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What is Digital and Sustainable Manufacturing?
Digitization enables companies to embed sustainability into their industrial systems and optimize operational results to achieve the greenest scenario at the lowest cost. IIoT can be used to collect high-precision industrial data and enable remote collaboration by running operational processes outside the cloud. Overlaying AI models on these digital representations of the enterprise can help determine where the new adjustments can have the greatest impact.
Why is TWIN Transformation of Manufacturing so important?
Most manufacturing companies are aware of the need to digitally transform, and they understand that the changes will be significant. The following three areas of focus are the most important for meeting sustainability goals:
- Production processes: To make manufacturing more sustainable producers must save energy, reduce waste and increase visibility.
- Workforce training: Manufacturers can use digital sharing tools to support and improve sustainable practices and smarter actions to reduce knowledge losses as skilled workers retire.
- Supply chain: A more efficient supply chain helps reduce our carbon footprint by saving energy, reducing the need for warehouses and optimizing logistics.
Sustainability in manufacturing is built upon a foundation of data
One of the often-overlooked benefits of using technology to accelerate change is improved sustainability.
Manufacturers that have engaged in digital transformation efforts understand that data will play a significant role in addressing the sustainability problem. In reality, data analytics, with a major focus on machine learning and artificial intelligence (AI), is the most crucial technology for managing sustainability.
Organizations now have unprecedented amounts of data at their disposal, but extracting insights from that data quickly and efficiently needs digitalization. Digital technologies can turn data into operational benefits and enhanced efficiencies are critical to enable quantum improvements in sustainable manufacturing sustainability.
What are the success factors in implementing Digital and Sustainable Manufacturing?
Five Success Factors Driving Sustainable Manufacturing With Digital Transformation
Establish a foundation for compliance
The first step in environmental digital transformation is to build a solid basis for compliance data. Centralizing company data helps to enhance how compliance information is managed and accessible; when firms have a single point of control and visibility, they can successfully simplify compliance.
Consolidating your data in the form of cloud-based software and laying a solid basis for compliance information reduces the chance of reporting errors, such as inaccuracies and incompleteness, and establishes a single source of truth. Since your business manages this information centrally, you may transmit it to all relevant regulatory databases at the state or federal level for compliance reporting. The digital system acts as the compliance framework, allowing you to create effective sustainable practices on a solid base.
Establish data monitoring
Now that a solid basis is established, it's time to examine the data. You may collect all important compliance data for sustainability laws by starting a continuous data monitoring strategy. As a consequence, data visibility and information management are improved. Furthermore, when data collecting operations are automated, they are carried out with less work and with fewer mistakes.
Build a Transparent Supply Chain
Supply chain leaders want visibility in order to achieve sustainability goals when digitizing. It is extremely difficult to follow things from development to delivery in a regulated manner if they lack openness and data exchange with their suppliers. This makes identifying supplier risk, protecting the brand, and reporting compliance concerns more difficult in the future.
Visibility is usually improved in today's digital environment by adopting supply chain technology, which gives data regarding shipping logistics, manufacturing statuses, and supply chain processes. The data generated by this technology assists businesses in improving their efficiency by predicting inventory shortages, eliminating process bottlenecks, achieving standard requirements, and tracing items through the delivery stage. Furthermore, this technology assists companies in avoiding outdated and unsold inventory, lowering carbon emissions from logistical activities, optimizing fulfillment decision-making, and minimizing waste across raw material inventories. Visibility enables companies to identify and correct inefficiencies across the supply chain, allowing them to immediately decrease costs and work toward their sustainability goals.
Visibility is usually improved in today's digital environment by adopting supply chain technology, which gives data regarding shipping logistics, manufacturing statuses, and supply chain processes. The data generated by this technology assists businesses in improving their efficiency by predicting inventory shortages, eliminating process bottlenecks, achieving standard requirements, and tracing items through the delivery stage. Furthermore, this technology assists companies in avoiding outdated and unsold inventory, lowering carbon emissions from logistical activities, optimizing fulfillment decision-making, and minimizing waste across raw material inventories. Visibility enables companies to identify and correct inefficiencies across the supply chain, allowing them to immediately decrease costs and work toward their sustainability goals.
Automate notifications and important updates
Keeping up with system and business upgrades is a critical aspect of maintaining sustainable compliance. Corporate, personnel, and regulatory information about facilities is always changing. As a result, it's critical to build up an automatic notification system to keep your team up to date on the newest document, workflow, and data changes.
Assume that a SOP is revised for safety reasons. An automated method might generate an alert that this modification has been made, minimizing the amount of propagated mistakes for compliance reporting. Automation also relieves staff of the need to do several processes to update information and decreases the chance of human mistake.
Assume that a SOP is revised for safety reasons. An automated method might generate an alert that this modification has been made, minimizing the amount of propagated mistakes for compliance reporting. Automation also relieves staff of the need to do several processes to update information and decreases the chance of human mistake.
Unify your processes
The final phase is included into the digitalization process. The ultimate objective of digital transformation is to integrate all of an organization's activities and procedures. After adopting environmental digital transformation in one area of business, a corporation may extend into other areas, providing the groundwork for further digitalization.
This method enables businesses and compliance teams to turn their environmental compliance program across several domains into an auditable and continuous process. Most significantly, this strategy maintains accuracy and reduces the risk of noncompliance across the whole compliance data management process.
We are IPG - The TWIN Transformers
Four Areas of Impact on how how manufacturing can be sustainable-and sustainability can be manufacturable
Product Design
Lifecycle Packaging
Carbon Footprint
Operational Excellence
Creating Exceptional Value Out of Open Innovation
LATEST TOP INSIGHTS “Manufacturing Transformation”
CLIENT QUOTES ABOUT IPG on "Manufacturing Transformation"
We appreciate IPG's guidance in the transformation towards DIGITAL FITNESS. In a broad-based initiative, we were able to uncover significant efficiency reserves in our organization and define future solutions for company-wide JOST process management.
In addition to intensive analyses on the market and customer side with IPG, the impulses from many external experts and potential development partners that IPG involved in our innovation work were trend-setting on our way from a classical machine manufacturer to a solution provider and strategic business partner for our customers.
When it comes to topics related to innovation and digitalization (AI, IoT, automation, etc), Carsten Vollrath and his team are a top address.
As recognized Thought Leader and Co-Creator for innovation with a long track record in the digital transformation of leading companies, IPG's expertise within the Swiss dialogue about digitalization and technology management (i.e. in the national INDUSTRIE 2025 initiative) especially with regards to the development of unique digital business models is highly appreciated!
IPG's deep experience in Global Footprint & Operating Model re-design was very valuable. Another key success factor was the close integration of concept development with our organization, coupled with a very pragmatic, results-oriented approach. Within a few months, a concise road map was formulated and full buy-in was secured by our management team.
On the way to our new strategy, we asked ourselves the following questions: What are the trends in our markets? How fast are these trends developing? With which market approach do we want to address which of these trends? Under which "guiding idea" do we want to position our new offering? Pragmatic, comprehensible answers emerged in an interplay between "thought ahead" and "developed in a circle of many. The IPG approach paired with very senior consultants has made a decisive contribution to our development.
IPG's deep experience in Strategy & Business Model Innovation was very valuable. Another key success factor was the close integration of concept development with our organization, coupled with a very pragmatic, results-oriented approach. Within a few months, a concise road map was formulated and full buy-in was secured by our management team.
IPG is a reliable partner in strategy development and implementation. They take the time to involve all stakeholders in the process. Also they have excellent research capabilities that are highly flexible, allowing us to pursue an agile and fast strategy development process. Beyond formulating the strategy, IPG works with stakeholders across the organization to aid implementation, too.
In just a few weeks we identified the existing improvement potential with the help of the IPG benchmarking approach, derived a coherent road map and achieved full buy-in by our Global Supply Chain Management team. Particularly valuable was the trend analysis conducted by IPG, which drew our attention to some key trends and drivers that will change our supply chain in the medium term and which we were able to take into account appropriately in our strategy.
DIGITAL FITNESS along our entire JOST value creation process is a key success factor for us. Together with IPG, we were able to uncover important efficiency potential in purchasing, supply chain and production and define valuable focal points for future digital solutions in company-wide JOST process management
We are driving forward the strategic expansion of our purchasing and supply chain function with high priority. With IPG’s guidance, we have been able to create important prerequisites for further increasing our unit's value contribution to the company's success in the future and initiating the transformation toward digitalization and sustainability.
As recognized Thought Leader and Co-Creator for innovation with an impressive track record in the digital transformation of leading companies, IPG's expertise within the Swiss national INDUSTRIE 2025 initiative, especially with regards to the development of unique digital business models, is highly appreciated!
IPG has helped a lot to focus on creating something really new instead of letting the same thing become more intense. Together with IPG, we have managed to design a fully connected & harmonized operating model and cross-regional shared functions to leverage both our size as well as our expertise. As key result we thereby substantially increased our sales efficiency and productivity.
Thanks to IPG's open innovation approach, we have received interesting solution ideas for our open questions. This gave us fresh ideas and interesting actual opportunities for the future.
As an internationally recognized think tank and consultancy for technology and innovation management, we see IPG as a valuable strategic partner for the expansion of our Science-technology Park. In addition, we benefit from IPG's relevant supply chain expertise in developing and locating highly qualified suppliers for our customers.
The strategic expansion of our commodity group management is a top priority for SBB. With the support of Carsten Vollrath and his team, we were able to realize important steps in expanding our methodological expertise and in deriving commodity group-specific optimization levers and sustainable procurement strategies.
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Digital procurement is a central field of training for us, in which the BME already plays a leading role. We are proud to have won IPG as a strategic partner for the further expansion of our training program. With IPG's relevant innovation and digitization competence, we offer German procurement organizations a first-class range of services to systematically develop and expand their digital competencies.
IPG is one of the leading think tanks and management consultancies for the holistic transformation of purchasing. Above all, with its relevant innovation competence, IPG is a strategic training partner for us for the systematic development of purchasing 4.0 competencies and the initiation of purchasing 4.0 pilot projects in Swiss companies. logo-procure Andreas Kyburz For over 55 years, the Trade Association for Purchasing and Supply Management “procure.ch” has been accompanying procurement employees at industrial, trading and service companies throughout their professional careers. The association links around 1,000 companies from different sectors and of different sizes, along with 500 private individuals.
IPG’s deep experience motivated us to investigate our current business model. Carsten Vollrath’s and his team members full commitment moved us further in building new complement digital business model. Our company's holistic vision has changed, first milestone of the project is done. IPG moved us in the process of digital brewing of our new business model, like the process of making the beer. Thanks to IPG we did START. Now we follow-UP.
The IPG Open Innovation approach has brought us new ideas and concrete solutions much faster, significantly increased our development productivity and integrated potential development suppliers into the process early on. The expectations we had placed in the project were exceeded.
We like to work with IPG because they not only have the skills of strategy consulting and facilitation, but also understand our medical and technical challenges due to their in-depth experience in healthcare.
IPG's deep experience in business model development and especially with regard to open innovation was very valuable. Through networked thinking, we were encouraged to embark on something truly new and to open up widely to explore concrete new offerings, business models and set cornerstones to our organization for a new growth area.
With his relevant experience in various industries, Carsten Vollrath and IPG are an important source of inspiration and sparring partner for us on the topic of "Transformation of the SBB Supply Chain in the Direction of Digitalization and Sustainability”.
I greatly appreciate IPG’s guidance on the MNRS strategizing process in exploring a reimagination of our brand and our charity's business model. In this regards, IPG has given us such a powerful approach to scale and innovate how we deliver services to families in need.
IPG has helped us a lot in sharpening a common understanding of the topic of strategic procurement management across all purchasing units and raising the entire purchasing department to a new level of professionalism. The structural & cultural challenges in the organization associated with the necessary transformation were recognized early on and actively addressed.
IPG is one of the first addresses for supply chain transformation. For us, IPG is an ideal strategic partner not only as an initiator and pioneer, but also as a strategic implementation partner for innovative supply chain solutions and associated digital business models.
On the way to our new order fulfillment organization, we harmonized the roles, tasks and competencies between the functions involved and established a common end-2-end process understanding. In the interplay between "thought ahead" and "agreed within the circle of stakeholders", the IPG approach has contributed decisively to our new setup and our collaborative approach.
IPG has made a strong contribution to our brand relaunch. Thanks to the collection and evaluation of hand-picked customer voices (voice of the customer), we were able to sharpen our positioning and strengthen our brand.
The acknowledged expertise of IPG has helped us a lot in setting up an integrated global Supply Chain & Procurement function which fully supports the new Getinge Operating Model in the best possible way. This included a new organizational setup and corresponding roles and responsibilities as well as a new governance structures for coordination between all SC functions in the group. As one key success factor IPG managed to integrate all relevant functional areas systematically into the redesign process from the very beginning, thereby achieving a high buy-in.
We have had very good experiences with IPG and their Open Innovation approach. In a remarkably short time they have found and mobilized the right external experts. The results of the Open Innovation Workshops opened up new perspectives for us in the development of innovations and were therefore very valuable to us.
On behalf of the Chamber of Commerce, I`m using the opportunity to express satisfaction for the joint fruitful collaboration in the matter of industrialization and digitalization of Serbian economy. As an international think tank and top management consultancy with an impressive track record in the digital transformation of leading companies, IPG's expertise is highly appreciated within the public-private dialogue within the framework of the elaboration of the new industrial policy strategy, as well as the initiative of digital transformation in industry the Republic of Serbia! chamber-of-commerce-serbia Vidosava Dzagić The Chamber of Commerce and Industry of Serbia is an independent, modern and responsible non-budget institution, a national association of all Serbian businessmen who puts their traditions, experience, knowledge and expertise to the best interests of their members and the Serbian economy.
In the comprehensive exchange of knowledge and the global networking of know-how from different areas and perspectives, we see IPG with the relevant industry 4.0 competence as a valuable partner and impulse generator for the further development of Smart Factory solutions.
Future based, disruptive and out of the box thinking. Those who want to shape the future learn methods and skills in the "Certified Digital Procurement Manager" (CDPM) certificate course.
In the "Certified Digital Procurement Manager" (CDPM) certificate course teach Top advisers, who make the red thread in the well-structured course structure clearly noticeable. The final thesis enables the immediate transfer into the daily business.
The "Certified Digital Procurement Manager" (CDPM) certificate course opens the perspective for the current way of working in purchasing and gives new perspectives for a sustainable purchasing organization. The interaction of theoretical basics, practical examples and the work with concrete use cases provides the participants with a suitable tool for the implementation in their own company.
The challenges of a future purchasing structure in Purchasing 4.0 are manifold and decisive. With the certificate course "Certified Digital Procurement Manager", IPG has laid the foundation for us to be able to plan and implement a market-driven & strategic development at an early stage. The methods imparted are innovative and show a trend-setting analysis of upcoming necessities.
My expectations of the "Certified Digital Procurement Manager" (CDPM) certificate course in terms of content, quality and speakers were exceeded. Despite the packed six days, there was no shortage of group work; the class size was ideal for this. In each module we were able to practice the topics in a practical way and at the end we could embed them in the individual case study. I can use this "one to one" in my daily business.
As one of the first classes to be allowed to complete the majority of the "Certified Digital Procurement Manager" (CDPM) certificate course online, the need for digitization was clearly demonstrated to us. Thanks to the exciting modules and the practical case studies, taking into account the entire value chain, my view was sharpened to think and act in digital processes.
