Manufacturing buyers judge everything against downtime and payback period. The operational people who live with the system and the executives who fund it need different arguments, and both have to be convinced.
Industrial technology, supply chain, and operational software
A plant manager who does not believe a system will survive contact with the floor can end an evaluation regardless of the business case. Operational credibility comes before the financial argument, not after it.
The question underneath every manufacturing evaluation is what happens to production during changeover. Until that has a credible answer, nothing else in the pitch is being heard.
This sector responds to arithmetic and to peers. A credible payback calculation and a comparable plant that made the change are worth more than any amount of positioning.
Manufacturing groups buy at group level and at site level, often independently. Targeting the parent alone misses the plant where the actual problem is being felt.
The programs that work best in this sector.
Tell us what you replace on the floor and we will map the plants and groups running it.
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