Digitalization CollABorative June 2024 - Meet the Member with Niklas Andersson of Nederman

IFS Digitalization CollABorative: Think Tank – Meet the Member Session with Niklas Andersson of Nederman

Date of Meeting: 25 June 2024 10:00 AM US Eastern Standard Time

Niklas Anderson Presentation:  

Slide: The Clean Air Company

• We have a lot of IFS experience in house and we have done several roll outs or challenges, so not everything is written in the presentation, but I'm happy to tell you if I got the question.

Slide: Join the clean air revolution Nederman Group

• Nederman, we are the clean air company. We are part of the Nederman Group. It's a group of companies.

Slide: Air Pollution – a vital component of global challenges

• First, a little bit of background why we are here. We can see that by having a many, many things that can affect how long we will live and the air pollution is 1 big factor that will increase or decrease our living and it's an area that we are focusing very much on. So it's air pollutions.

Slide: The Clean Air Company

• And we working, as I said clean air. We shaped the future. We protect the things productions, planet from the effects of industrial processes, and it could be from heavy industry to a welding place to mine in some areas, lots of new things coming up. We have some our core values that we that we repeat.

Slide: A global environmental technology company

• Nederman is a global company. It was founded in 1944 in Helsingborg, so we became eighty years this year. We are around 2500 employees globally. We have sales sites and distributors in 50 countries and manufacturing in 23 locations, 14 countries, and we have some product development in 12 locations and countries. In the Americas we are concentrated on the East Coast with Charlotte as the headquarter for the US. We have Europe that we have the big business in Sweden of course, but also Poland, Germany, Denmark with manufacturing. And then we have China, Australia, Thailand, Malaysia, where we have the also quite a big business. But we are, as I said often, we are a proud company that would like to grow, and we are doing it by acquisitions or by organically growth and that puts some challenges.

Slide: Shaping clean air solutions and safer working environment in many industries

• We are in these businesses, so, for example, textile, food, vehicle repair shops, electronic vehicle batteries, recycling, pharmaceutical and so on. This is like an example picture here of a recycling plant in Australia, and then we have smart monitoring of aerospace industry or we have a particle board here to manage efficient production here in Turkey are just examples of business segments that we are into. We are not everywhere, but we have some focus areas.

Slide: Competence, products & solutions protecting people, planet and production

• This gives you a little bit background behind the clean air of course, and some product as well. We are working with everything from extracting pollution, so we have arms and capture equipment. We have the filter housing. Inside the filter housing we have filter media which is like a big vacuum cleaner filter. We have for oil mist cleaning. We have a whole systems. We're also doing the fans, smaller or larger that creates the vacuum. We create the pipes in different factories and then we connect the arms. This is the dust side and this is on the other side is the clean side of the process.
• Talking about Digitalization, we have 2017, we bought the first company in the area of monitoring and control and that was their producing these types of monitoring and control equipment. That's a laser that they are measuring gas coming out from chimneys, from processes, and how much the laser beam diverts. We can measure what kind of pollution or what kind of gas it is in that process and this business is growing quite a lot.
• The second company in the same division that was this open filters, they're doing similar, but probes instead so by some electronics analysis probe which are putting into the process we measure how sensitive, how much the probe is diverting from their normal stage and then by analyzing that we can see what is it, what is in it, and businesses today they are obliged to create certificates, improve how much they pollute or what they are putting out from their processes. And this is what we are doing here.
• And this is the third company, that division, MCT division, monitoring and control. They're doing their coal gas meter in Finland. They're doing similar products as the laser, but there's an off process analyze. You'll take an example putting that machine or that product. It will analyze what's in the gas. It's also for processing. If you are going to produce some kind of chemical you need to be sure that you have exactly the same amount of that material, that thing inside the process. So it should be correct.
• So these are examples and we are building our own like data warehouse and way to monitor our processes. So on each of these bigger filters, the bigger fans, bigger systems, we are building in smart box, which we then can monitor. We are not selling the data, but we're selling activities around the clean air. So different kind of measures like monitoring, how well is your process doing, is the filter full, is it leaking? Is the vacuum going under certain level? or is that kind of gas is getting too much? and so on. So that's the latest.
• The other products are more traditional ones. We have measured something that is not good, we can then have different kind of filter or other things that can heal that. So optimization and service. That is something that is very much a focus area.

Slide: Nederman Clean Air Concept Future-proof air filtration

• So, the extraction, optimization, we validate and then we get the clean air by digital reporting. Some activities were selling. Most of this is something that we provide as part of a project, something that is served by a subscriptions to customers.

Slide: A global company with strong positions

• We are the number one player in Europe, #2 in America, so #5 in the APAC. So that's our main market. So we are we are quite global and that also put some challenges to the IT architecture because we are working with global templates, so they are global. Our sales volume is increasing. We just passed the 6 billion Swedish Krona.
• We are quite happy about that, and the properties going in very good in the right direction. We have a stable owner that wants us to grow. It's the Swedish equity company. We can see the recent acquisition.
• So we do roughly like 3 acquisitions per year, between one to four. I'm often involved in acquisition since my current role is solution architect but also transition manager. So, by being part of that, I also evaluate what are the system statuses of the companies that we buy. The recent one is a company in Denmark doing this. It is like a competitor. Smaller one for specific customer areas. We bought recently in 2022 quite big one RoboVent in Detroit. They are specialized in the welding business in that region, and the ducting company in Australia, saving system and so forth.
• So this is of course can sometimes make a heat gap in our rollout plan or IFS application. We made a plan and then we acquire a company and maybe their system status is not that good as we thought or is more critical, we need to have it fixed to be able to measure profit or analysis. Then we implement IFS sooner than which we actually should do.

Slide: Digitalisation for offering and efficiency in place

• Our strategy that we have in the tools, but we would like to offer the clean air and the future proof solutions for our customer. So that is what we are going to try to find a way to measure and reasons, utilizing our platforms so the customer can subscribe to clean air. That is our goal and of course as I mentioned before, they need to specify what they pollute. That's also part of what we can settle.

Slide: The Clean Air Offering

• We are just talked about that.

Slide: Shaping the filtration process with Nederman MyAir

• In our MyAir which is the home built system. We have the monitoring, we have the small filter solution and we provide service and support. And the customer gets, I mean it could be a very big customers with several sites in some region and by looking at the maps and the filter systems they are connected, they can own this level and see how much are we polluting, or what are we sending out, and get early warnings, and also some recommendation on service that they can do.

Slide: Divisions based on business logic

• After acquiring such high volume company, it's difficult to have them in under one umbrella. So we have created divisions. So in the IFS world, we need to segregate by division. That's where we are measuring our sales and profits. So we have one division which is the traditional extraction and filtration technology like welding, and we have process technology, big project, gas turbine, big mines in Chile or smelters and so on. We have a duct and filter where we do simple products, but they’re quite high volume, so this is a good business. And then the monitoring and control, the latest division. The system, IFS, it's a global template, a global system, they need to support all businesses independent of division of what kind of business. If it's a sale company or production unit.

Slide: IFS10 Nederman Solution

• We are on IFS10 here, but we are actually going very soon in the cloud.

Slide: ERP Systems – Sales Companies

• This is our ERP landscape. It's as scattered as the company that we buy, but we can see trends on sales companies. We have a large installed base here in APAC of IFS10 only update 6. They're doing their summer operation sites. Some is manufacturing sites or safe site. They are in support offering product in that region. In Europe we are running AX 2009 so they are candidate to be moved. In Turkey we have SAP. In North America that’s one of our recent go live. They went live in October 23. In Canada, we have a mix between IFS 10 or global template and AX 2009. And then we also have the IFS 10 in Mexico. The yellow one here is the same as we have in APAC, that version. That was for the sale site.

Slide: ERP Systems – Manufacturing Companies

• Then we can see on the operation or manufacturing companies, there we have in Europe, here in Poland and Sweden, we have the new IFS 10 global version. We have some business central. We have some local systems in Finland. AX 2009 on some sites and in the US was we have AX and IFS global template. Local systems in Brazil. We have in China, IFS 10 update 6 and we have a local Chinese system. So, as you can see, it's always a prioritization. What cost benefit? What is the business case to do next site? It's not just to continue to dig where you need to be to make a plan.

Slide: Nexus Road Map – IFS10 Upd 11

• So our plan, the program name is called Nexus and this is the road map. There are many ingredients why we cluster some companies together or we take another company. It depends on the supply chain aspect. If we have one manufacturing site in Poland, we have two sales sites and they are supplying to each other the same shared service, that's a benefit by taking them at the same time.
• So for example, we implemented all the free sites at the same time coming from dynamics AX 2009 and went into IFS. So we divide them into waves. We don't want to set the dates because it's difficult to keep dates, but the waves we can keep. So until now we have 20. Some companies are quite small. 20 companies are into our IFS 10 update 11. Currently I just thought them before this meeting to have a startup with two new sites. It's also trend that we see, that we reduce the number of legal units and make more sites connected to one legal unit instead, even if they are different brands, different businesses, but they can be in the same legal unit. It's just that we can separate P&L and balance sheet and some other data, and there we have some discussions with IFS as we need to be able to segregate it. It’s becoming better and better in each release, but that is something that is very key. And I've met other IFS customers. They're doing the same, reducing legal units, but we want the business. So, we put up a site instead and then we can buy post and control, keep the results and the balance is kept apart.
• So, this one is now going on by both internal and external consultants. And normally we implement with our own team, but some sites we use sometimes only external, and sometimes a mix. And when they have gone live, or even before that, we are like here now. Here's the arrow where we are right now and the time is going on and we are soon getting into this IFS Cloud. And this is like now, we stop doing what we do and now we need to upgrade to IFS Cloud. And actually right now today, my CIO, he's reporting to the board of directors that we go to IFS Cloud. So depending on the outcome of that meeting today, hopefully we can continue the journey on this level.

Slide: Nexus Road Map Cloud

• So after the cloud journey and that is maybe I've listened to some with the size we have, we need to upgrade all current sites at the same time, we will have maybe nine months or so, 7 to 9 months project time to prepare. We do not have huge number of modification but we have some large ones and integrations.
• So what’s coming next? We are focusing a little bit probably on the Nordic countries and they're running a AX 2009, and they have some synergies if we take them, and then it goes like that. But we review this map maybe once a quarter, maybe new company coming in which is more high priority. I got the request last week. Ohh, we need to do something now in Malaysia to small side but it will be useful if they also be on the same system for the finest purpose. Yes. So come back with the business case and we will evaluate that in the in the management team.
• So, at the moment, if we complete wave #8, we will be close to 2100 users that is the figure we have today. That would probably increase when you're there. We can also see here at the bottom that we have end of major systems, and after we completed one of the previous slides waves, we ended IFS 2003. That was already in October last year, the last site were in IFS 2003. So now what we have done, we are having a special archiving project or team. So we offloaded the data into a data lake and then we are building power BI as applications to look at the data in that Data Lake. We're not replicating the IFS application, we have pinpointed areas of data that we need to look at when we close down the system. And it's closed down. For example, we would like to see all the spare parts orders, what's suppliers did we use? what was the purchase price? and so on. And also product data. What was the bill of material and that revision? What component did we use? And also finance for legislations purposes, for audits, we need to have access to the data. So that was a relief when we could put that old IFS service into the grave. It was a security risk and our operators did not want to run that any longer for the operation purposes. After we now finished the wave, we did two sites that just talked about then we can do the same with the JD Edwards. It's based in Charlotte. And then we have some other critical system SAP, we would be able to close that after this way for example and then we continue.So it's both for technical depth. It's a priority on the need, business case, synergies, many parameters.

Slide: One Digital Core

• This is a slide that we did together with IFS when we made IFS 10 just to illustrate that we have one digital core, 1 system, one database, independent of what type of sale we have. We are selling products, we are selling solutions, because we're implementing our products, installations, and then we do the service and off the markets. The four divisions should be managed to run the processes in all divisions.

Slide: Global Template & Solution

• Our global template is for the same division, only running in English. We are documenting how we doing it, how do we work, what's the process? We have a team that has done a great job by doing work instructions, and now they need to be refined when we go to IFS cloud. We have a set of access permissions, access rights. We have done many advanced setup of different levels that need to be redone because that is completely new in the cloud. We have common basic data, standardized BI tool. We are using Power BI SSRS reports, quick reports, but it goes more and more to power BI. We have standardized KPIs, so all units they need to report, for example production in the same way. How efficient are the different times in manufacturing sites, how long time it take? What was estimation? What was the utilization of the personnel? and so on. So they could be compared to each other.
• We have an integration to other system at Nederman. So, we build integration. We have like netting systems, transport administration systems and so forth. We have an integrated EDI platform. We are trying to push more and more customers, suppliers towards EDI. In some cases, we have a big player, but in many cases we are just a small player on EDI and therefore we need to have quite good partners that can help us to establish that connection. So, we have a global partner that is the platform we are just sending in, like an internal format and they just translate to any format that is out there. They've already done that for many customers. We're using the same migration templates. If it's a big site that we're coming from, then we establish the database connections, so we take it directly from the source system and break the data there.
• But smaller sites we using Excel and of course no modifications, but still we have modifications.
• The global template is not only IFS or data, so it's also business terms. What do we call a business segment? What is an order type? What is a port number? What is the spare part? And so on. We defining the processes, finances, shelter account, etcetera. That's what we also have in the global template.

Slide: Nederman Global Template Core E2E Processes

• Our global template contains several modules and these are the models that we did in IFS 10. We have the enterprise subscription, so we have all modules in IFS 10 and now coming into the cloud, we can see IFS, they have developed the system, they have developed new models that we need to buy if we would like to have that functionality or advanced functionality, so that's something that is ongoing discussions. What is really the need for the new functions. But in IFS 10 we have complete finance, we have invoice authorizations with an external software that is interpreting the supplier invoices and so on. We have a manufacturing planning running. We're running External Configurator tool. So we configured all the sales roles and pricing outside IFS, but it's pushed back to IFS as we configure all the variables are stored in IFS. Quality module, we have an advanced label solution. So, we're doing all the labels, the data, we're doing in IFS, with characteristics and we're printing designer reports. We're running demand planning and master scheduling and we have a special drawing locator tool that we use. Selling products, we have an integration to transport admin system shipping and quite advanced EDI. And PDM and configurations, I mentioned Configurator before, but here we have that in IFS 10. There is an upcoming project that the business would like to go for a specific PDM system that will probably happen in a couple of years time. We have the project management where we are managing the projects that we are rolling out when we implementing our different solutions to different customers and they are different sizes. Some can be quite complex and have also milestones and payment terms and POC's and some are more simple like time and materials. We have warehouse data collection in more or less all the manufacturing sites where we went live with, they have warehouse data collection. Service is 1 area that we are focusing more and more, and that's also the area where we are looking into some of the new modules that are developed for IFS cloud. So the service management optimization and scheduling, executing repairs and that is also very interesting how do we handle them the content of repaired and replace something in the old product with a new component. That is something that we are aiming for as much as possible. We also running HR, but just the time reporting that is connected to work orders and production order reporting and project reporting. So all the time transactions they have transferred to local payroll systems. So yeah, quite extensive. And when we go to the cloud, it will be many things to keep track of.

Slide: IFS Cloud Journey / New Modules 24R1

• So the IFS cloud journey, we have done together with IFS, it started here in December. We started a discovery phase. Together we identified areas where we think we have some challenges today in the current template. With some of the presales team from Sweden, together with our product leads and solution architects, we went through, and they made some reports IFS what they would recommend us to do to use when we are in IFS cloud on very high level identify areas where we can skip modifications, configuration, or complex work. It was very positive. I think we could remove maybe 50% of the modification and configuration that we had. And some of the challenges that we have, we have addressed them via our IFS could contacts to R&D to maybe consider to include that in the future development of IFS.
• We did a first investigation of our CRIM list. So what CRIM’s do we really need to keep. For example, we have this quite tight integration to the external Configurator, that one we need. And we also we also get some rough time estimates on the different modifications.
• We are defining the scope of the project that is ongoing together with IFS, but also now involving more partners in IFS 10. We could only use IFS for development, but we could do it for configurations, we can do other partners, but for modifications and integration that requires some code change. We need IFS, but in the cloud that is different. So we already have established, but we also have some connections, but now we will add that, so we have a short list of problems that we reduce in the list and also test them, continue testing them in roll out of IFS application. It's going quite good.
• And as I said, we have contractual items to be discussed and we have a presentation to board of directors today. And if we'll start as soon as possible.
• These are modules that we think when we have been looking at IFS Cloud 24R1, but we have the advanced optimization which is a basis for manufacturing and service scheduling. Here we think that we can be more efficient. We don't have a very big service organization, but in some sites we have 20-25 service technicians and it will grow. So we see that as a great potential. And manufacturing scheduling, we also recognized and discussed with IFS that this would be good tool for us when we have finite production limitation in the processes, but also since we are running so much configurators and they are generating the DUP orders, it's very detailed there. But they're special kind of orders when you run configurators before the shop order. And then it's also better visibility and scheduling if we use these modules. Cache planning is always nice. Good to have that strategical procurement is also something that we think is a good more than Trip Tracker. So that is something that we will continue.

Slide: IFS10 à IFS Cloud

• How are we organized? We have our internal global IT product managers sitting in IT. We are like 12-15 in internal resources that we have our specialties. We have one for sale procurement and so on, and they are responsible for their areas, not only for IFS, but also for that product in all applications, also relation to BI in that area or integrations.
• We have a solution architect both say technical and both cross functional which is the little bit of role I have.
• We have technical and data migration export and then transition manager. That's the role that is going before the implementation or kick off of a new site. What challenges can we meet here on a high level, what can we prepare before the team will come to make us prepared, and get a better go live and start of the project.
• We have established a very good global governments team and the roll out and development and that is actually the management team of Nederman. So all the CEO and CEO, CIO and the Vice President from each division, they are on this topic on this journey. It's very important we are very close to decisions, and we are having this meeting like every third week. Sometimes we reprioritize the rollouts, report from the ongoing projects, but also if we have some major developments, should we do them or not? The one who requested. What is the business case and so on.
• We have support, we have both in house first, second line, third line and partners are doing some of the support like the APAC in the other IFS application they take the first line support there.
• So the partners we use for rollout, parallel rollouts, configurations and modifications today, it's only IFS, but that will be extended.
• We are running in the managed cloud, and in the setup that we have discussed now with IFS, we will continue to run the managed cloud for another period of time in the contract.
• We have BI Analytics. We're using Power BI. Since we have the combined data warehouses where we also combining data from other systems, we have not decided to use the built in power BI that is in IFS. We actually bought the data layer, the semantic layer that was in IFS 10, but we realized quite soon that it was very limited and we could not use that so much, so little bit with that in the background and we have lots of other systems to combine data, we decided to continue the power BI that we're building up internally both competence and development.
• We have an integration platform that we are using, MS Azure and we just using that for many of the integrations between systems like whether we have an ongoing VMS implementation where its used.
• And partners will be used involved in lifting the modifications I said that earlier. We are using partners for like everything, but also for specific competence in some areas like functional experts in certain areas.
• We have IFS CRM, but we had Microsoft CRM in the past, but we decided to continue with Microsoft CRM in cloud for at least another three years, and that was also a little bit because of the Digitalization that they had better integration possibility to the marketing tools that we were using. But apart from that, payroll not in IFS, CRM not in IFS and we have Cognos as consolation system and then the rest is quite enterprise installation.

Slide: Start Up Page IFS 10 – Navigate via Lobbies - Examples

• This is how it looks like today. When we start IFS application, we are working a lot with the lobbies, depending on what role you have and then you dig down and you come to your, this is your dashboard to being customer service. What should I focus on today? And so on. We spend a lot of time doing these lobbies and they need to be redone at least the idea, and it's a different technology in the cloud, but this is very appreciated and we use that a lot.

Slide: Nexus structure – IFS Template & Implementation Program

• A little bit about the program structure, how do we maintain and how do we do the program? It is the global organization that owns the global template, the processes and connection. Is not IT, but IT owns the technical ownership line of business. They own the template. And we are identifying in each project superusers and the superusers are getting more and more, and it becomes a good source for us to borrow super users for future rollouts, but I'll say it's an internal career if you like to work with those kind of rollouts, we have got lots of applications to be, I would like to do this more, so it's positive for the business that there are career tracks. If you would like to do this, we have created that by focusing on the governance and the program with IFS.
• Before it comes to the top governance, we have a change advisory board and we have our software where we are able to create the change request that become change orders and they are reviewing change requests coming in quite regularly. And if they are not too big they can be decided by that team otherwise they go to the big governance team.
• We handle the maintenance, and then we handle the governance of development and then we handed the rollout to find and identify new support users.

Slide: Our Project Phases

• We are running this, a little bit IFS, a little bit our own project phase, how we divide it, but I talked about before, after we have maybe acquired a company or maybe three to six months before we do the actual initiate phase, we do transition where we document and do checks and report back to the project, what they can expect, and what they should think about, what they consider, what is other special requirements? Then we're working to initiate, analyse map and gap, establish, deploy, go live and hypercare, and closure. And each of these is then divided into sprints, depending on the size. But it's predetermined how long time it is, and in Nexus here is 2 weeks. What can we achieve in two weeks time? That is how we work.

Slide: An Overview

• So we can see in the initial phase, we have a lots of events, the different modules. So, we have a pre-prepared project in Jira at Atlassian with all the tasks that should be done in each phase. Of course it's a template and it's becoming better and better, but then we have our next project. We just take the template project, copy that, and then we put resources name and time on the activities. So we work with sprints, we worked with activities, we work with refining things, planning and then execution and meetings. So predefined activities and it's working quite well. It's working quite well when you work virtually as well as you work on physical meetings.

Slide: About Our project planning tool

• I mentioned the common software that we are using that is Jira. It was a slide from the previous Nexus Project zero 2.

Slide: Manufacturing / Planning

• I pinpoint in certain areas to also show you that the challenge that we have. We have manufacturing planning, but we have also we have make to order, we have make to stock, configure to order, and sometimes even engineer to order. And the global template needs to handle all the different scenarios. The more planning and more scheduling for forecasting. This is what we have now in IFS 10 and that is what we are also going to do with the cloud version.

Slide: PDM & Configuration

• In the PDM we are working, starting from engineering, we have multiple sites. Multiple sites require that we also populate the sales sites with part numbers that they can buy, that they can purchase. That is always a challenge to get that automatic.
• We have also pinpointed as very important for improvement to replicate data, make them sellable. We would like to make it more efficient. Maybe we can use the business process automation in the cloud to make things faster here, but that is an area that we will spend a little bit time hopefully also with some R&D resources.
• That was two areas that they would like to pinpoint, or and key areas.

Slide: New site Helsingborg

• The two final pictures. I would like to just look at our new sites we are building, quite nice. We are moving in here in October, and this is one external created picture and this is an internal one. We are not used to having new internal areas. If we have some investment left, we use it to buy another company, but now maybe it's time to attract also young people, new people in a good area close to train station in Helsingborg.

Questions / Answers / Feedback / Responses:

• F: I feel like this is so incredibly well organized. And obviously it's complex, right? I'm sure there's a lot of challenges, but in terms of the thought that you've put into the way the structure is organized and how you're planning things out, I mean, I'm impressed. I think a lot of companies are not where you are. I love the point, and I don't know if other companies do this, but the idea of the transition manager who goes in ahead of time to start the process before the process starts, get ahead of any potential challenges. I just feel like that's so smart. And I actually had a note when you were on that slide about change management and then you got to the global Nexus organization where it says you have the Super user forum and the Change Advisory Board. And I just think the way that you are promoting the relationship between the business and IT to make sure that you're not going to remove all of the complexity, but you're minimizing the opportunities to miss communication. You're trying to get everyone on the same page. It seems very intentional and very well structured.
• R: The transition manager role, that was customized for myself. Because it's not for everybody, you need to have some interest and passion for processes, passion for ID, passion for people, passion for your business terms in general, and we have done it now in three different projects and it works quite well. I'm also refining the documentation and the presentation of what is the scope, what have we saying. The introduction goes to the internal local team that will do it, if we using consultants then we present this is the company, this is what you will face, these are the products, but high level. So it's not just another consultant task. We need to narrow down and scope them into, this is what you're going to do here. Forget about that. Don't try to do that again. Here we have this kind of process, to prepare them for what's coming, so they don't try to sell or do things that is not relevant. I think both the business IT and the consultant that we're using is very, very valuable. But it's only like one or two days visit, document, credit going from what data to migrate, to document processes, posting, control, important things and what kind of systems can we not change?

• Q: I was thinking about a couple of points when you were going through. One is I know that this is being presented to the board today. What do you feel is the business case for cloud or what are the key points that you are going back to, to articulate the importance of that evolution?
• A: Interesting. What is the alternative? We are in managed cloud. We're in IFS 10. We need to have another 5-6 years of stable operation development. For me, more on the process side, maybe not on CIO level, just looking at the money, we divided our work a lot there. So, I can focus on the process and the practical benefits and the he looks at the money. Now it's much more expensive this time. How come? It's the same thing? So we are very good in having different roles there. We would like to be Evergreen, but we were a little bit of a fool in IFS 10 Aurena. They told us that was Evergreen but then it turns out that Aurena could not be used. So, we are just using Aurena today in time reporting and service, but not for the whole application. But we would like to be evergreen so that's a very big topic that we need to go there for that. We can never financially calculate it unless there are some other obstacles on the IFS 10 side, because if you don't upgrade, we need to operate that in the cloud and then of course the subscription of that will increase also a lot. So we need to find the best middle way, get the best scope with the best discount that the decision makers can accept. We have affected the standard solution by some of our good solutions and if I have an idea I sent it to IFS and they evaluate it and also vice versa. They were like to have input now on what do you think about the user interface in IFS 10 compared to the cloud, what do you think should be improved? Then of course I asked the whole world in Nederman because we have experience in SAP, but what do you miss now? And feedback that. And I hope that's appreciated, but I would like to have a long-term relation developing the software where we are getting into that in the next release, but not doing the modification today. So that is my personal goal. Have a better solution for everybody, we can go first and we would like to be there.

Apologies, but slides are currently not available. 

Next Meeting:  24 September 2024 10:00 AM US Eastern Time

IFS Digitalization CollABorative - Tech Talk Session: How IFS is innovating with AI

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