Recap of 2025: A year marked by platform development

For openpack, 2025 was about making a clear strategic choice: continuing to grow the digital platform. The focus was on expanding the digital platform to serve as the central basis for connected digital solutions in the corrugated board and packaging industry.

In an industry characterized by historically grown system landscapes and a multitude of specialized solutions, an overarching structure is becoming increasingly important. This is exactly where openpack comes in. As an open platform, openpack counteracts the increasing fragmentation of digital solutions, creating a consistent digital infrastructure on which different applications can be integrated, combined, and further developed.

Last year, the focus was on strengthening this system level technologically and organizationally, as well as clearly positioning openpack as the central platform for connected digital applications.

Adopt a Platform Mindset Instead of Selective Digitization

A key goal of platform development is to provide companies with a consistent digital base without replacing existing systems. Many plants already use numerous digital systems, and their machines, IT systems, and applications provide valuable data. However, these systems often remain isolated from one another due to a lack of interoperability.

This results in isolated data, redundant functions, and high integration costs. Rather than replacing existing systems, openpack creates a central system and base layer that connects existing solutions, brings data together in a structured way, and enables more consistent use for different applications.

This creates end-to-end processes and a reliable database for operational and strategic decision-making. It reduces complexity and lowers development and maintenance costs. This approach significantly shaped the 2025 strategy and formed the framework for all subsequent developments.

Close collaboration with OEMs and partners

Parallel to the internal platform expansion, cooperation with OEMs was expanded through new partnerships. These collaborations aim to simplify data exchange between applications and integrate digital solutions from other providers into the platform seamlessly.

This close integration fosters a digital ecosystem where different solutions work together rather than independently. Users benefit from reduced integration effort, consistent data flows, and the ability to deploy new applications more quickly.

Example: Digitizing a purchasing process

A major project in the purchasing and procurement area at a spare parts supplier demonstrated the immediate benefits of digitization. The process was initially highly fragmented and partially manual, requiring a high level of coordination and offering limited transparency.

Digitizing and structuring the entire procurement process via the openpack platform resulted in a continuous digital workflow. Information was made available centrally, processes were clearly structured, and system-related disruptions between applications were minimized.

The purchasing department benefited the most from this change. Process traceability improved significantly, process reliability increased, and the scope of the procurement process overview expanded considerably. It quickly became clear that the digital approach not only creates efficiency but also lays the foundation for the continuous improvement and sustainable development of processes.

This demonstrates that digitization reveals its added value when it is not approached as an isolated project, but rather as a structured, long-term strategy for streamlining core processes.

Outlook for 2026

openpack will continue to focus on the long-term digitalization of the corrugated cardboard and packaging industry in 2026. A central digital hub, standardized structures, and collaboration with OEMs form the basis for this.

openpack sees itself as an enabler within an open digital ecosystem. A platform that reduces complexity, facilitates collaboration, and ensures that a multitude of digital solutions can be combined into a usable overall system.

A key focus will be deepening cooperation with BHS’s iCorr® solutions. Additionally, we are driving forward the expansion of cooperation with other OEMs. This close integration enables continuous data exchange between applications, allowing innovations to be implemented more quickly and digital solutions from different providers to be integrated into a common environment for long-term use.

Summary: Continue with the platform approach consistently

Productivity is not created by individual digital applications, but rather by a clear digital structure. Digitalization reveals its true added value only when systems are connected, data can be used consistently, and processes are clearly organized. With the strategic expansion of the platform, openpack has created this foundation.

Looking ahead, it is clear how this approach will continue to gain momentum. Connected solutions and clear structures create a stable basis for sustainably increasing productivity.

And this is precisely the mission of openpack: Making Packaging More Productive.

Learn how openpack simplifies data exchange between systems, reduces technical costs, and optimizes operational processes in the long term.

A spare part is missing, a plant is at a standstill, and the purchasing department contacts several suppliers at the same time. Prices, availability, and technical documentation are not available centrally. While production waits for feedback, unnecessary downtime costs arise. Both for the operator and the OEM, who has to act reactively instead of planning ahead.

This scenario is a reality in many companies in the packaging industry. At the same time, production facilities are highly automated, machine data is analyzed in real time, and efficiency potential is systematically leveraged. In contrast, the sales and spare parts supply of many OEMs are often still heavily manual.

The market is changing and OEMs are in the spotlight

Like many industrial sectors, the packaging industry is undergoing structural change. Studies show that over 70% of B2B decision-makers prefer digital or hybrid interactions to purely traditional sales models (McKinsey Global B2B Pulse Survey, 2022). At the same time, the market is growing dynamically: According to Grand View Research (2023), the global B2B e-commerce market will expand at double-digit annual growth rates until 2030. Digital procurement is thus evolving from an optional additional channel to the market standard.

Technological requirements in modern B2B sales

A digital B2B shop in the packaging industry is not just a simple product catalog. It is an integral part of the digital enterprise architecture.

In today’s business-to-business (B2B) environment, buyers have higher expectations:

• Real-time access to technical data sheets and certificates
• Configurable products (CPQ systems)
• Transparent prices, delivery times, and availability
• Customer-specific pricing logic
• End-to-end integration via OCI or EDI interfaces
• Digital offering and ordering processes
• API integration into ERP or e-procurement systems

Companies with strong digital sales capabilities are growing at an above-average rate and achieving higher margins. Process automation has been shown to generate significant efficiency gains, particularly in the spare parts and components sector.

Process automation as a lever for efficiency

In many packaging companies, sales and procurement processes have evolved over time. The utilization of disparate systems, manual approvals, isolated price lists, and individual coordination results in:

• Media and system breaks in the quotation process
• High administrative costs
• Lack of transparency regarding conditions
• Long response times

A digital B2B online shop integrates ERP, PIM, and pricing logic into a unified platform. Orders are transferred directly to the ERP, approval processes are digitally mapped, and documentation is centrally available.

The following are the typical effects of an integrated B2B online shop:

The following benefits are offered by implementing an automated quotation process:

• A reduction in manual quotation effort
• Fewer errors thanks to automated pricing logic
• Faster approval processes
• Audit-proof documentation
• Direct ERP integration (OCI/EDI)

This creates a consistent, audit-proof process: from the first click to invoicing. For Original Equipment Manufacturers (OEMs), this translates into reduced manual quotation effort, decreased error rates, and shorter turnaround times (Deloitte Digital Procurement Transformation Study, 2021).

Scalability and international visibility

Digital platforms enable OEMs to achieve international visibility without incurring proportionally higher distribution costs. Self-service structures enable round-the-clock order placement, thereby reducing the workload for sales teams. These features are becoming an expectation among modern B2B buyers in the purchasing process (Forrester, The State of B2B E-Commerce 2023)⁵.

Companies lacking a digital presence may be overlooked during the initial research phase.

Marketplaces as a low-risk entry point

Not all companies possess in-house IT resources or e-commerce expertise. Medium-sized OEMs in particular often encounter challenges such as significant initial investments, complex system integration, a lack of internal expertise, or uncertainties regarding return on investment (ROI).

Industry-specific B2B marketplaces can serve as a strategic entry point for testing and gradually expanding digital sales structures.

They offer:

• Technical infrastructure (hosting, security, scaling)
• Standardized interfaces
• Support with data structuring
• Access to existing buyer reach
• Reduced investment risk

Digital marketplaces in B2B are increasingly becoming central sales channels as they combine reach, data integration, and standardized processes (Gartner, Future of Sales Report, 2022).

Digital procurement as part of a holistic platform strategy

A B2B online shop only reaches its full potential when it is integrated into an overarching digital architecture.

A central platform architecture that standardizes and harmonizes data and makes it available across systems reduces integration costs and creates scalability. This is precisely where digital procurement becomes strategically relevant.

With an integrated solution, the purchase of spare parts, accessories, and consumables is bundled via a central platform. Suppliers are integrated into a uniform interface. End-to-end orders (OCI/EDI), digital approval processes, and supplier-specific conditions are directly mapped.

The result is as follows:

• Accelerated ordering processes
• Reduced process costs
• Transparent evaluations
• Sustainable efficiency gains
• Benefits for customers and operators

Digital B2B online shops offer advantages not only to OEMs, but also to procuring companies.

Benefits for customers and operators

• Faster quote comparisons
• Clear documentation
• Order traceability
• Standardized processes
• Greater planning reliability

Digital interactions have been shown to increase customer satisfaction when implemented professionally (McKinsey, The New B2B Growth Equation). Conversely, standardized processes mitigate operational risks by ensuring consistent data structures and processes.

Summary: The digital B2B shop is an infrastructure decision

The packaging industry is clearly moving toward digital procurement and data-driven sales models. Studies by McKinsey, Deloitte, Forrester, Gartner, and Grand View Research all agree:

• Digital channels are growing at an above-average rate
• Self-service is becoming standard
• Platform models are gaining in importance
• Companies with digital maturity are growing faster

A digital B2B online shop is a strategic lever for OEMs in the packaging industry:

• to scale the spare parts business,
• to relieve the sales department,
• to reduce administrative costs,
• to strengthen customer loyalty,
• and to ensure long-term competitiveness.

For OEMs, the pivotal question is no longer whether to adopt digital procurement, but rather, how to do so in a strategic and integrated manner. Those who act in a structured manner now will create efficiency, transparency, and future security. Those who delay may find themselves unable to influence the development of market standards, which could result in the adoption of these standards by digital competitors.

Corr24 has successfully digitized its spare parts procurement in collaboration with openpack.

The result is an online brand store with over 6,000 items that creates transparency, streamlines processes, and measurably accelerates procurement.

This success story provides insights into the implementation and the measurable effects Corr24 has achieved.

In today’s dynamic manufacturing environment, the ability to respond efficiently and flexibly to change is crucial. This is where openpack comes in, a company that specializes in the standardization and digitization of manufacturing data, bridging the gap between tradition and innovation.

Why successful digitization starts with reliable data

In industry, the question is no longer whether to digitize, but how. But while buzzwords such as smart factory, Industry 4.0, and AI in production are being bandied about, one crucial aspect is often overlooked: without a uniform and reliable database, digital technologies cannot reach their full potential. If data is not structured, comparable, and available across systems, many digitization initiatives fail due to their own complexity.

In the corrugated board industry in particular, which is characterized by complex manufacturing processes, heterogeneous machine interfaces, and increasing pressure to improve efficiency, there is enormous potential in the intelligent use of data:

Production lines could be controlled more precisely, maintenance cycles optimized, and quality deviations detected at an early stage. Studies show that companies can increase their productivity by up to 30% and significantly reduce maintenance costs through data-driven production approaches, for example, through predictive maintenance or advanced analytics (McKinsey: “Manufacturing’s next act”).

However, those who work with incomplete, unstructured, or non-integrated data risk making wrong decisions with direct implications for productivity, quality, and costs. In an environment that demands fast and flexible responses, a clean database is increasingly decisive for competitiveness and future security.

The importance of data standardization

Imagine you have a huge jigsaw puzzle where each piece comes from a different manufacturer. Without uniform standards, putting this puzzle together would be almost impossible. A data management platform solves precisely this problem by providing uniform data formats that enable the smooth exchange of information between different systems and machines. The result? More efficient production that both reduces costs and improves quality.

The data jungle on the shop floor

There is a lot of production data: machine data, order data, quality parameters, energy consumption, maintenance information – and it is often stored in silos. One system communicates via OPC UA, the next uses a proprietary protocol. Some data is collected automatically, other data is entered manually. The result? A patchwork of information that raises more questions than it answers. In theory, such large amounts of data offer great insights, but in practice, this creates a massive problem: without standardization, there is no comparability. KPIs cannot be calculated reliably, deviations cannot be clearly identified, and optimization potential remains hidden.

What exactly does data standardization mean?

Data standardization means bringing data formats, names, timestamps, units of measurement, and interfaces to a common denominator. The goal is to create a “common language” for machines, systems, and employees, across departments, plants, and locations. This begins with structured data collection, for example, through standardized sensor technology or MES systems and extends to the definition of uniform data models and communication interfaces. A central data platform (e.g., a manufacturing data lake) then serves as a single source of truth. Only with clearly defined standards can these relationships be mapped transparently.

Why standardized data improves decision quality

Decisions are made every day in manufacturing plants: Should the line be stopped? When is the best time for maintenance? Where are the bottlenecks in the supply chain?

These decisions are only as good as the data on which they are based. Standardized data ensures that information is consistent, up-to-date, and comparable. This not only increases the speed of decision-making, but also its quality.

• Real-time monitoring enables early intervention in the event of deviations.
• Predictive maintenance reduces downtime through data-based forecasts.
• Production optimization through key figure comparisons between lines or locations becomes possible in the first place.

Digitalization is not purely an IT project, it is a business project. It affects not only technology, but also processes, organization, and culture. Those who recognize data standardization as a strategic lever now are laying the foundation for a more resilient, agile company.

If clarity is desired, standards are required

The question is no longer whether companies should use data, but how they should do so. Too many companies are stuck with fragmented systems, disjointed processes, and data silos that slow them down. The digitalization of production offers enormous opportunities here, but only on the basis of reliable, uniform data.

Standardization is not a chore, but a decisive factor for success. Investing in data competence, data infrastructure, and standardization today lays the foundation for agile, efficient, and future-proof production.

Quellen:

McKinsey & Company: Manufacturing’s next act, https://www.mckinsey.com/capabilities/operations/our-insights/manufacturings-next-act abgerufen am 21. Juli 2025.

Sustainably reduce energy costs and secure competitive advantages

With the new law on increasing energy efficiency and amending the Energy Services Act (EnEfG), the German government has now created a clear framework for systematically improving energy efficiency in companies: Companies are now obliged to make their energy consumption transparent and reduce it sustainably.  

Technical purchasers, production managers, and energy managers are at the center of this development. They are called upon to view energy efficiency not only as a mandatory task within the framework of new legal regulations, but also as a strategic instrument for reducing operating costs and ensuring long-term competitiveness. The requirements affect many companies, which must specifically adapt their processes, structures, and investment decisions. 

The law defines specific obligations, ranging from the systematic recording of energy consumption to the introduction of efficiency measures. When implemented correctly, these requirements offer the opportunity to gain transparency about energy use, uncover savings potential, and use resources more sustainably. Companies that invest in professional energy management at an early stage not only lay the foundation for compliance but also strengthen their market position. 

Background to the EnEfG advantages

The Energy Efficiency Act (EnEfG) is part of a larger European strategy: With the Energy Efficiency Directive (EU) 2023/1791, the EU has set targets to significantly reduce energy consumption and CO₂ emissions. Germany has been implementing these requirements with the EnEfG since November 18, 2023, thereby expanding the previous regulations of the Energy Services Act (EDL-G). 

• The Energy Efficiency Act sets clear requirements for binding final and primary energy savings targets for the first time. Specifically, this means: 

• By 2030, actual energy consumption should be around a quarter lower than in 2008. 

• Primary energy consumption (total energy used, including losses) should be reduced by 39.3% by 2030.  

• The long-term plan: By 2045, final energy consumption is to be reduced by 45% overall.  

These targets make it clear that energy efficiency is not just a short-term measure, but part of a long-term transformation strategy for the economy and society. 

Which companies are affected by the new Energy Efficiency Act?

The expanded Energy Efficiency Act (EnEfG) is aimed at medium-sized and large companies as well as energy-intensive businesses.  

Companies with … 

• an annual energy consumption of more than 7.5 GW
• more than 250 employees 
• an annual turnover of at least €50 million or a balance sheet total of €43 million 
• energy-intensive production processes 

These companies face the challenge of complying with legal requirements while saving costs. Especially against the backdrop of current energy price developments, early and strategic implementation not only helps to fulfill legal obligations but also offers significant cost savings and competitive advantages. 

Overview of key requirements of the EnEfG

To meet the requirements, companies must fulfill clearly defined obligations: 

• Implement an energy management system (ISO 50001 or EMAS certified)
• Conduct an energy audit every four years in accordance with DIN EN 16247-1
• Implement economically viable energy efficiency measures (amortization < 3 years)
• Ensure transparent annual reporting on consumption and savings

In addition, companies must regularly evaluate and adjust their measures to ensure long-term efficiency gains. 

These legal requirements also represent a strategic opportunity: companies that take a systematic approach to energy efficiency reduce costs, strengthen their competitiveness, and demonstrate that they are responsible, forward-looking players.  

The current BAFA information sheet (as of July 7, 2025) explains the changes in detail. In addition, the information sheet contains specific guidance on the design of implementation plans based on ISO 50001 and EMAS. 

Step by step to digital energy management

To effectively meet requirements and fully exploit efficiency potential, we recommend the following steps: 

1. Digitally record and analyze consumption: A transparent data basis creates clarity and a solid basis for decision-making. Digital tools enable detailed analyses and reveal previously invisible savings potential.
2. Establish digital energy management: Define clear responsibilities and processes based on digital solutions to reduce complexity.
3. Prioritize measures in a targeted manner: Digital tools support you in prioritizing economically viable measures with short payback periods. This allows you to make optimal use of your resources and achieve quick results.
4. Set up efficient monitoring: Real-time monitoring makes savings visible and enables continuous improvements. Digital platforms offer automatic reports and real-time dashboards that allow energy data to be centrally recorded and evaluated.

Mastering challenges: Strategies for efficient implementation

Implementing the expanded EnEfG can be complex. Typical challenges include initial investment costs, lack of resources, and complex technical requirements.  

Successful strategies include: 

• Utilizing government subsidy programs to minimize financial burdens 

• Collaborating with experts to benefit from their experience and technological know-how 

• Long-term investment planning to minimize risks 

• Employee training and clear communication are crucial for the successful and sustainable implementation of the measures. The better employees are involved in the process and trained, the greater the chance of long-term success. 

• Introduction of a continuous improvement process to not only meet legal requirements, but also to benefit from the advantages of increased energy efficiency in the long term. 

Advantages of early introduction and implementation

The implementation of the EnEfG offers companies numerous advantages: 

• Reduced energy costs: Sustainable reduction in operating costs 

• Competitive advantages: Early adaptation gives you a decisive edge over your competitors 

• Funding opportunities: Government support through targeted funding programs facilitates financing 

• Better reputation: Sustainable action strengthens brand image and customer loyalty 

• Long-term planning: Digital tools enable long-term savings and facilitate future adjustments to regulatory changes 

In addition, the targeted implementation of the EnEfG requirements improves resilience to future energy price increases and stricter legal requirements. 

How the EnEfG turns into your key to success

The Energy Efficiency Act can be much more than a legal obligation for companies. It offers companies the opportunity to increase their competitiveness in the long term. It is important to plan strategically at an early stage, prioritize suitable measures, and make targeted use of external support. Digital solutions help not only to efficiently meet the requirements of the EnEfG, but also to benefit from significant cost savings and clear competitive advantages in the long term. 

Sources

Bundesamt für Wirtschaft und Ausfuhrkontrolle. Merkblatt für das Energieeffizienzgesetz (EnEfG). As of July 7, 2025. Accessed on August 11, 2025, at https://www.bafa.de/SharedDocs/Downloads/DE/Energie/ea_merkblatt_energieefffizienzgesetz.pdf?__blob=publicationFile&v=2

Industrie- und Handelskammer Karlsruhe. BAFA-Merkblatt zum Energieeffizienzgesetz aktualisiert. Accessed on August 11, 2025, at:  https://www.ihk.de/karlsruhe/fachthemen/energie/aktuellesenergie/bafa-merkblatt-zum-energieeffizienzgesetz-aktualisiert 

Bundesministerium der Justiz und Verbraucherschutz. Gesetz zur Steigerung der Energieeffizienz in Deutschland¹ (Energieeffizienzgesetz – EnEfG). Accessed on August 11, 2025, at: https://www.gesetze-im-internet.de/enefg/BJNR1350B0023.html 

Learn how openpack simplifies data exchange between systems, reduces technical costs, and optimizes operational processes in the long term.

A Look into Production Halls, where Purchasing is often still analog 

A defective bearing, a torn seal or a failed control unit is enough to bring entire production lines to a standstill. At such moments, the procurement of spare parts determines whether machines will be up and running again quickly, or whether expensive downtime will occur. 

Despite state-of-the-art machinery, many spare parts procurement processes are still surprisingly analogue. Paper-based processes, Excel spreadsheets and phone calls characterise everyday life. However, this is precisely where change is needed: Purchasing 4.0 stands for digital processes that save time, reduce costs, and increase resilience. 

Purchasing 4.0: A Strategic Investment in Digital Transformation 

The concept of “Purchasing 4.0” has been a subject of much discussion. However, what are the factors that underpin this phenomenon? 

The core issue is the intelligent connection of data, systems and people. The objective is not only to digitally map existing processes, but to thoroughly rethink them. 

The most important features of Procurement 4.0: 

• Digital Data Flows: Information is exchanged automatically between machines, ERP systems and suppliers. 

• Transparency through digitalization: Data is available centrally and is therefore always up to date. It is also tailored to relevance and responsibility on an individual basis. 

• Proactive Control Systems: designed to identify potential bottlenecks before they arise, ensuring efficient operational management. 

• Increased Speed: Processes are automated, ensuring minimal waiting times. 

• Early Warning Systems are key to minimizing risk and avoiding business disruptions. 

In terms of spare parts procurement, this translates to reduced downtime, minimized storage costs and a more robust supply chain. 

Challenges in Traditional Spare Parts Procurement 

Anyone who purchases spare parts is only too familiar with the usual hurdles: 

• Slow response times: Several days often elapse between notification of requirements, enquiry and order, which is a major problem when machines are down. 

• Susceptibility to errors: Manual processes lead to transmission errors, multiple orders or incorrect items. 

• Lack of transparency: Who ordered what? Where is the part? When will the delivery arrive? Often, answers to these questions are missing. 

• High stock levels: People often buy ‘in stock’ out of fear of running out, which ties up capital and increases storage costs. 

Digital solutions can alleviate these issues, but only if companies are prepared to fundamentally rethink their processes. 

Automated spare parts procurement: the next evolutionary step 

The digital transformation is not limited to the procurement of spare parts. In the current business climate, there is an increasing trend among companies to adopt automated processes. This move is driven by the objective of achieving significant savings in terms of time, financial resources, and other assets. Automation encompasses a wide range of processes, extending well beyond the scope of basic digital order forms. 

Core elements of automated spare parts procurement: 

• Digital Spare Parts Lists: These parts lists are maintained electronically. This ensures that each spare part is always correctly identified and assigned to its designated machine. 

• Live Availability Systems are in place to immediately show whether a spare part is available and how quickly it can be delivered. 

• Automatic Demand Messages: Machines are designed to signal independently when components wear out or need to be replaced. 

• Initiate Order Proposals or utilize Auto-Ordering Mechanisms: Intelligent software automatically generates order proposals or triggers orders directly. 

• Supplier Integration: Digital interfaces facilitate the swift exchange of pricing, delivery times and order statuses. 

The result is a significant reduction in manual work, lower error rates and, most importantly, much faster response times when they are needed. 

What are the key drivers behind the decision to implement this change? 

To successfully navigate the path towards Purchasing 4.0 and automated spare parts procurement, it is essential to implement a clear strategy.  

The advantages are significant: 

• Time Savings: Automated processes are timesaving and significantly shorten procurement routes. 

• Cost Savings: Less warehousing, lower process costs 

• Enhanced Purchasing Conditions: Suppliers often grant online discounts 

• Competitive Advantage: The digitization of spare parts processes enables companies to act faster and more flexibly than their competitors. 

• Better Basis for Decision-Making: Data-based analyses create clarity about requirements, supplier performance and costs. 

By transitioning, companies can ensure a stable supply chain and a modern purchasing organization, which is a crucial factor in times of global uncertainty. 

Challenges on the path to Purchasing 4.0 

Of course, the transition to full automation is not guaranteed to be successful, and the process will take time. Many companies are still struggling with incomplete or outdated master data. Different systems often use different languages, which can cause media disruptions. Furthermore, it is essential for employees to develop a sense of confidence in new automated processes. Initial implementation of new systems is often accompanied by expenses related to time and financial resources, including training. 

However, addressing these challenges is crucial, particularly considering the escalating market volatility. 

A forward-looking perspective 

The development of Purchasing 4.0 and the procurement of spare parts is still in its infancy. However, many exciting developments have long been visible. Some of these are already a reality and will continue to gain in importance in the future: 

• Artificial Intelligence: Systems are learning to predict requirements ever more precisely and trigger orders automatically. 

• Digital Twins: Virtual images of machines, including all spare parts, enable the implementation of precise maintenance and procurement strategies. 

• Blockchain Technologies: In the current business environment, the importance of tamper-proof supply chains and transparent proof of origin is increasing.  

• Platform Economy: Digital marketplaces provide a platform for buyers and sellers of spare parts, offering transparency and choice. 

It is evident that the future of spare parts procurement will be characterized by increased efficiency, intelligence, and data-driven decision-making. 

Conclusion: Purchasing 4.0 is not merely a passing trend … 

… it is an essential component of modern business strategy. 

Purchasing 4.0 is no longer a vision, but a necessary step for companies that wish to remain competitive in the future. Procurement of spare parts has the potential to streamline processes, reduce costs and ensure machine uptime.  

Digitalization is a key driver of competitiveness in the business world. Companies that prioritize and implement digital strategies gain a significant advantage, impacting not only their technological capabilities but also their economic and strategic positioning. 

Find out how openpack simplifies data exchange between systems, reduces technical costs and sustainably optimizes operational processes.