The Key Manufacturing Highlights from aim10x Europe

Amsterdam, NL – aim10x Europe, hosted by o9 Solutions, brought together more than 300 senior leaders from supply chain, commercial, and IT functions for a focused day of discussion on digital transformation. Set in an open and collaborative venue, the event featured three interactive stages, live GenAI demonstrations, industry-deep sessions, and curated spaces for one-on-one engagement.

The agenda prioritized outcomes over abstraction. Instead of high-level frameworks, attendees heard directly from global manufacturers including RHI Magnesita and Teleflex. Each shared the results they are achieving, the obstacles they continue to face, and the organizational shifts that make sustainable transformation possible.

RHI Magnesita: Scaling Digital Planning with Measurable Impact

RHI Magnesita, a global leader in refractory products with operations in over 100 countries and a portfolio of 130,000 SKUs, shared key learnings from its ongoing digital transformation, Project Everest. Powered by o9 Solutions, the initiative aims to modernize planning and execution capabilities across the enterprise.

Adnan Shahid, Vice President of Supply Chain Planning and Procurement, and Gerhard Mühlhans, Vice President and Head of the Supply Chain Center of Excellence, described the organization’s shift from legacy processes, where 79 planners operated independently using spreadsheets, to a centralized, digital platform. “We needed a complete mindset shift,” Adnan stated. The team conducted a rigorous internal evaluation, including consultations with Gartner and input from more than 60 stakeholders, before selecting o9 based on its ability to support integrated, end-to-end planning and execution.

Following a successful pilot in North America, RHI Magnesita expanded the rollout to Europe. The company reported early gains, including a 24 percent reduction in inventory levels and verified cost savings exceeding €81 million. This phased approach was designed to scale capabilities while ensuring alignment across implementation teams, technology partners, and internal functions.

Gerhard noted that initial training, which relied heavily on external consultants, failed to drive sufficient engagement. The company responded by shifting ownership to a hybrid model with global and regional teams, significantly improving adoption. To date, more than 700 employees have been trained. Executive incentives are now directly tied to project performance, reinforcing accountability and sustaining momentum.

Teleflex: Building Supply Chain Resilience through Governance and Data Discipline

David Clarke, Vice President of Demand Fulfillment and Procurement at Teleflex, described how the COVID-19 crisis revealed critical vulnerabilities across the company’s $3 billion global supply chain, which spans 36 countries. Although Teleflex operated on a unified ERP platform, a series of rapid acquisitions had resulted in fragmented processes, inconsistent data, and siloed operations.

In response to growing scrutiny from hospitals due to device shortages, the company prioritized resilience and governance as the foundation for transformation. It established a command center in Ireland, staffed by internal experts, which later evolved into a permanent Center of Excellence.

Two major challenges quickly surfaced: master data harmonization and effective use of analytics. “We underestimated the difficulty of harmonizing data definitions,” David acknowledged. This experience highlighted the need for disciplined data stewardship as a prerequisite to technology adoption.

The selection of o9 Solutions was based on the platform’s flexibility and its alignment with Teleflex’s business processes. More importantly, the company sought a partner that recognized the central role of people in driving change. “The people helping you win today are the same ones who will help you succeed tomorrow,” David stated.

Teleflex has since shifted its approach to prioritize data validation and cleansing during system rollout, rather than as a post-implementation step. The company is leveraging o9 to develop real-time reporting capabilities and is nearing completion of its demand planning deployment. Supply planning and integrated business planning will follow, aligned with its broader S/4HANA transformation strategy.

David concluded that lasting transformation depends on three pillars: strong governance, high-quality data, and fully engaged teams. Technology alone, he emphasized, is not sufficient to deliver sustainable impact.

Angela Qu: Reframing Supply Chain as a Strategic Driver

Angela Qu, a seasoned board member and respected manufacturing executive, shared practical guidance on how to secure executive alignment during a conversation with Philippe Wolff, Global Vice President at o9 Solutions. She identified a common barrier: supply chain functions are often perceived as support rather than strategic. To shift this perception, she advised reframing the narrative around outcomes that matter to senior leadership, such as revenue growth, inventory reduction, and improved cash flow.

“COVID-19 was a turning point,” Angela noted. “It gave us a real opportunity to show the value of scenario planning and transparent decision-making.” She stressed that transparency is not just about data or systems. It is a cultural enabler that drives cross-functional collaboration.

Angela also highlighted the importance of addressing change at a personal level. “If a change improves someone's work-life balance, they’ll support it.” She explained that earning employee buy-in is as critical as securing executive support.

Drawing on her board experience, Angela concluded that transformation efforts must clearly articulate measurable value to build trust. Framing supply chain investments as strategic levers for long-term resilience is essential to gain board-level approval and drive sustained impact.

Looking Ahead: aim10x Americas | September 10 | Dallas

aim10x Europe offered a clear view into how leading manufacturers are translating transformation strategies into daily operations. Across a range of contexts, a consistent set of enablers emerged. These included strong executive sponsorship, robust data governance, and a direct connection between technology investments and business outcomes.

The sessions also underscored a broader truth. Sustainable impact does not come from digital tools alone. Organizations that deliver lasting change embed transformation into decision-making at every level. They shift mindsets, empower teams, and anchor efforts in measurable value creation.

As supply chains face ongoing disruption and complexity, these insights offer a practical foundation for action. The conversation will continue at aim10x Americas in Dallas on September 10, where global leaders will explore the next wave of intelligent planning and execution.

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