[{"data":1,"prerenderedAt":121},["ShallowReactive",2],{"cHAf11RPMZfRt3cWT--WDw1wi9VDMz-rOYNnlmV2o1s":3,"_apollo:default":119,"_apollo:identified":120},{"seo":4,"posts":15},{"social":5,"openGraph":11,"__typename":14},{"twitter":6,"__typename":10},{"cardType":7,"username":8,"__typename":9},"summary_large_image","dassault3ds","SEOSocialTwitter","SEOSocial",{"defaultImage":12,"__typename":13},null,"SEOOpenGraph","SEOConfig",{"nodes":16,"__typename":118},[17],{"id":18,"slug":19,"title":20,"uri":21,"excerpt":22,"locale":23,"featuredImage":26,"tableOfContents":34,"content":41,"date":42,"translations":43,"author":44,"tags":57,"globalTags":71,"brands":83,"keywords":94,"seo":106,"__typename":117},"cG9zdDozMDM0OTc=","how-global-manufacturers-like-borgwarner-use-mom-to-unify-supply-chain-and-production-execution","How Global Manufacturers Like BorgWarner Use MOM to Unify Supply Chain and Production Execution","/brands/delmia/how-global-manufacturers-like-borgwarner-use-mom-to-unify-supply-chain-and-production-execution","\u003Cp>In an industrial environment defined by speed, complexity and constant disruption, siloed operations undermine efficiency. That is why global manufacturers are adopting MOM as the critical link between strategic supply chain planning and real-time execution on the shop floor. Discover how manufacturers use Manufacturing Operations Management (MOM) to close the gap between supply chain logistics and shop floor production, enabling real-time operational efficiency.\u003C/p>\n",{"locale":24,"__typename":25},"en_US","Locale",{"node":27,"__typename":33},{"large":28,"__typename":29,"medium_large":28,"thumbnail":30,"srcSet":31,"sizes":32},"https://blog-assets.3ds.com/uploads/2026/06/global-manufacturers-mom-supply-chain-delmia-588x355-1.jpeg","MediaItem","https://blog-assets.3ds.com/uploads/2026/06/global-manufacturers-mom-supply-chain-delmia-588x355-1-150x150.jpeg","https://blog-assets.3ds.com/uploads/2026/06/global-manufacturers-mom-supply-chain-delmia-588x355-1-300x181.jpeg 300w, https://blog-assets.3ds.com/uploads/2026/06/global-manufacturers-mom-supply-chain-delmia-588x355-1.jpeg 588w","(max-width: 300px) 100vw, 300px","NodeWithFeaturedImageToMediaItemConnectionEdge",[35,36,37,38,39,40],"The Disconnect Is Structural, Not Accidental|the-disconnect-is-structural-not-accidental-0","Three Pressures Forcing Unification|three-pressures-forcing-unification-1","What Unification Looks Like in Practice|what-unification-looks-like-in-practice-2","Case Study: How BorgWarner Standardized Global Production with Unified Execution|case-study-how-borgwarner-standardized-global-production-with-unified-execution-3","Unification at Every Scale|unification-at-every-scale-4","Bottom Line|bottom-line-5","\n\u003Cp>Your procurement team in Stuttgart just locked in a new resin supplier to offset the latest round of tariffs. The substitution saves 12% on raw material costs. But the engineering change notice hasn’t reached the production line in Puebla, where operators are still running the old formulation. Quality flags the batch three shifts later when test results fall outside specification. Two days of production go to rework. The savings from the supplier switch evaporate in a single weekend.\u003C/p>\n\n\n\n\u003Cp>The failure isn’t in procurement’s decision. The failure is in the gap between where supply chain decisions\u003Cstrong> \u003C/strong>get made and where production \u003Cstrong>execution happens\u003C/strong>. That gap persists because most manufacturers built their supply chain planning and shop floor execution systems independently, at different times, on different platforms, for different stakeholders. The resulting architecture creates a structural blind spot: supply chain teams optimize sourcing and logistics in one system while production teams execute work orders in another. Changes in one domain take hours, days, or weeks to reach the other.\u003C/p>\n\n\n\n\u003Cp>Closing that gap is the operational definition of what \u003Ca href=\"https://www.3ds.com/products/delmia/manufacturing-operations/manufacturing-operations-management\" target=\"_blank\" rel=\"noreferrer noopener\">Manufacturing Operations Management (MOM)\u003C/a> platforms exist to do. Not by replacing \u003Ca href=\"https://www.3ds.com/products/delmia/delmiaworks\" type=\"link\" id=\"https://www.3ds.com/products/delmia/delmiaworks\" target=\"_blank\" rel=\"noreferrer noopener\">ERP\u003C/a> or \u003Ca href=\"https://www.3ds.com/products/delmia/manufacturing-operations/manufacturing-execution-system\" target=\"_blank\" rel=\"noreferrer noopener\">MES\u003C/a>, but by connecting them into a single execution layer that spans supply chain coordination and production control.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"the-disconnect-is-structural-not-accidental-0\">\u003Cstrong>The Disconnect Is Structural, Not Accidental\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>The separation between supply chain and production execution didn’t happen by mistake. It reflects decades of software architecture decisions where different problems got solved by different tools. ERP handles planning and procurement. MES handles shop floor execution. Warehouse management systems track inventory. Quality management runs in yet another application. Each system does its job. None of them share a common operational model that connects a supplier change to a routing adjustment to an updated work instruction on the shop floor.\u003C/p>\n\n\n\n\u003Cp>Only \u003Ca href=\"https://procurementtactics.com/supply-chain-statistics/\" target=\"_blank\" rel=\"noreferrer noopener\">\u003Cstrong>6% of businesses report full supply chain visibility\u003C/strong>\u003C/a>, according to Procurement Tactics. That statistic has held stubbornly constant even as manufacturers have invested billions in digital transformation. \u003Ca href=\"https://www.mckinsey.com/capabilities/operations/our-insights/supply-chain-risk-survey\" target=\"_blank\" rel=\"noreferrer noopener\">McKinsey’s 2025 supply chain risk survey\u003C/a> found that most companies understand their risk exposure only to tier one. The visibility problem isn’t a data problem. It’s an architecture problem. Data exists in every silo. What’s missing is a unified execution model that connects procurement decisions to production consequences in real time.\u003C/p>\n\n\n\n\u003Cp>As Mike Bradford, Director of Strategic Business Development for DELMIA at Dassault Systèmes, \u003Ca href=\"https://blog.3ds.com/brands/delmia/the-benefits-of-mom-mes-and-why-the-differences-matter/\" target=\"_blank\" rel=\"noreferrer noopener\">has written extensively\u003C/a>: MOM doesn’t replace MES or ERP. It connects and extends them. MES systems tend to operate as plant-level applications, tracking execution within a single facility. MOM operates at the enterprise level, governing the larger footprint of manufacturing across every site. When supply chain disruptions surface or material specifications change, a MOM platform records the change once and propagates it to every facility that needs it. That architectural difference is what transforms isolated plant responses into coordinated network action.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"three-pressures-forcing-unification-1\">\u003Cstrong>Three Pressures Forcing Unification\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>The gap between supply chain and production execution has always existed. What’s changed is the cost of leaving it open. Three pressures are making that cost visible at the executive level.\u003C/p>\n\n\n\n\u003Cp>\u003Cstrong>Tariff volatility demands coordinated response. \u003C/strong>In 2025, U.S. tariffs on steel and aluminum doubled to 50%, reshaping material flows across automotive, construction, and general manufacturing. \u003Ca href=\"https://www.deloitte.com/us/en/insights/industry/manufacturing/manufacturing-industry-outlook.html\" target=\"_blank\" rel=\"noreferrer noopener\">Deloitte reported\u003C/a> that 73% of U.S. manufacturers cited trade uncertainties as a top business challenge in the first quarter of 2025, a sharp increase from 37% just two quarters earlier. \u003Ca href=\"https://www.mckinsey.com/capabilities/operations/our-insights/supply-chain-risk-survey\" target=\"_blank\" rel=\"noreferrer noopener\">McKinsey found\u003C/a> that 45% of companies facing tariff impacts were increasing inventories, 39% were pursuing dual sourcing, and 33% were developing nearshoring plans. Each of those responses changes material flows, supplier relationships, and production schedules across multiple facilities simultaneously. A supply chain adjustment that doesn’t automatically propagate to production execution across every affected plant creates the exact kind of gap that turns cost savings into rework.\u003C/p>\n\n\n\n\u003Cp>\u003Cstrong>Market growth reflects operational urgency. \u003C/strong>The MOM software market reached $13.7 billion in 2025, according to \u003Ca href=\"https://www.imarcgroup.com/manufacturing-operations-management-software-market\">IMARC Group\u003C/a>, and is projected to grow to $26.9 billion by 2034. \u003Ca href=\"https://www.grandviewresearch.com/industry-analysis/manufacturing-operations-management-software-market-report\" target=\"_blank\" rel=\"noreferrer noopener\">Grand View Research\u003C/a> pegged the market higher, estimating $17.46 billion in 2024 and forecasting growth to $76.71 billion by 2033 at a 19.1% CAGR. The services segment is growing fastest, driven by manufacturers needing help connecting systems that were never designed to talk to each other. That growth trajectory tells a clear story: manufacturers are investing in operational orchestration because they’ve learned what it costs to run supply chain and production as disconnected functions.\u003C/p>\n\n\n\n\u003Cp>\u003Cstrong>Workforce gaps erase institutional knowledge. \u003C/strong>\u003Ca href=\"https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/us-manufacturing-could-need-new-employees-by-2033.html\" target=\"_blank\" rel=\"noreferrer noopener\">Deloitte projects\u003C/a> the manufacturing sector will need approximately 3.8 million new workers between 2024 and 2033, with roughly half of those positions at risk of going unfilled. When experienced planners who knew which suppliers served which plants, which materials could substitute for which, and how a supply change would cascade through production schedules retire, that knowledge leaves with them. A MOM platform captures those relationships as digital logic that executes consistently regardless of who is running the planning desk or the shop floor.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"what-unification-looks-like-in-practice-2\">\u003Cstrong>What Unification Looks Like in Practice\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>A unified MES/MOM platform like \u003Ca href=\"https://www.3ds.com/products/delmia/apriso\" target=\"_blank\" rel=\"noreferrer noopener\">DELMIA Apriso\u003C/a> connects supply chain coordination and production execution through a shared operational model.Bills of materials, routing logic, quality specifications, and material allocation rules reside in a single repository. When procurement approves a material substitution, the updated specification flows to every affected plant’s work instructions, quality checks, and inventory records without manual intervention. When a shipment delay hits one facility, production schedules at downstream plants adjust automatically.\u003C/p>\n\n\n\n\u003Cp>\u003Ca href=\"https://www.3ds.com/products/delmia/apriso/center-excellence\" target=\"_blank\" rel=\"noreferrer noopener\">Global Process Manager\u003C/a> enables manufacturing teams to build, version, and deploy process templates across every plant in the network. A process improvement validated at one site gets reviewed centrally and pushed to other locations. Each facility configures local parameters for equipment, regulations, and shift structures without modifying the template itself. That’s how one platform governs 50 or 100 plants without each deployment becoming its own integration project.\u003C/p>\n\n\n\n\u003Cp>\u003Ca href=\"https://www.3ds.com/products/delmia/virtual-twin-manufacturing\" target=\"_blank\" rel=\"noreferrer noopener\">Virtual twin technology\u003C/a> extends the unification further. Manufacturers can simulate alternative material sourcing\u003Cstrong> \u003C/strong>scenarios, test the production impact of a supplier switch, and validate schedule changes before committing capital or disrupting active production. The simulation runs against the same data model that production uses, so the results reflect actual operational constraints rather than planning assumptions.\u003C/p>\n\n\n\n\u003Cp>Bradford’s framing captures the operational logic: supply chain visibility without production execution integration is incomplete intelligence. You know what’s happening upstream, but you can’t act on it downstream without manual handoffs. Production execution without supply chain awareness is reactive by default. You discover the problem when the line stops. MOM unifies both views into a single system where a change in one domain automatically informs the other.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"case-study-how-borgwarner-standardized-global-production-with-unified-execution-3\">\u003Cstrong>Case Study: How BorgWarner Standardized Global Production with Unified Execution\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>\u003Ca href=\"https://www.3ds.com/insights/customer-stories/borgwarner\" target=\"_blank\" rel=\"noreferrer noopener\">BorgWarner\u003C/a>, a global leader in propulsion and drivetrain technologies, faced the integration challenge directly. The company operates manufacturing sites across multiple continents, each producing components that feed into complex automotive supply chains with tight delivery windows and rigorous quality requirements. Running supply chain coordination and production execution as separate functions at that scale creates exactly the kind of visibility gap that turns a routine supplier adjustment into a cross-plant disruption.\u003C/p>\n\n\n\n\u003Cp>BorgWarner deployed \u003Ca href=\"https://www.3ds.com/products/delmia/apriso\">DELMIA Apriso\u003C/a> to unify execution across its global manufacturing footprint. As William Sun, General Manager, described the strategic intent: “The collaboration with Dassault Systèmes’ DELMIA Apriso is focused on building our Lean business process and establishing a standardized operation for our global manufacturing sites.” That standardization is the foundation for supply chain and production unification. When every plant runs on the same execution model, a procurement decision in one region propagates to production operations globally without the manual reconciliation that fragmented systems require.\u003C/p>\n\n\n\n\u003Cp>The deployment eliminated data silos that had previously isolated material inspection, production tracking, quality testing, and warehouse logistics into separate systems. Engineers reduced time spent integrating data from disconnected sources from four to five hours down to minutes. Quality traceability improved as well, with single-piece and raw material tracking becoming more accurate across the entire production process. The platform also enabled paperless operations, reducing administrative costs while giving every facility access to the same real-time production data.\u003C/p>\n\n\n\n\u003Cp>That combination of results illustrates the core value proposition. The hours previously consumed by manual data reconciliation get redirected to production improvement. Quality systems gain the granularity needed to trace individual components back to their source materials. And administrative overhead drops because paper-based tracking gives way to a digital execution model that captures data at the point of activity. Each of those outcomes flows from the same architectural decision: unifying supply chain and production execution on a single platform.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"unification-at-every-scale-4\">\u003Cstrong>Unification at Every Scale\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>Supply chain and production unification is sometimes positioned as an enterprise-only capability. It shouldn’t be. Mid-tier manufacturers\u003Cstrong> \u003C/strong>running 50 to 500 employees face the same disconnect between procurement decisions and shop floor execution, often with smaller teams absorbing the coordination workload. Their margins are thinner, which makes every hour spent reconciling supply data with production records more expensive relative to output.\u003C/p>\n\n\n\n\u003Cp>\u003Ca href=\"https://www.3ds.com/products/delmia/delmiaworks\" target=\"_blank\" rel=\"noreferrer noopener\">DELMIAWorks\u003C/a> delivers integrated MES and ERP capabilities for mid-market manufacturers using the same principle that drives enterprise MOM: a single platform where supply chain data and production execution share a common model. When a purchase order changes, the production schedule reflects it. When a quality hold affects incoming material, work orders adjust. The integration is native to the platform rather than built through middleware, which means the mid-tier manufacturer gets the same supply chain to production continuity that enterprises achieve with global MOM deployments.\u003C/p>\n\n\n\n\u003Ch2 class=\"wp-block-heading\" id=\"bottom-line-5\">\u003Cstrong>Bottom Line\u003C/strong>\u003C/h2>\n\n\n\n\u003Cp>The separation between supply chain management and production execution is the most expensive architectural gap in manufacturing today. Every material substitution that doesn’t reach the shop floor in time, every schedule change that sits in one system while production runs on stale data in another, every quality deviation caused by a specification update that arrived too late: all trace back to the same root cause. Supply chain and production execution operate on different platforms with different data models and different update cycles.\u003C/p>\n\n\n\n\u003Cp>MOM exists to close that gap. MES gives you control of each shop floor. ERP gives you visibility into planning and procurement. MOM connects both into a unified execution layer where changes propagate instantly and decisions made upstream automatically inform actions downstream. The manufacturers gaining ground are the ones whose systems don’t require a human bridge between what the supply chain decides and what production executes. In an environment where \u003Cstrong>73% of manufacturers cite trade uncertainty\u003C/strong> as their top challenge and the workforce that used to coordinate these handoffs manually is retiring at scale, the question is whether you close the gap architecturally or keep paying the cost of closing it manually, one disruption at a time.\u003C/p>\n\n\n\n\u003Cdiv class=\"wp-block-buttons is-content-justification-center is-layout-flex wp-container-core-buttons-is-layout-16018d1d wp-block-buttons-is-layout-flex\">\n\u003Cdiv class=\"wp-block-button is-style-fill\">\u003Ca class=\"wp-block-button__link has-text-color has-background has-link-color wp-element-button\" href=\"https://www.3ds.com/products/delmia\" style=\"color:#000000fc;background-color:#ffcd00\" target=\"_blank\" rel=\"noreferrer noopener\">\u003Cstrong>Visit DELMIA’s Website\u003C/strong>\u003C/a>\u003C/div>\n\u003C/div>\n\n\n\n\u003Cp>\u003Cem>DELMIA, from Dassault Systèmes, enables manufacturers to keep factory operations running smoothly. Powered by the \u003Cstrong>3D\u003C/strong>EXPERIENCE platform, our Manufacturing Operations Management (MOM) and Manufacturing Execution Systems (MES) solutions establish a unified digital environment that provides real-time visibility and AI-enhanced control. By connecting the virtual and real worlds, we enable you to streamline complex processes, minimize waste and guarantee quality. Harnessing data-driven insights and intelligent automation allows for optimized production, enhanced adaptability to disruptions and the delivery of sustainable, customer-focused manufacturing performance at scale.\u003C/em>\u003C/p>\n","2026-06-22T14:48:34",[],{"node":45,"__typename":56},{"nicename":46,"description":47,"slug":46,"name":48,"firstName":49,"lastName":50,"avatar":51,"__typename":55},"louiscolumbus","Louis Columbus is currently serving as a member of the DELMIA Marketing team, where he assists with DELMIAWorks and robotics solutions. Previous positions include product management at Ingram Cloud, product marketing at iBASEt, Plex Systems, senior analyst at AMR Research (now Gartner), marketing and business development at Cincom Systems, Ingram Micro, a SaaS start-up and at hardware companies. Professional experience includes marketing, product management, sales and industry analyst roles in the enterprise software and IT industries. Columbus' academic background includes an MBA from Pepperdine University and completion of the Strategic Marketing Management and Digital Marketing Programs at the Stanford University Graduate School of Business. He teaches MBA courses in international business, global competitive strategies, international market research, and capstone courses in strategic planning and market research. Columbus has taught at California State University, Fullerton: University of California, Irvine; Marymount University, and Webster University.","Louis Columbus","Louis","Columbus",{"default":52,"url":53,"__typename":54},"mm","https://secure.gravatar.com/avatar/3d07956a519d5c4d98b3a22d5efa5a6f76a14015afbce4388179a36c8eab3914?s=96&d=mm&r=g","Avatar","User","NodeWithAuthorToUserConnectionEdge",{"edges":58,"nodes":66,"__typename":70},[59],{"isPrimary":60,"node":61,"__typename":65},true,{"slug":62,"name":63,"__typename":64},"manufacturing","Manufacturing","Taxonomy_topic","PostToTaxonomy_topicConnectionEdge",[67],{"id":68,"name":63,"uri":69,"__typename":64},"dGVybTo4MDE0","/topics/manufacturing/","PostToTaxonomy_topicConnection",{"nodes":72,"__typename":82},[73,78],{"id":74,"name":75,"uri":76,"__typename":77},"dGVybTo4OTE0","Manufacturing & Operations","/tags/manufacturing-operations/","Taxonomy_tag",{"id":79,"name":80,"uri":81,"__typename":77},"dGVybTo5MTA0","Virtual Twin","/tags/virtual-twin/","PostToTaxonomy_tagConnection",{"edges":84,"nodes":91,"__typename":93},[85],{"isPrimary":60,"node":86,"__typename":90},{"slug":87,"name":88,"__typename":89},"delmia","DELMIA","Taxonomy_brand","PostToTaxonomy_brandConnectionEdge",[92],{"name":88,"slug":87,"__typename":89},"PostToTaxonomy_brandConnection",{"nodes":95,"__typename":105},[96,99,101,103],{"name":97,"__typename":98},"ERP","Taxonomy_keyword",{"name":100,"__typename":98},"MES",{"name":102,"__typename":98},"MOM",{"name":104,"__typename":98},"supply chain","PostToTaxonomy_keywordConnection",{"title":107,"metaDesc":108,"opengraphAuthor":109,"opengraphDescription":108,"opengraphTitle":20,"opengraphUrl":110,"opengraphSiteName":111,"opengraphPublishedTime":112,"opengraphModifiedTime":113,"twitterTitle":109,"twitterDescription":109,"readingTime":114,"metaRobotsNoindex":115,"__typename":116},"How Global Manufacturers Use MOM to Unify Supply Chain and Production - Dassault Systèmes blog","Discover how manufacturers leverage MOM to bridge the gap between supply chain logistics & shop floor production for real-time operational efficiency.","","https://blog-frontoffice-contrib-prd.itvpc.3ds.com/brands/delmia/how-global-manufacturers-like-borgwarner-use-mom-to-unify-supply-chain-and-production-execution/","Dassault Systèmes blog","2026-06-22T14:48:34+00:00","2026-06-22T14:48:38+00:00",9,"index","PostTypeSEO","Post","RootQueryToPostConnection",{},{},1782140775425]