The technicians look at the defective part and can immediately call up all related manuals or goods in stock. Every process step is displayed. In the event of very complex processes, they could, for example, call a colleague at the company location and solve the problem together with them via live stream.
BEUMER Group already uses tablets successfully at several airports that operate its baggage handling systems. This includes Singapore Changi Airport. As one of the main hubs for Southeast Asia, this airport is known to be very progressive and passenger-friendly. The baggage handling system was developed and integrated by BEUMER Group. The system supplier is exclusively responsible for ensuring troublefree operation, optimum maintenance and therefore the long-term coordination of the baggage handling systems. The Customer Support employees provide 24 / 7 operation at the baggage control rooms and necessary preventive maintenance to ensure continuous system availability and best performance.
Actively shaping progress instead of trying to keep up with it
You cannot stop progress. The question is who is driving it. Similar to the automotive industry, which is challenged by electric mobility and deals with the issue of who is going to develop and manufacture the vehicles and, above all, the drives in future, the intralogistics companies will soon be challenged by competitors who are not only from their own sector. Today they are Apple, Google and Facebook, also in this sector – and, in the case of BEUMER Group, even Spotify. The system supplier ' s product range does not include music, but its sortation systems were used for sorting or distributing CDs for the music industry. With the streaming services becoming more popular and CD production and sales significantly decreasing, this industry no longer needs sortation systems. " This was only a small niche sector, but it may also happen with any other of our industries," fears Dr Beumer. " With our systems, we equip the baggage handling area of airports all over the world. However, there are service providers who pick up the baggage at the front door and take it directly to the destination. Passengers no longer have to take care themselves." The so-called ' Unicorn Club ', i. e. start-ups whose assessed potential corresponds to billions, is steadily growing. Should suppliers like BEUMER Group wait until they are swept aside by these developments?
Developing disruptive models from within
Certainly not. As a family business, BEUMER Group has a responsibility for its employees and customers. This is why the system supplier responds to these major changes and opted for fostering disruptive ideas by founding its own start-ups: " We have two spin-off companies which we have started to complement our existing innovation
department," explains Dr Beumer. " They develop so-called minimum viable products, that is, prototypes that feature minimum equipment, whose market potential is checked until they have reached market readiness."
The BEUMER start-up BG. evolution is located in Dortmund in the immediate vicinity of the innovation centre Digital. Hub Logistics. Here, companies and researchers work together to design the logistics for digital business models. Developments include, for example, an app enabling users to keep an eye on the current status of the machinery connected to their system via their smart phones or tablets.
Furthermore, BG. challenge was founded in Berlin. Here, the focus is on developing new business models which may disrupt existing business models from outside. BG. challenge offers start-up support for young entrepreneurs. " This helps us get ready for the future and puts us in a great position for the digital age," says Dr Beumer.
www. beumergroup. com