The client set up a product-process programme intended to simplify and secure the after-sales documentation chain. The end goal is to reduce production costs, improve client satisfaction and boost sales opportunities for additional parts. Through proof of concept (POC), the automobile manufacturer seeks to reduce functional, technical and project-related risks before launching a project aimed at meeting the requirements of the sales network, independent repairers and technical support businesses in 114 countries and 20 languages.



Developing a proof of concept to secure the launch of a strategic SLM project

We supported the automobile manufacturer in the business and IT management of the creation of the POC: loading the digital vehicle mock-up, managing the vehicle’s welding points, vehicle diversity, PR200 classification, spare parts catalogue, and publication on the after-sales network portal. To this end, we configured pdmlink, arbortext, JT2Crereo, pdmstep, Creo view and Creo illustrate.

Substantially lower risk

We were able to support the client with the integration and implementation of its SLM solution. The main advantage: reducing functional and technical risks related to the implementation of the pdmlink solution.

In addition, the accurate estimate of integration and implementation costs for the targeted IT solution meant the project budget could be prepared without unexpected cost overruns. This optimal budget management is the perfect illustration of our competitiveness.


Linked articles

Modernising the IS
Modernising the IS

IS Directors are looking to substantially reduce the costs of their information system (infrastructures and applications), handle its obsolescence and ensure its renovation in order to achieve their digital transformation and respond to new demands. To achieve this, IS Directors must factor in the specific characteristics of their software environment, and standardise and automate the modernisation processes through complex renovation, reconstruction, conversion or migration programmes, or through the choice to decommission certain assets.


The digital era has prompted an upsurge in new uses and generated new expectations among consumers and employees. It has led to a collaborative economy – car sharing, couchsurfung, crowdfunding, uberisation, etc. – spurred on by the widespread use of connected objects. Smartphones are now commonplace along with YouTube as an e-learning tool and online shopping. For a successful digital transformation, we must deploy a strategy and resources that can factor in pressure from the end customer, work with the company and its reputation, respond to the needs of employees who expect to use the same tools in their careers as in their private lives and compete with new market entrants whose economic models are exclusively digital.