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18.06.26
End-to-end process automation between PLM, simulation and ERP
In modern development departments, data silos arise on a daily basis when different systems cannot communicate directly with one another. A requirement is documented in one tool, then manually transferred to another. Simulation results are fed from Excel files into the planning process. Changes in design trigger manual cost calculations in separate systems. These disconnections waste time, lead to errors and slow down innovation. End-to-end automation bridges these gaps.
Definition: End-to-end engineering in a modern context
End-to-end means automatically orchestrating a process from start to finish, without any manual handover points. In engineering, this journey begins with the requirement. A customer formulates a technical objective. The design engineer develops a design based on this – supported by CAD systems such as NX, managed in Teamcenter. The design is simulated in parallel to check its feasibility. The simulation engineer assesses loads, flow patterns and thermal behaviour. Based on these results, the design is adjusted. The approved version must be transferred to the ERP system, where procurement and logistics define the material costs and supply sources. Those responsible for costs need rapid feedback on price implications. A committee approves the final release.
This path – from concept to approval to ERP integration – is the classic engineering life cycle. In practice, this cycle is now fragmented across multiple systems. This is the problem that end-to-end automation solves.
Typical media breaks and hidden costs
Media discontinuity number one: between requirements management and design. A requirement is set out in a specification document. The design engineer reads it, interprets it and implements it in NX. Later, the requirement is changed. Do all design elements still comply with the updated specification? Traceability is manual and prone to errors.
Media Discontinuity Number Two: PLM and Simulation. The design engineer exports their NX model and emails it to the simulation engineer. Alternatively, the simulation uses the Teamcenter file server, but the CAD model is not stored there in the optimal quality. After the simulation, the results are returned to the CAD team as PDF or Excel files. Have all the findings been incorporated into the design model? Was the simulated variant subsequently transferred to the correct CAD version? This is often unclear.
Media break number three: engineering and ERP. An approved design must be transferred to the ERP system. In practical terms, this means that the bill of materials from Teamcenter must be imported into SAP, Microsoft Dynamics or another system. This is done manually or via error-prone interfaces. Costs are calibrated there. But if the design engineer has made even a minor change – will that still be correct in the ERP system? Or is there now an outdated version there?
Data discontinuity number four: Excel and email as the glue. In many companies, Excel spreadsheets and email workflows form the invisible backbone. A cost controller maintains an Excel file containing raw material prices. The buyer uses a different file for supplier status. The project manager manually combines both in a Gantt chart. Nobody knows whether these figures are still up to date, or whether any conflicts have been resolved. This hodgepodge is not traceable and breaks down when scaled up.
The vision: automated and transparent workflows
An automated end-to-end solution operates on an event-driven basis. A design engineer saves a new variant in Teamcenter and sets its status to ‘Ready for Simulation’. This automatically triggers a workflow in the simulation system. The CAD model is loaded and the simulation is started. Once complete, the results are returned to Teamcenter as linked datasets – traceable and versioned.
Another event: the design is set to ‘Released’. This triggers an automatic export of the bill of materials to the ERP system. At the same time, the procurement department is notified that new parts need to be procured. Cost calculation in the ERP system begins, and as soon as the first quotations come in, the project status is updated. All those involved can see via the dashboard what costs result from the design change.
Such a system is transparent. There’s no hiding behind Excel spreadsheets. Every decision is documented. Every change is automatically propagated. Traceability is integral to the system, not an additional burden.
System roles in the integrated architecture
PLM, specifically Teamcenter, forms the structural framework. This is where the products, bills of materials, version history and approval processes are managed. Teamcenter is the single source of truth for the engineering structure. It defines what exists and in which variant.
Simulation software – such as Simcenter – provides the evaluation logic. It takes geometric data from Teamcenter, applies the laws of physics and returns findings: Is the design sound, is it thermally suitable, is the flow optimal? These evaluations are crucial for approvals.
The ERP system – SAP, Dynamics, Oracle or similar – manages costs, materials, suppliers and logistics. It requires the up-to-date bill of materials from Teamcenter and the approval notes in a timely manner. In return, the ERP system provides realistic cost estimates, which in turn can influence engineering decisions.
The middleware – in many cases Mendix – acts as the nervous system. It orchestrates communication between all systems. Mendix reads events from Teamcenter, triggers simulations, pushes updates to the ERP, and provides clear dashboards for all stakeholders. Mendix applications can be adapted quickly without the need to modify backend systems. This is crucial because the coordination process between engineering, simulation and procurement often requires multiple iterations.
Change Management and Release Statuses
A key element of automated engineering workflows is structured change management. As soon as someone modifies a design element that has already been approved, it must go through the official approval process: change request, impact assessment, approval.
In an automated environment, this process can run transparently. A design engineer wishes to replace a material. The system automatically recognises that this element has been released, creates a change request and notifies the change manager. The manager now has a structured form containing all the contextual information: what is being changed, why, what simulation results are available, and what the associated costs are. This enables them to make a quick and informed decision.
Approval notes are also maintained automatically. A part is ‘release-ready’ once all checks have been completed: CAD quality check, simulation, cost approval, compliance check. The system tracks every status. Managers always know which approver a part is currently awaiting approval from.
Practical example: Component modification through to the decision
Imagine this: a design engineer needs to optimise a critical component. The current model is too heavy. He changes the wall thickness in NX and saves the new variant in Teamcenter as Revision B. The status is ‘Ready for Simulation’.
The simulation is triggered automatically. Simcenter loads the NX model, carries out the stress analysis and checks whether the new geometry is still structurally and dynamically sound. The results are saved in Teamcenter – electronically linked to CAD variant B.
At the same time, the new weight is retrieved and transferred to the ERP bill of materials. The procurement team checks immediately: Will the supply chain be affected? Will the material become more expensive or cheaper? Is availability at risk? A Mendix dashboard shows the procurement officer a summary of all this information.
The project manager can see from his overview: Design Revision B has been simulated (successfully), costs have been calculated (3% saving), and the supply chain has been confirmed. He can now make a real-time, data-driven decision on approval. The entire cycle took hours rather than days. Errors caused by out-of-date information are eliminated. The quality of decision-making improves because all specialist disciplines are genuinely working on a process simultaneously, rather than passing data on sequentially and inaccurately.
Economic and strategic benefits
End-to-end automation saves time straight away. No manual data transfers, no searching for the latest versions, no confusion over different Excel files. A medium-sized company with 50 engineers can save over 100 hours a week as a result – equivalent to one to two full-time equivalent specialists per year.
Indirectly, quality improves. Because all information comes consistently from centralised sources, the error rate falls. No more serious misunderstandings caused by an out-of-date document being circulated. Time-to-market is reduced because iterations run faster.
Strategically, agility increases. Changes to product design or manufacturing targets can be incorporated more quickly. This enables your company to practise genuine simultaneous engineering, not just in name.
Compliance and audit assurance are also improved. Everything is traceable. Regulators and internal auditors can reconstruct the entire path of a decision – which is essential in regulated sectors such as medical technology or the automotive industry.
How to get started: Step-by-step integration
Full end-to-end automation is not a ‘big bang’ project. An incremental approach is preferable. First, identify the data silos causing the most pain. Often, this is the interface between design and simulation, or between engineering and ERP.
Then define events and workflows. Which status changes in Teamcenter should trigger what? What data needs to flow? Which decisions require what information?
Next, set up integration middleware – typically using Mendix or similar low-code platforms. The advantage is that you can quickly build prototypes, validate them with your teams and make adjustments, without having to wait months for traditional software development.
A pilot project involving a critical product line will quickly demonstrate the business case. You can then roll this out to other products.
d.u.h.Group supports your digital engineering transformation
We support you in the design and implementation of end-to-end workflows. Drawing on over 35 years’ experience as a Siemens partner, we have a deep understanding of Teamcenter and the PLM landscapes across a wide range of industries. We are also familiar with Simcenter and the simulation requirements within the product development process.
Our approach is pragmatic. We do not design the perfect system, but rather one that helps your business today and can scale tomorrow. Mendix-based integrations enable rapid adaptation to your specific processes.
Contact us to discuss where your biggest process gaps lie and how structured end-to-end automation can accelerate your engineering process. We support you from concept through to full operational capability.
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Technologies
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