f:T461,

INITIAL SITUATION:

EDiM aimed to meet international automotive standards while building a foundation for sustainable digital transformation.

GOAL:

Empower employees, simplify processes, increase transparency, and secure long-term competitiveness.

IMPLEMENTATION:

Employees trained and equipped with modern IT tools.

Data flows and master data quality significantly improved.

A secure, standards-compliant infrastructure with SharePoint intranet/extranet and modern identity management established.

Two major customer projects (VW and Volvo) digitalised with APQP-compliant project management.

Workflows, forms, and IT systems analysed and optimised using analytics and improved data integration.

Cross-functional automation solutions introduced in Power BI, SharePoint, and Microsoft 365.

RESULT:

EDiM now operates on a modern, connected, and data-driven management system. Digitalised processes and automation strengthen competitiveness and prepare the organisation for future demands in the automotive industry.

10:T507,

INITIAL SITUATION:

KaDeWe recognised the need to modernise its finance operations. Manual processes in accounts receivable and payable required significant time, and the large volume of account reconciliations created considerable effort for the finance team. These conditions limited transparency and slowed financial controlling, making automation an attractive and high-impact opportunity.

IMPLEMENTATION:

Automated financial workflows: Introduced RPA for recurring AR/AP processes and integrated them into SAP Controlling (SAP CO).

Microsoft Power Platform: Built solutions with Power Apps, Power Automate, and Power Query.

AI integration: Applied AI Builder, Azure AI Document Intelligence, AI prompts, and process mining to accelerate document processing.

System connectivity: Integrated four ERP systems and four Outlook mailboxes for end-to-end automation.

Advanced programming: Developed Python scripts with fuzzy matching for automated PDF matching.

RESULT:

KaDeWe significantly modernised its financial processes. Manual workload in AR/AP decreased, reconciliations became much faster, and transparency and data quality improved. The finance team gained efficiency, reliability, and future-readiness.

11:T481,

INITIAL SITUATION:

Bosch Mobility Aftermarket USA faced the challenge of making existing processes more transparent and efficient. The goal was to accelerate digitalization in key business areas — to reduce manual workload, improve decision-making processes, and strengthen cross-departmental collaboration.

IMPLEMENTATION:

System integration: Connection of SAP ERP, integration with Microsoft Teams, and use of Power Query M code for data models.

Process analysis & optimization: Recording of as-is processes, definition of target process flows, and implementation of digital workflows.

Microsoft Power Platform: Development of business applications with Power Apps, automation of processes with Power Automate, and creation of dataflows.

RESULT:

By implementing these measures, manual work steps were significantly reduced. Data was consolidated and transformed into automated processes, enabling faster and more informed decisions. In addition, cross-departmental collaboration was strengthened through integrated digital solutions that contribute sustainably to business performance.

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