**Birmingham**: A collaborative initiative led by Aston University has enhanced digital maturity for over 100 suppliers in Rolls-Royce’s aerospace network, showcasing the importance of human adaptability in technology while addressing cultural and operational barriers through the PrOH methodology.
A collaborative project has successfully aided over 100 suppliers within Rolls-Royce’s aerospace network to enhance their digital maturity, highlighting the pivotal role of human adaptability alongside technological advancements. This initiative, funded by the Made Smarter Innovation programme and spearheaded by Aston University, is part of Rolls-Royce’s broader supply chain modernisation strategy, specifically aimed at the Connected Tempest, a key component of the UK’s next-generation aircraft programme.
The project utilises a methodology known as Process-Oriented Holonic (PrOH) Modelling, which prioritises understanding the human factors that impede digital transformation. This approach recognises that the obstacles to adopting new technologies are often rooted in organisational culture, operational practices, and leadership alignment, rather than purely technical shortcomings.
Workshops conducted across a diverse array of suppliers, including material providers, advanced component manufacturers, and precision machinery specialists, uncovered common issues such as misaligned processes and insufficient data confidence—challenges well-known to procurement and operations leaders. The initiative aimed to mitigate these complexities by employing soft systems thinking. This involves merging systems theory with insights into real-world human behaviours to identify and address the fundamental causes of inertia in digital transformation.
Professor Ben Clegg of Aston University, who was instrumental in developing the PrOH approach, remarked that it transforms “conceptual change management into something usable, measurable, and scalable”. The methodology, previously tested in the electric vehicle and automotive sectors, is now being positioned for wider application through short courses and collaborations with industry bodies including the IET and the Operational Research Society.
The significance of this project extends beyond Rolls-Royce itself; it serves as a prototype for scaling transformation within complex supply chains. By fostering collaboration among academic institutions, small and medium enterprises (SMEs), engineers, and change leaders, the project has established a cohesive framework that can be replicated. This includes providing training resources, templates, and practical guidance for other organisations looking to enhance their digital strategies.
With mid-tier suppliers under increasing pressure to demonstrate back-end digital readiness while managing costs, the findings from this initiative are particularly advantageous. The PrOH methodology equips leaders to identify and address barriers to transformation early on, thereby ensuring that teams possess not only the necessary tools but also the mindset required to effectively utilise them.
For procurement and operations leaders aiming for digital advancement in their supply chains, the implications are significant: successful digital integration transcends the mere implementation of new technologies. It necessitates a shared understanding of change that is deeply embedded in both strategic planning and empathetic engagement with all stakeholders involved.
The benefits observed by participating companies go beyond simple digital tools; they encompass enhanced internal alignment, improved clarity in role definitions, and a structured approach to ongoing improvement initiatives. In an environment increasingly prioritising agility, resilience, and data-driven decision-making, these elements are crucial in translating technology investments into tangible operational benefits.
Source: Noah Wire Services
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