Nissan is one of the many companies in the automotive sector that has decided to join the race for digital transformation. The Japanese company has always demonstrated its commitment to innovation since its foundation in 1933, when it became the frontrunner in the automotive industry, at a national level. From then on, Nissan has made a name for itself in the global automotive sector, as one of the best-valued companies on the market. So much so that, according to a recent study published by the international consulting firm Brand Finance, entitled Automotive Industry 2022, Nissan occupies the ninth position in the world ranking of the most valuable automobile brands. In addition, based on the annual sales data provided by the company, in 2021, 4.07 million vehicles were registered, 0.9% more than in 2020 with 4.03 million registered units. This data positioned Nissan, and its alliance with Renault and Mitsubishi, in third place in the classification of automobile groups with the highest sales for 2021.
Regarding its organizational structure, Nissan’s main headquarters is in Yokohama (Japan), from where it manages all the operations for its six geographical divisions: Asia and Oceania; Africa, the Middle East and India; China; Europe; Latin America; and North America. Initially, this global operating structure was a major challenge for Nissan, especially considering that the previous management software caused workflow delays due to its designated-user licensing system. This licensing modality is characterized by the fact that the license permissions assigned to the use of software are exclusive to each user. Therefore, the Global IT department had to invest a large amount of time and human resources to manage the licenses. In addition, the contract renewals for each named user license required prior budget approval and the intervention of an external provider. Furthermore, Nissan did not have software that would enable all personnel, including those with technical roles and others with no experience in coding, to develop business applications.
Given this situation, Nissan decided to look for different software solutions to suit the requirements established by the company. After an exhaustive analysis process, Nissan chose the AuraQuantic digital transformation platform. Regarding the choice of software, Kazuko Kato, Assistant Manager of IB4 M&S Intelligent Mobility Services Systems Department, commented “the concurrent licensing option provided by AuraQuantic is a good approach for the financial aspect of any organization”. In addition, “we have finally found an economical solution with a flexible payment model by license type”.
Nissan was looking for a flexible and quick-to-implement solution that would meet their demands. Therefore, after meeting with the AuraQuantic consultancy team, they decided to implement the tool to manage two different processes:
- Work allocation process: The objective was to guarantee the execution of all the tasks that involved the different divisions of the automobile group using a resource optimization plan.
- Document management: This process was designed to optimize all document management processes related to the Nissan Europe division (Nissan Manufacturing UK and Nissan R&D UK). This functionality of AuraQuantic empowers the control and coordination of all the procedures associated with the flow of organizational documents and additional capabilities.
The objectives achieved by Nissan after the implementation of the processes with AuraQuantic, include:
- Optimization of license costs: Thanks to concurrent licenses, they only pay for the base usage and not for the number of users.
- Automation of business processes: One platform to automate and manage processes.
The impressive results obtained with AuraQuantic have resulted in the possibility of future process implementations on the platform. In addition, in the words of Kazuko Kato, “we would love to know more about how we can establish our own governance model, based on the best practices of other AuraQuantic customers”.