The strategic role of our Digital & Tech Manufacturing Execution System team in shop-floor digitalization

How our Manufacturing Execution System (MES) can influence a production site

The post-merger strategy: centralization and rationalization

Following the merger of DSM and Firmenich in 2023, the newly formed organization faced the significant challenge of unifying its manufacturing technology landscape. Historically, sites had considerable autonomy in selecting and deploying shop-floor solutions. This led to a diverse portfolio of technologies, varying levels of digital maturity, and, in some cases, hybrid architectures that combined multiple systems. While this flexibility allowed for tailored solutions, it also introduced inefficiencies, duplicated efforts, and made centralized support difficult.

To address these challenges, Digital & Tech (D&T) initiated a strategic program focused on centralization and rationalization of manufacturing solutions and support. This program is structured into three distinct phases:

Phase 1: portfolio identification and assessment (2024)

The first phase, launched in 2024, was dedicated to mapping the existing portfolio of manufacturing solutions across all sites. The assessment revealed several key insights:

• Decentralized decision-making: Many sites had independently chosen their manufacturing technologies, often based on local preferences or immediate needs rather than long-term strategic alignment.
• Hybrid architectures: In some cases, hesitation or uncertainty led to the coexistence of multiple systems within a single site, creating hybrid architectures that were difficult to manage and support.
• Lack of standardization: The absence of a unified approach hindered the ability to scale best practices, leverage shared resources, and ensure consistent data quality.

This comprehensive portfolio review was essential to establish a baseline and identify opportunities for consolidation.

Phase 2: strategy definition and factory archetype analysis (2025)

Building on the findings from phase 1, the focus in 2025 shifted to developing a final, proper strategy for manufacturing technology across the organization. A critical step in this process was the identification of factory archetypes, which enabled a tailored yet standardized approach:

• Pharma-grade factories: These sites require stringent compliance with regulatory standards, advanced traceability, and high levels of process control.
• Non-pharma-grade factories: Representing more than 85% of our manufacturing footprint, these sites have less demanding regulatory requirements but still require robust digitalization capabilities.

Our solutions can range from personalized morning supplements to a burger made with plant-based proteins, so we decided to categorize our manufacturing sites according to their regulatory needs. 

By recognizing these two distinct archetypes, D&T was able to select native-oriented technologies that best fit the operational and compliance needs of each group. This strategic alignment ensures that every factory, regardless of its specific requirements, benefits from a solution optimized for its context.

The strategy also established clear guidelines for technology selection, implementation, and support, moving away from site-specific decisions towards a centralized, enterprise-wide approach.

Phase 3: deployment and scaling (2026 and beyond)

With the strategy defined and technologies selected, 2026 marks the beginning of large-scale deployment. This phase is characterized by:

• Centralized management of MES initiatives: All new MES projects will be managed centrally by the D&T MES team, ensuring alignment with the overall strategy and leveraging shared expertise.
• Standardized implementation: Deployment will follow a consistent methodology, reducing variability and accelerating time-to-value.
• Increased workload for D&T MES team: The shift to central management will significantly increase the workload for the MES chapter, as it takes on responsibility for planning, execution, and ongoing support across all sites.
• Continuous improvement: The centralized approach allows for ongoing optimization, rapid identification of issues, and implementation of best practices at scale.

This phase is not only about technology deployment but also about cultural change. It requires close collaboration with manufacturing teams, change management, and a focus on delivering tangible benefits to the shop floor.

The importance of MES in the digital transformation journey

MES is more than just a tool—it is a strategic enabler of digital transformation. By providing real-time visibility into production processes, MES supports data-driven decision-making, enhances operational agility, and improves product quality. Its integration with other enterprise systems (such as ERP, APS, and quality management) ensures seamless flow of information, enabling end-to-end optimization.

Key benefits of MES include:

• Standardization: Ensures consistent processes and data across all sites.
• Efficiency: Automates routine tasks, reduces manual interventions, and minimizes errors.
• Compliance: Supports regulatory requirements, particularly in pharma-grade factories.
• Scalability: Facilitates rapid rollout of new processes and technologies.
• Transparency: Delivers real-time insights into production status, performance, and issues.

The centralized approach adopted by D&T amplifies these benefits, making it possible to achieve economies of scale, share expertise, and drive continuous improvement.

Challenges and considerations

While the strategy is robust, several challenges must be addressed:

• Change management: Moving from decentralized to centralized management requires buy-in from site leaders and manufacturing teams. Effective communication, training, and support are essential.
• Resource allocation: The increased workload for the D&T MES chapter must be matched with appropriate resources, including staffing, training, and tools.
• Technology integration: Ensuring seamless integration between MES and other systems is critical for maximizing value.
• Local adaptation: While standardization is key, the solution must remain flexible enough to accommodate specific local needs where necessary.

Conclusion

The D&T MES team leads the foundation of our shop-floor digitalization strategy. By centralizing and rationalizing our approach, we are positioning the company for sustainable growth, operational excellence, and competitive advantage. The phased strategy ensures that every factory, regardless of its archetype, benefits from a solution optimized for its needs.

As we move into the deployment phase, collaboration, communication, and continuous improvement will be essential. The D&T MES team will play a pivotal role in driving this transformation, ensuring that technology serves as a true enabler of business value.

This journey reflects our commitment to excellence, innovation, and the realization of the full potential of digital manufacturing.

Interested in taking part in the journey? Discover your next step with us: https://jobs.dsm-firmenich.com/careers?start=0&sort_by=hot&filter_departments=IT