用户界面提供更大灵活性、促进改进其 24/7 支持、加快客户加入并提高成本效率的解决方案。由于苛刻的服务水平协议 (SLA) 和高额罚款，富士通还需要在整个过渡过程中持续可用。

GreenFlex 帮助公司和地区加速其可持续发展、脱碳和能源效率计划。为了将能源和低碳绩效项目变为现实，GreenFlex 设计并实施了切实可行的解决方案，以减少客户的能源使用，同时提高绩效。该公司的战略是集成分布式工业物联网传感器来测量和控制能源设备。 GreenFlexIQ 是该公司用于管理行动计划的数字平台，是其成功的关键因素。 GreenFlexIQ 的功能涵盖分析、远程监控和控制，可帮助项目实现效率目标并节省成本。部署可持续且强大的物联网技术以支持业务增长以安全、可靠的方式监控客户现场的设备跨一系列通信协议集成设备收集数据并根据数据采取行动以实现效率目标

德国电信认识到其客户，包括 Dürkopp Adler、Deutsche Afrika Linien、HUBTEX 和 Definitiv，需要进行业务转型以保持全球竞争力和创新性。与企业客户的现有关系和专注于简化物联网采用为德国电信使其企业客户能够轻松有效地实施端到端物联网解决方案铺平了道路。

为了进一步取悦 Nespresso 客户，Lyreco 为 Nespresso 咖啡和咖啡机采用了 Cumulocity VendMe 解决方案。该物联网解决方案有助于从自动售货机以及库存和运营管理应用程序中收集数据，所有这些都由 Cumulocity 物联网平台提供支持。完整的 Cumulocity IoT 解决方案为 Lyreco 提供了实时库存和销售分析、Lyreco 机器操作的独特配置、一套库存级业务规则以及与 Lyreco 业务系统的集成。

Dürr Group 是一家领先的机械和设备工程公司，在使其 IT 与全公司 OneDürrGroup 战略保持一致时面临着多项挑战。该公司的持续扩张和多样化的客户群导致了复杂的 IT 基础设施，其特点是不同的集成解决方案和混合应用程序环境。该公司的目标是在所有地点和部门实施其 OneDürrGroup 战略，这自然影响了其自身的 IT。多样化的解决方案——本地、集成平台即服务 (iPaaS) 和软件即服务——意味着更多的成本和精力，并且需要更多不同技术方面的专业知识，以及大量冗余接口。该公司相信，集成架构可以仅在人力资源领域实现显着的精简。

Staples Inc., the world's largest supplier of office products, promises to make buying products easy, including making customer deliveries the very next day whenever required. When Staples experienced an increase in delivery volume, the company needed an integration solution that could be implemented rapidly and scaled easily. The company had recently acquired Corporate Express and was seeking ways to maximize synergy and reduce costs across the business. They identified an opportunity to integrate transportation networks for a potential multi-million-dollar cost savings. However, the supply chain platform they had selected couldn't scale to handle the massive transaction volume. Staples was committed to finding a solution that did not slow down integration efforts with Corporate Express.

印度尼西亚人民银行 (BRI) 是印度尼西亚最大的国家银行和全球最大的小额信贷机构，在实现交易数字化和满足快速变化的客户需求方面面临着多项挑战。该银行的复杂架构包括 200 多个不同的系统和多个中间件平台，这使得集成、操作和监控新应用程序变得困难。这种复杂性也阻碍了银行将新服务快速推向市场的能力。此外，“一带一路”倡议需要降低小额、短期贷款的成本，这是其小额信贷产品的关键组成部分。该银行现有的技术能力和性能有限，无法支持其新的数字银行计划。

Gardner Denver 的客户依赖于其工业设备的持续运行。消除停机时间是最终目标。 Gardner Denver 寻求一种经济高效的方法来提高机器质量并减少停机时间。该公司通过强大的全球合作伙伴和分销商销售其设备。它需要一种方法来从其机器中捕获操作信息，并将其提供给最适合支持其客户的组织。每个合作伙伴和分销商都拥有其客户的所有权，并为其设备的质量性能感到自豪。每个合作伙伴和分销商提供安全和独特的解决方案对于确保高性能机器至关重要。

Brenntag Europe, a world leader in international chemical distribution, was facing challenges due to its continuous growth. The growth had led to a highly disparate and inefficient IT environment. There was a lack of enterprise-wide process standardization and visibility. The company also needed to comply with Sarbanes-Oxley criteria and improve its quality management for ISO certification and audits. The company desired to implement a consistent operational foundation, built with standardized and modular processes, to facilitate simplified implementations and the optimization of existing applications.

ATB Financial, a financial institution and crown corporation, was facing challenges in its business lending origination process. The process was slow and inconsistent due to manual data entry and interpretation, which led to human errors and slowed down the process. The subjective interpretation of the approval criteria led to inconsistent outcomes and often resulted in rework. It could take up to three weeks for a single customer to be approved with an average process time of about 11 days. ATB aimed to accelerate the process of onboarding small business and agricultural customers to one day or less. They also wanted to increase visibility to monitor and optimize processes and leverage agile business rules to boost the approval rate.

Apollo-Optik, Germany's largest retail chain for optical products, was facing challenges in serving its customers with high-quality products and on-time delivery. The company's IT landscape was complex and consisted of several different back-end systems, leading to redundancy in data and functionality. For instance, retrieving all data on a customer required calling upon many relevant functions in different systems. This inefficiency prompted Apollo-Optik to transition to a more efficient Service-Oriented Architecture (SOA) and implement re-usable services across all systems. The company aimed to provide the highest level of quality in customized eyeglasses on time, every time, and needed a solution that could help achieve this goal.

The Australian Energy Market Operator (AEMO) was faced with the challenge of offering a single technology platform for all gas market participants to easily transfer information and data in a seamless way for each gas market. It also wanted to more effectively promote greater industry collaboration and flexibility for how participants interacted across the platform. A key part of this challenge was the modernization of the Gas FRC Hub, a B2B platform for the gas retail markets throughout Australia. The hub infrastructure was also planned for use in the NSW/ACT gas retail market.

STC, the major provider of telecommunication services in Saudi Arabia, was facing a rapidly changing business environment characterized by volatility and the need for new and innovative business models. Globalization was impacting the telecom industry as a whole and, in addition, technologies were converging, customers were becoming more highly educated and expressed demands that were both increasing in scope and diversity. Telecom companies, therefore, needed to invest in new and rapidly evolving technologies while at the same time deal with the commoditization of their products and services. Customer volatility and regulatory pressures were also compounding this competitive situation. Winning and retaining customers today is about service excellence and as prices point are lowered so are the entry points into these industries by competitors. To combat this, telecom enterprises are shifting their focus from growth to efficiency.

Piraeus Bank Group, one of the most dynamic financial organizations in Greece, was facing challenges due to its rapid international expansion. The bank needed a well-defined enterprise architecture at its headquarters that could be rolled out to its subsidiaries to streamline local operations based on the Piraeus Bank model. Additionally, the bank was experiencing a rate of growth that involved operational modifications on a daily basis, which needed to be efficiently maintained and distributed. The bank also aimed to create a strong, well-documented, comprehensive, and flexible enterprise architecture that would be valid for Piraeus Bank Greece but also applicable at the Group level. This would allow for efficient distribution of Group policies and operations and quick integration of newly acquired subsidiaries.

The Central Bottling Company (CBC) Group, which holds the Coca-Cola franchise for Israel, wanted to mobilize its retail portal as part of a broader initiative to speed up the ordering process. Smaller retailers were still placing orders with on-site sales people and through an online portal. By mobilizing the portal, the CBC Group aimed to create a convenient self-service channel for retailers. The Mobile Enterprise Application Platform (MEAP) needed to work with the largest variety of operating systems and offer superior time to market at minimal cost and with maximum internal support.

Cargolux Airlines S.A. was in a strong market position with impressive sales and constant profit figures when the top management decided to run a “health check” on the company’s processes. Management perceived inefficiencies with the organization and IT spending was not optimized to support it. “In addition, management felt that internal groups sometimes had different versions of the truth and decision makers were having trouble gathering the information they needed in a timely manner. Finally, over time each business unit had started to run their own systems and created databases that sometimes competed with each other. The risk of duplicated and unclear ownership of tasks had become too high.” Cargolux started to look for a way to streamline its processes and provide the foundation for creating a service-oriented systems architecture.

Nissan, one of the world's largest automobile manufacturers, was facing the challenge of fulfilling its strategy of producing and delivering made-to-order vehicles. The company had been relying on Software AG's Adabas and Natural for database management and application development since 1985. However, with the increasing customer demand for customized cars, Nissan recognized the need to improve database performance and application efficiency. The challenges of an overburdened database were inevitable as database backups were interfering with employee productivity and a high number of data files running in parallel on a critical path often created a bottleneck.

Ashland Manufacturing 是一家价值 50 亿美元的美国特种化学品解决方案提供商，面临着一系列挑战。该公司正将业务重心从建筑材料转向药品，这一转变带来了新的挑战。这种转变需要更高的附加值、更低的产品吞吐量以及对生产流程的更多控制。该公司还面临着看似“无法解决”的生产问题，以及提高运营效率以提高质量和盈利能力的需求。还面临着提高良好生产规范 (GMP) 生产量的压力。此外，该公司必须适应与药品质量相关的严格 GMP 标准的新领域。

Australian Unity 是一家领先的健康、财富和护理产品及服务提供商，面临着多项挑战。该公司接到指令，将关键的本地应用程序迁移到云端。他们还需要在其复杂、多样化的业务组合中提供单一的事实来源。该公司希望实现复杂的会员规则流程自动化，并感受到在整个企业内实现安全文件传输的压力。该公司的产品和服务多种多样，因此需要对 IT 进行投资，以便为客户和会员提供重要的服务。 Australian Unity 需要一种解决方案，能够解锁众多遗留系统中孤岛中的数据，并将其连接起来以释放其真正价值。

EFG Hermes Holding 是一家总部位于开罗的全能银行，在寻求拓展非银行金融产品市场时面临着多项挑战。该公司正在开发一个新的消费者融资平台，需要更高的数字敏捷性。他们需要提供互联的客户体验，实现遗留集成的现代化，并最大限度地减少破坏性的后端变更。该公司新颖的 BNPL 平台 valU 自 2017 年推出以来越来越受欢迎。然而，随着应用程序套件的扩展，由于僵化的点对点连接，IT 系统变得不太敏捷。这种灵活性的缺乏导致更换应用程序时服务中断以及 valU 移动应用程序更新延迟。为了确保卓越的客户体验，EFG Hermes Holding 认识到需要更加敏捷、安全且易于维护的服务架构。

Schwering & Hasse (S&H), a Germany-based company, manufactures a large volume of copper magnet wire, a critical component of numerous electrical products. The manufacturing process requires minute tolerances for the insulation, with even a tiny deviation from the specification rendering the wire useless. S&H's mission is to manufacture as much wire as possible with as few errors as possible. However, the company faced challenges in maintaining high quality standards due to rapidly changing customer demands and product specifications. The existing information systems were not equipped to create a factory that was truly “transparent” to both line workers and managers. The company needed a system that could provide immediate and accurate visibility into multiple production quality factors in real time.

Schwering & Hasse (S&H), a Germany-based company, manufactures a massive volume of copper magnet wire, with 400 production lines producing 140,000 kilometers of wire per day in a 24/7 operation. The wire, which is coated with a thin layer of insulation, is a critical component of numerous electrical products, such as transformers and motors. The tolerances required for the insulation are minute, with even a tiny deviation from the specification rendering the wire useless. S&H's mission is to manufacture as much wire as possible with as few errors as possible. However, the company faced challenges in maintaining high quality standards due to rapidly changing customer demands and product specifications. The company's existing information systems were not equipped to create a factory that was truly “transparent” to both line workers and managers, and did not provide detailed, real-time information about every phase in the production process.

The Colruyt Group, a major player in Belgium's retail network, was struggling with inefficient communications and order management due to the use of manual processes and homegrown solutions. The company, which operates a vast network of retailers, distributors, and suppliers, found that these methods no longer met its need for efficient communications and order management. The existing process used manual processes for orders, invoicing, and change orders, resulting in inaccurate orders and drawn-out order-to-cash timeframes.

All direct trading operations at DWS are conducted via its IKS investment account service. As Europe’s largest supplier of public funds, DWS has been handling all necessary customer and account management since the late 1980s with an Adabas- and Natural-based mainframe application. In the late 1990s, DWS put its entire It landscape, including this essential application, to the test. the need for action arose in particular because of insufficient integration of the different It systems. A need for modernization was quickly identified in the IKS department, DWS’s internal distribution channel for the funds trade. Over the years, a number of isolated solutions with only limited interaction capabilities had emerged. The mainframe application was developed with Adabas and Natural in the late 1980s for central customer and account management. It was distressing that marketing and distribution applications, such as call center and document management, could only access the mainframe application via workaround solutions or, in some cases, could not access it at all.

To keep ahead in the fast-moving fashion industry, Bossini wanted to have better visibility into its business and operational processes by synchronizing real-time data across multiple orders, shipments and stock-keeping units (SKUs). However, the data resided in a number of systems, from point-of-sale (POS) solutions to Bossini’s warehouse management inventory. In order to achieve its goals, Bossini had to integrate a series of platforms including the old and new versions of its Oracle application and the company’s legacy platform. During the transition from legacy system to SOA, the company’s different platforms had to be integrated. Other applications like the company’s new POS system had to be connected not only to its new Warehouse Management System (WMS), but also to the old POS because the company was still in the midst of systems migration.

COLT had deployed the same systems in several countries and all of them were operating independently. As a result, there were over 10 instances of each application — and each one containing its own silo of information. Customer information was recorded in several systems and there was no consolidated view of a customer across the whole company. COLT also wanted to automate the provisioning process with the local telecom operators for certain products. This would require COLT to integrate its order handling system with that of the operator. This extended the scope of the integration challenge beyond the enterprise into the realm of B2B.

Alicorp 是拉丁美洲领先的食品加工公司，其雄心勃勃的 2025 年路线图面临着多项挑战。该公司需要统一其四个复杂业务线的技术和流程。所有地区和子公司都需要流程标准化和自动化。然而，Alicorp 一直面临内部和外部流程可视性缺乏的问题。该公司还发现，找到一个可以与其新的 SAP 迁移集成的开放式流程管理平台具有挑战性。该公司多年来的加速增长导致了运营的复杂性，不同的技术解决方案解决了当地的问题，新的应用程序服务于全球客户，以及大量收购后的系统合并。