Metallus Engineering Business Agility

With the S/4HANA foundation now in place, Metallus has begun delivering tangible outcomes across several domains. A major milestone was the launch of SAP Product Lifecycle Management (PLM) to transform how product specifications are managed - from static documents to structured data. This laid the groundwork for Metallus’s enhanced product catalog, marking a cultural and operational shift from pure make-to-order engineering to a hybrid model that enables reuse, efficiency, and speed.

That transformation is already delivering measurable benefits. Metallus reduced its catalog from 27,000 items to around 7,000, by streamlining fit-to-standard specification versus adding new specifications for each individual order. Where once the same product would be duplicated for every customer, it now exists as a single standard entry - freeing teams to focus on value-added work. The time to respond to customer inquiries is also expected to drop dramatically - from days to minutes - as product selection and specification data become structured, accessible, and re-usable across teams.

Fujitsu’s influence went beyond system implementation, as Rick Hawkins explains: “I can remember meetings where a Fujitsu facilitator would ask a question, and you had 10 or 12 Metallus folks just staring because we’d never thought that way before. But the benefit was huge. It forced us to ask: what are the assumptions we make every day that might not be true anymore?”

While Metallus has already achieved key transformation milestones, the most significant benefits are yet to come. With commercial processes and order-to-cash modernization underway, the next phase will focus on Material Requirements Planning(MRP) production planning, and manufacturing execution. These changes are expected to unlock new levels of efficiency, cost reduction, and responsiveness in factory operations.

The transformation is also designed with growth in mind. Metallus’s new systems and processes are adaptable, capable of supporting entry into new markets or even expanding into other types of metals without the need to rebuild foundational structures. “If tomorrow we decide to process another kind of metal, we’re ready. We’ve built the platform to support it - no reinvention required,” Rick Hawkins says.

The partnership with Fujitsu continues to evolve as the journey progresses. What remains constant is a shared commitment to adaptability, learning, and delivering value at every stage. “When something isn’t working, they adapt. That’s one of the things I’ve appreciated most about Fujitsu - they’re in it with us, and they adjust to make the relationship work,” Rick Hawkins concludes.

Fujitsu brought in a diverse group of experts from both inside and outside the organization to deliver a structured curriculum covering key areas of digital knowledge. Among the most well-received sessions was a workshop on organizational transformation management, which allowed participants to simulate the full DX lifecycle—from planning and promotion to execution and operations. Another course that received strong feedback focused on the basics of writing Requests for Proposals (RFPs). Many participants appreciated the opportunity to learn how to analyze project goals and define requirements—skills that had often been neglected in the past, as tasks were frequently handed off entirely to vendors. “The program highlighted key elements of digital transformation that are hard to gain from standard training,” said Taichiro Yanabe, Chief Consultant. Before the course, participants and their managers aligned on a shared DX vision. Afterward, many began drafting concrete DX proposals with their supervisors. The training also sparked more active communication across teams. Unlike training for a specific task, true development lies in helping individuals recognize what they lack,” said Masanori Shirai, Strategic Planning Group Leader of DX Promotion Department.

Saito emphasizes the mindset needed for DX talent development in one word: passion. “People are drawn to passion. Driving DX requires a spirit of challenge and a willingness to embrace change. We aim to create an environment that fosters this mindset. While measuring the impact of training remains a future challenge, we look forward to continued support from Fujitsu,” he said. Teijin positions DX training as a strategic investment to drive innovation. Fujitsu is proud to support this initiative and, through Fujitsu Uvance, remains committed to leveraging digital technology to foster individual growth, boost organizational productivity, and strengthen employee engagement.