Studies & White Papers
Current studies & white paper
Thank you for your interest in our studies and white paper. You can download our publications for free on the following pages.
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More studies & white papers at a glance
- Digitalization of the Finance Function in the Automotive Industry
- A.I.dea Book
- Industry 4.0 Barometer 2019
- Industry 4.0 Barometer 2018
- Future Profitability
- Big Data Future
- Industry 4.0
White Paper: Scaled Agile Systems Engineering
Scaled Agile Systems Engineering (SA@SE) - the answer for a successful transformation in R&D, especially in times when the focus is more on competitiveness and the ability to react and adapt, and when software opens up new opportunities and fields of action in previously mechanical and electrical products. This white paper makes it clear that agility and systems engineering are key components of responsive and adaptive product development. SA@SE can address the questions and challenges that are increasingly reflected from the management level to the working level of our customers in a future-oriented manner.
The following three success factors should be emphasized once again at this point:
- The establishment of agile and systems engineering methods and of process anchoring along the value stream form the foundation of a successful change.
- The agile systems engineering organization relies on the framework conditions for best practices of the established SAFe® framework.
- The consistent implementation of an agile system architecture enables maximum flexibility in the implementation of new market and customer requirements for system and function design.
White Paper: Future Logistics
This white paper gives an outlook on the logistics of companies and cities around the year 2040. Based on the value chain of manufacturing companies, it presents possible innovations in the logistics sector and shows potential scenarios - from procurement logistics to production logistics and distribution logistics. The great potential of an Industry 4.0 environment can only be realized through the changeover to an end-to-end networked supply chain with a direct connection to the associated production.
Download now: MHP White Paper – Future Logistics
White Paper: Product Compliance
Product Compliance - A major challenge for companies. Massive increases in official regulations and political requirements make product development processes more difficult. Vehicle manufacturers and suppliers need consistent integration of the new legal requirements. Without this, there is a risk of insufficient certification and lack of market access.
Download now: MHP White Paper – Product Compliance
White Paper: Autonomous Driving
Mobility is a mega-trend resulting, above all, from progressing urbanization, demographic change and the flexibilization of professional and private life. Especially in urban regions and particularly in metropolitan areas, mobility keeps growing significantly – even though transport infrastructures are limited, environmental problems are increasing (CO2, NOx, noise) and the number of accidents and casualties is beyond socially acceptance.
Download now: MHP White Paper – Autonomous Driving
White Paper: How Conversational Commerce Will Shape the Future Automotive Sales Journey
Technological developments lead to a fundamental change in the way we communicate, collaborate, decide, produce and consume. Existing touchpoints are successively being digitized and new touchpoints are constantly emerging. An important step in providing customers with multi-modal services is to automate communication via multiple touchpoints.
White Paper: The Automotive sector and Blockchain
This White Paper is structured into five main components. We’ll first look at the current automotive situation and mobility trends with a theoretical description of 10 use cases. Then we’ll explore when Blockchain makes sense for the automotive industry with a zoom into the car wallet. In chapter 4, the current Mobility Blockchain landscape is described with real-world use cases based on (mostly) commercial products. Before the final summary, chapter 5 takes a look at the future of the automotive industry and what new business Blockchain might bring by enabling trust.
Download now: White Paper – The Automotive sector and Blockchain
Artificial Intelligence (AI) at MHP is a close-knit, cross-functional global community where consultants from almost all organizational units join forces to harness synergies between Machine Learning, Data Science, Software Engineering and Business Domain Knowledge. This internal setup pays tribute to the cross-functional and interdisciplinary nature of AI, which on the customer-side means optimally staffed projects. Members of our AI Community not only actively participate in the delivery of projects, but also exchange knowledge, experience and practical insights in the Machine Learning, Computer Vision and Natural Language Processing domains of AI.
Download now: A.I.dea Book
Digitalization of the Finance Function in the Automotive Industry
The automotive industry is in the middle of a fundamental change towards electric mobility. This transformation process is not only about building electric vehicles but also to the development of new business models around the topic of mobility. In this situation, the finance division plays an even more central role in the company. In its function as guardian of value creation, it must continue to ensure profitability on the one hand but on the other hand, it also have to make the capital for the necessary investments available. Digitization within the finance function can help significantly with this task as it improves the provision of decision-relevant data and optimizes the provision of information. In addition, workflows and business processes are made more effective and efficient and thus create freedoms for employees to expand their role as business partners.
In view of the special features that characterize companies in the automotive industry, this study provides answers to a num¬ber of questions, including the following:
- What is the status quo of digitalization within the finance functions of companies in the automotive industry? What are the main objectives for digitalization of the finance function?
- How are finance functions trying to implement digitalization and what are the most common challenges facing companies?
- Which areas within the finance function will be particularly changed by digitalization and what does this mean for the future structure of the finance function as a whole?
Based on the results of the study, recommendations for action are defined how to respond to the challenges identified. The study results are based on the data of 106 participating companies. This makes it the survey with the largest number of participants in the German-speaking world on this topic. The study reflects the great diversity of the automotive industry. In addition to all German OEMs, a broad spectrum of suppliers of all sizes is included in the study.
Industry 4.0 Barometer 2019
In times of globalized and volatile markets as well as economic and geopolitical tensions, companies must adapt more than ever to changing conditions and new customer needs. In their efforts to achieve the necessary flexibility and agility of the value-creating and supporting processes in industrial ecosystems in order to remain internationally competitive in the long term, companies are continuously confronted with new challenges.
Industry 4.0 provides new strategic and technological opportunities for many of these challenges. The flexibility and efficiency in the interaction of internal and external company processes in the areas of procurement, production, logistics and sales can be enormously increased by Industry 4.0. However, many companies can only roughly estimate their own Industry 4.0 maturity level in com- parison with partners and competitors. In order to quantify this comparison and also to make it more transparent, MHP, in cooperation with Ludwig- Maximilians-Universität, designed the Industry 4.0 Barometer and conducted it for the first time last year.
The aim of the survey is the long-term establishment of a cross-industry benchmark to determine the degree of maturity of existing and future digitization activities within of German industry. Through the periodic execution, both a competitive comparison as well as the temporal development of Industry 4.0. In the past year, the participants were trained in the focus topics of technology, IT integration and Strategy & Goals. In summary, the Industry 4.0 Barometer 2018 showed that the relevance of Industry 4.0 has been understood in the competitive context, but that the company-wide implementation of Industry 4.0 often fails due to a lack of strategy, silo thinking and inflexible IT landscapes.
Based on the findings and recommendations for action of last year‘s study, the Industry 4.0 Barometer 2019 enters the second round. This year‘s focus is on the drivers and obstacles for the cross- divisional and cross-company rollout of industry 4.0 solutions. To this end, approximately 200 participants from various industries, in particular managers and senior staff from IT and specialist departments, were surveyed on their assessment.
Download now: Teaser – Industry 4.0 Barometer 2019
Download now: Industry 4.0 Barometer 2019
Industry 4.0 Barometer - Iterative Assessment of Industry 4.0 Activities in German Industry
Industry 4.0 has gained substantially in significance over the last few years and has become a strategic focus through out the industry. Businesses have understood that digital transformation to achieve Industry 4.0 targets must be based on the intelligent networking of the real and virtual worlds. The idea is to increase the efficiency of business processes and organisation, improve the quality of products and services and facilitate the creation of innovative business models and products. This makes it possible to develop additional customer and market segments.
Set against this background, businesses across all industries are aiming to ensure greater competitiveness for their existing products and services and also for the relevant value chains. To turn this into profit, businesses are prepared to make high investments in Industry 4.0 technologies over the next few years [GSM+15].
At the same time, businesses tend to be put off by the considerable financial outlay and complexities of implementing these ideal technological scenarios. Moreover, it is often the case that the required investment cannot be quantified, the solutions would only be profitable in the long term or there is too little expertise within the company for the successful realisation of Industry 4.0 solutions. There are not enough examples where businesses have already successfully implemented complete Industry 4.0 principles. Most businesses are therefore still unsure as to what their general goal for Industry 4.0 should be, and how they might achieve it.
Download now: Industry 4.0 Barometer 2018
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