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Yonyou Indonesia General Manager Bruce Xu

Invited as Panelist at DTI-CX 2026,

Sharing Insights on Scaling Industrial Digital Adoption

試點項目驗證技術(shù)是否可行，規(guī)?；涞貏t檢驗組織是否有效運轉(zhuǎn)。當(dāng)一項解決方案從單一部門或單個工廠推廣至更廣泛的業(yè)務(wù)范圍時，其成功與否不僅取決于系統(tǒng)本身，更取決于企業(yè)能否有效協(xié)調(diào)流程、數(shù)據(jù)、人員與職責(zé)。因此，規(guī)?；涞卣嬲简灥氖瞧髽I(yè)是否具備在不同部門和地點持續(xù)推動并深化轉(zhuǎn)型的組織能力。

企業(yè)在推進規(guī)?；涞貢r，通常會面臨三大難點：試點項目未與可衡量的業(yè)務(wù)成果掛鉤；不同地點的流程與主數(shù)據(jù)缺乏一致性；以及缺少一位獲得充分授權(quán)、能夠?qū)D(zhuǎn)型結(jié)果負責(zé)的業(yè)務(wù)負責(zé)人。這些難點說明，試點項目可以由IT部門發(fā)起，但要實現(xiàn)規(guī)?；涞兀捅仨殞⑵涮嵘秊橐粓鲇蓸I(yè)務(wù)目標驅(qū)動、由組織共同參與的業(yè)務(wù)變革。

A pilot proves that the technology works. Scaling tests whether the organization works. Once a solution moves beyond a single department or factory, success depends not only on the system itself, but also on the organization’s ability to align its processes, data, people, and responsibilities. Scaling therefore reveals whether the organization is ready to adopt and sustain the transformation across different divisions and locations.

Companies usually encounter three main difficulties: the pilot is not linked to measurable business outcomes; processes and master data are inconsistent across locations; and there is no empowered business owner accountable for the transformation. These challenges demonstrate that a pilot may begin as an IT project, but scaling must become a business transformation driven by shared objectives and organization-wide participation.

在覆蓋多個工廠、分支機構(gòu)或子公司的大型項目中，軟件配置往往并非最困難的環(huán)節(jié)，真正的挑戰(zhàn)在于建立統(tǒng)一的業(yè)務(wù)模板、一致的數(shù)據(jù)標準，以及清晰的流程責(zé)任機制。

對于覆蓋多個地點的復(fù)雜實施項目，清晰完善的合同固然是重要基礎(chǔ)，但強有力的項目治理才是確保執(zhí)行方向始終一致的關(guān)鍵。用友重點關(guān)注四個方面：清晰的企業(yè)級藍圖、客觀明確的階段驗收標準、由管理層、業(yè)務(wù)部門與IT團隊共同參與的聯(lián)合治理機制，以及分階段實施計劃。這些要素有助于企業(yè)統(tǒng)一決策方向、明確各方職責(zé)，并在進入下一階段前對實施成果進行客觀評估。

企業(yè)無需一次性在所有地點上線新系統(tǒng)，而可以先在選定的業(yè)務(wù)實體中建立并穩(wěn)定一套通用模板，總結(jié)實施經(jīng)驗，再將經(jīng)過驗證的模式逐步復(fù)制到集團其他組織。其核心原則是：一個平臺、一套治理模式，分階段有序推進。YonBIP通過一體化平臺連接財務(wù)、供應(yīng)鏈、采購、制造及資產(chǎn)管理等核心領(lǐng)域。通過將不同業(yè)務(wù)職能及其底層數(shù)據(jù)納入統(tǒng)一環(huán)境，YonBIP能夠幫助企業(yè)推進流程標準化、保持不同業(yè)務(wù)實體間的數(shù)據(jù)一致性，并將經(jīng)過驗證的運營模式逐步推廣至更多地點。

In large projects covering multiple factories, branches, or subsidiaries, configuring the software is rarely the hardest part. The real challenge is establishing one shared business template, one consistent data standard, and clear process ownership across the organization.

For complex implementations across multiple locations, a clear contract provides an important foundation, but strong governance determines whether execution stays aligned. At Yonyou, this governance model focuses on four priorities: a clear enterprise blueprint, objective checkpoints for each stage, joint governance involving executives, business teams, and IT, and a phased implementation plan. Together, these elements help ensure that decisions remain aligned, responsibilities are clearly assigned, and each stage is evaluated before the implementation moves forward.

Instead of introducing a new system everywhere at once, organizations can first establish and stabilize a common template in selected business entities, capture lessons from the implementation, and then apply the proven model across the group. This follows a clear principle: one platform and one governance model, implemented in manageable stages. YonBIP supports this approach through an integrated platform connecting finance, supply chain, procurement, manufacturing, and asset management. By bringing these functions and their underlying data into a shared environment, YonBIP helps organizations standardize processes, maintain consistent information across business entities, and gradually extend a proven operating model to additional locations.

制造企業(yè)在評估技術(shù)服務(wù)商時，不應(yīng)只關(guān)注產(chǎn)品演示是否出色。徐華提出五項重要評估標準：行業(yè)理解能力、可擴展性、開放集成能力、本地交付與本地化服務(wù)能力，以及經(jīng)過驗證的客戶實踐。這些因素能夠反映一家服務(wù)商是否既能支持項目初期實施，也能持續(xù)滿足企業(yè)長期發(fā)展與業(yè)務(wù)變化的需求。

制造企業(yè)采購的不僅是一套軟件，更是在選擇一個技術(shù)平臺、一支交付團隊，以及一個長期轉(zhuǎn)型伙伴。用友擁有近四十年的企業(yè)軟件經(jīng)驗、深厚的亞洲制造業(yè)實踐積累、AI原生平臺，以及能夠全程支持客戶轉(zhuǎn)型的印度尼西亞本地團隊。

Manufacturers should look beyond an impressive product demonstration when evaluating technology vendors. Mr. Xu highlighted five essential criteria: industry understanding, scalability, open integration capabilities, local delivery and localization, and proven customer references. These factors show whether a provider can support both the initial implementation and the organization’s evolving needs over time.

Manufacturers are not simply purchasing software; they are selecting a technology platform, a delivery team, and a long-term transformation partner. Yonyou combines nearly four decades of enterprise software experience, extensive manufacturing practices from across Asia, an AI-native platform, and a local Indonesian team capable of supporting customers throughout their transformation journey.

關(guān)于印尼工業(yè)4.0，一個常見誤區(qū)是認為企業(yè)必須從AI、機器人或物聯(lián)網(wǎng)等先進技術(shù)入手。事實上，許多制造企業(yè)若能優(yōu)先改善主數(shù)據(jù)、推動核心流程標準化、提升庫存可視化水平并優(yōu)化生產(chǎn)計劃，往往能夠更快創(chuàng)造切實的業(yè)務(wù)價值。

AI無法彌補數(shù)據(jù)碎片化與運營流程不一致所帶來的問題。當(dāng)不同部門或地點的信息不完整、重復(fù)，或采用不同方式記錄時，AI便無法生成可靠的分析與建議，反而可能得出錯誤結(jié)論。

針對這一挑戰(zhàn)，用友將這一方法概括為“AI × 數(shù)據(jù) × 流程”?？尚艛?shù)據(jù)為AI提供可靠基礎(chǔ)，業(yè)務(wù)場景幫助AI理解數(shù)據(jù)背后的實際含義，而一體化流程則能夠?qū)I洞察轉(zhuǎn)化為具體行動。只有當(dāng)三者在真實業(yè)務(wù)運營中協(xié)同發(fā)揮作用時，AI才能真正創(chuàng)造業(yè)務(wù)價值。

One of the most common Industry 4.0 misconceptions is that transformation must begin with advanced technologies such as AI, robotics, or the Internet of Things. In practice, many manufacturers can generate faster and more immediate value by first improving master data, standardizing core processes, strengthening inventory visibility, and enhancing production planning.

AI cannot compensate for fragmented data and inconsistent operations. When information is incomplete, duplicated, or recorded differently across departments and locations, AI cannot generate reliable analysis or recommendations. Instead, it may produce incorrect conclusions.

To address this challenge, Yonyou adopts an AI × Data × Process approach. Trusted data provides AI with a reliable foundation, business context helps it understand what the information means, and integrated processes allow its insights to be translated into concrete actions. AI creates real business value only when these three elements work together within actual operations.

當(dāng)被問及推動試點項目規(guī)模化落地最重要的因素時，徐華指出，關(guān)鍵在于管理層的責(zé)任擔(dān)當(dāng)，并由獲得充分授權(quán)的業(yè)務(wù)流程負責(zé)人提供支持。IT團隊能夠完成系統(tǒng)實施，但只有業(yè)務(wù)管理者有權(quán)推動運營模式標準化、協(xié)調(diào)不同職能部門、解決相互沖突的優(yōu)先事項，并確保新流程在整個組織內(nèi)得到真正落實。這一觀點與印尼INDI 4.0框架高度一致。該框架從管理、人員、產(chǎn)品與服務(wù)、技術(shù)以及工廠運營五大支柱評估企業(yè)的工業(yè)4.0成熟度，而技術(shù)只是其中之一。

展望未來五年，工業(yè)數(shù)智化轉(zhuǎn)型的成效不應(yīng)以啟動了多少個試點項目來衡量，而應(yīng)關(guān)注生產(chǎn)效率、產(chǎn)品質(zhì)量、成本效益及營運資金等方面可量化的改善。要實現(xiàn)這些成果，制造企業(yè)應(yīng)首先任命一位對業(yè)務(wù)轉(zhuǎn)型全面負責(zé)的負責(zé)人，再選擇一項重要的端到端業(yè)務(wù)流程，例如計劃到生產(chǎn)（Plan-to-Produce）或訂單到收款（Order-to-Cash），并設(shè)定清晰、可衡量的KPI。企業(yè)不應(yīng)先問“我們應(yīng)該購買哪項技術(shù)？”，而應(yīng)首先思考“哪一項業(yè)務(wù)成果必須改變？由誰負責(zé)？又將如何衡量？”這一務(wù)實路徑也將幫助印尼制造企業(yè)通過一體化實時數(shù)據(jù)管理多家工廠，將AI融入日常運營，并持續(xù)增強本地顧問與工程師的專業(yè)能力。

When asked to identify the most important factor in scaling a pilot, Mr. Xu pointed to executive ownership supported by empowered business process owners. IT teams can implement a system, but only business leaders have the authority to standardize operating models, align different functions, resolve competing priorities, and ensure that new processes are adopted across the organization. This view is consistent with Indonesia’s INDI 4.0 framework, which evaluates five pillars: management, people, products and services, technology, and factory operations. Technology is only one part of the transformation.

Looking five years ahead, the success of industrial digital transformation should not be measured by the number of pilot projects launched, but by measurable improvements in productivity, quality, cost efficiency, and working capital. To achieve these outcomes, manufacturers should first appoint an accountable business transformation owner, then select one important end-to-end process—such as plan-to-produce or order-to-cash—and define clear, measurable KPIs. Rather than asking, “Which technology should we buy?” leaders should begin by asking, “Which business result must change, who owns it, and how will we measure it?” This practical approach can also help Indonesian manufacturers manage multiple factories through integrated real-time data, embed AI into daily operations, and strengthen the capabilities of local consultants and engineers.

用友印尼隸屬于用友網(wǎng)絡(luò)科技股份有限公司，是用友在東南亞的核心子公司之一。

作為全球領(lǐng)先的企業(yè)軟件與智能服務(wù)提供商，用友致力于以 AI + ERP 技術(shù)賦能企業(yè)經(jīng)營管理，通過 YonBIP、YonSuite 等云平臺，幫助印尼企業(yè)實現(xiàn)從財務(wù)、供應(yīng)鏈、人力到制造、銷售的全鏈數(shù)智化管理。

用友印尼深耕本地市場，不僅積極服務(wù)在印尼運營的中資企業(yè)，也為印尼本土及跨國客戶提供端到端的數(shù)智化解決方案，已形成覆蓋制造、零售、分銷與服務(wù)等行業(yè)的廣泛客戶基礎(chǔ)。

PT Yonyou Network Indonesia is the Indonesian subsidiary of Yonyou Network Technology Co., Ltd., a world?leading provider of enterprise software and intelligent services.

With over 30 years of global experience and more than 7 million enterprise users worldwide, Yonyou focuses on empowering organizations with AI-driven ERP platforms such as YonBIP and YonSuite—helping enterprises enhance productivity, streamline operations, and achieve intelligent management across finance, supply chain, HR, manufacturing, and services.

PT Yonyou Network Indonesia is deeply rooted in the local market — actively serving not only Chinese-invested companies operating in Indonesia, but also local enterprises and multinational clients with end-to-end digital and intelligent solutions, building a broad customer base across manufacturing, retail, distribution and services industries.