The global Off-highway Vehicle (OHV) segment is advancing toward autonomy. Industries such as agriculture, mining, and construction are leveraging automation to counter workforce shortages and improve operational safety and precision. Unlike on-road systems, off-highway autonomy demands ruggedized sensors, terrain-adaptive perception, and high-performance edge compute to enable real-time decision-making in remote and harsh environments. OEMs, including John Deere, Caterpillar, and Komatsu, are investing heavily in autonomous solutions that combine software, data platforms, and hardware retrofits. Retrofit kits are accelerating adoption by reducing upfront capital costs and allowing integration across existing fleets. Simultaneously, digital ecosystems are evolving through platforms such as Deere Operations Center and Caterpillar MineStar, which enable remote management, data monetization, and predictive maintenance. New commercial models such as autonomy-as-a-service are redefining how automation is deployed and monetized. Pay-per-acre and pay-per-ton frameworks are shifting autonomy from a one-time investment to an operational expenditure model. Engineering service providers and technology specialists are emerging as essential partners, supporting OEMs in simulation, validation, and system integration. Together, these trends signal a broader shift toward scalable, connected, and sustainable autonomy in the off-highway domain.

Smart manufacturing, the cornerstone of Industry 4.0, empowers factories to think, adapt, and act autonomously. Yet, most enterprises remain stuck in a loop of fragmented insights, rigid automation, and siloed systems. Systems of Execution (SoE) offer the missing operational layer that transforms smart manufacturing from a digital aspiration into an autonomous reality. Unlike traditional Systems of Record, such as Enterprise Resource Planning (ERP) and Manufacturing Execution Systems (MES), or Systems of Engagement, such as mobile dashboards and human-machine interfaces, SoE activate real-time intelligence. They autonomously orchestrate decisions and adapt workflows across the factory ecosystem, resulting in predictive, agile, and resilient manufacturing operations. This Viewpoint explores SoE’s strategic necessity in smart manufacturing and offers a blueprint for manufacturing leaders to build adaptive, intelligent, and hyper-efficient production environments. Scope Industry: manufacturing Geography: global Content In this report, we: Define SoE in the manufacturing context Identify traditional manufacturing system limitations Examine the business case for SoE in smart manufacturing Recommend a roadmap to execute the SoE vision Memberships Engineering Research and Development Sourcing and Vendor Management

The talent market has evolved rapidly following the pandemic, impacting every industry. The manufacturing industry which was already grappling with issues such as labor shortage and skill gaps, candidate misconceptions, and lacking employee engagement had to face newer challenges when the pandemic struck. However, the Recruitment Process Outsourcing (RPO) industry demonstrated strong resilience during this period of global disruption. It rapidly evolved to become more dynamic and reliable and significantly more agile in driving and shaping clients’ next-generation talent needs. This evolution paved the way for the future of RPO – RPO 4.0. This report examines RPO 4.0 and its key levers to address talent acquisition-related challenges. Scope Industry: Manufacturing Domain: RPO Geography: global Contents In this report, we look at: Talent- and talent acquisition-related challenges facing the manufacturing industry The role of RPO and its evolution RPO 4.0’s value proposition and its key levers Key levers to address talent acquisition-related challenges Membership(s) Recruitment Sourcing and Vendor Management

The Retail, Consumer Packaged Goods, and Manufacturing (RCM) industry stands on the cusp of a shift to a marketplace model, marked by overwhelming product choices and brand interaction channels. Notably, the COVID-19 outbreak has impacted the way stakeholders – both external (consumers) and internal (employees, partners) – transact on a daily basis and evolved RCM enterprises’ experience management practices. Enterprises can no longer rely on traditional methods and business models to meet evolving consumer expectations. Enterprises are also viewing experience design as a key element of a sustainable growth strategy. To make the required shift in delivering a superior stakeholder experience, enterprises are embracing emerging technologies, along with new operating models and ways of working, to enable an iterative cycle that facilitates transformation at scale. In this viewpoint, we explore how RCM enterprises can embrace digital to deliver memorable experiences focused on human-centered design. Scope Industry: RCM Geography: global Contents In this viewpoint, we examine: The evolving experience landscape for RCM enterprises Experience design adoption across industries Benefits of experience design RCM enterprises’ adoption of next-generation operating models – the shift from customer experience to stakeholder experience The future of experience framework Membership(s) Digital Services Sourcing and Vendor Management