Maumee, 43537, OH,
United States
Dana Incorporated Technographics
Discover the latest software purchases and digital transformation initiatives being undertaken by Dana Incorporated and its business and technology executives. Each quarter our research team identifies on-prem and cloud applications that are being used by the 42000 Dana Incorporated employees from the public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources.
During our research, we have identified that Dana Incorporated has purchased the following applications: FIS GETPAID for AR Automation in 2014, SAP SuccessFactors Employee Central for Core HR in 2015, SAP Concur Travel for Travel Management in 2018 and the related IT decision-makers and key stakeholders.
Our database provides customer insight and contextual information on which enterprise applications and software systems Dana Incorporated is running and its propensity to invest more and deepen its relationship with FIS Global , SAP , Oracle or identify new suppliers as part of their overall Digital and IT transformation projects to stay competitive, fend off threats from disruptive forces, or comply with internal mandates to improve overall enterprise efficiency.
We have been analyzing Dana Incorporated revenues, which have grown to $10.16 billion in 2024, plus its IT budget and roadmap, cloud software purchases, aggregating massive amounts of data points that form the basis of our forecast assumptions for Dana Incorporated intention to invest in emerging technologies such as AI, Machine Learning, IoT, Blockchain, Autonomous Database or in cloud-based ERP, HCM, CRM, EPM, Procurement or Treasury applications.
ERP Financial Management
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| FIS Global | Legacy | FIS GETPAID | AR Automation | ERP Financial Management | n/a | 2014 | 2014 |
In 2014, Dana Incorporated implemented FIS GETPAID as a centralized accounts receivable platform within an AR Automation program. The deployment positioned FIS GETPAID to standardize cash application and invoice presentment workflows across finance and treasury functions.
The implementation covered a broad set of enterprise modules, including GL, AR, AP, CST, CM, EBTAX, SLA, FA, HR, OM, INV, PUR, BOM, WIP, WF, and PJT, and configured FIS GETPAID to operate alongside those modules for end to end financial processing. FIS GETPAID was configured to support common AR Automation capabilities such as automated cash application, remittance processing, collections orchestration, and reconciliation workflows aligned with the listed modules.
Operational integrations were established with corporate financial applications named in the environment, including HFM, FDM, GLCM, APRO, Concur, Datamatix, TMS, Syncro, Onesource, MS Office and Sharepoint. Development and reporting toolsets used in the implementation included BI tools, Oracle Developer, Toad, ODBC, OLE DB, Dataloader, WEBADI, and XML Publisher, enabling data extraction, reporting, and system interfaces between FIS GETPAID and the broader financial technology stack.
Governance and workflow restructuring leveraged the WF and PJT modules to formalize approval paths and project level controls within finance and accounts receivable operations. The implementation narrative reflects a structured AR Automation deployment with explicit module alignment, named application integrations, and toolchain support for reconciliation and reporting.
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ERP Financial | ERP Financial Management |
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2013 | 2015 |
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ERP Financial | ERP Financial Management |
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2021 | 2021 |
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Expense Management | ERP Financial Management |
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2012 | 2012 |
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Expense Management | ERP Financial Management |
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2012 | 2012 |
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Expense Management | ERP Financial Management |
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2012 | 2012 |
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HCM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP SuccessFactors Employee Central | Core HR | HCM | n/a | 2015 | 2015 |
In 2015, Dana Incorporated implemented SAP SuccessFactors Employee Central as its Core HR platform. The implementation was delivered through the companys centralized SAP center of excellence and ran in parallel with broader SAP suite initiatives including Suite on HANA, Ariba, and Concur. The deployment targeted enterprise HR master data and organizational management, supporting US payroll and HR operations across eight manufacturing facilities and two AFM distribution centers.
SAP SuccessFactors Employee Central was configured to manage core employee records, position and organizational hierarchies, and lifecycle processes, with complementary SuccessFactors modules for Recruiting and Onboarding incorporated into the program. Configuration work emphasized secure file transfer and integration readiness for payroll and HR interfaces, leveraging SAP COE integration patterns. Automation centered on standard HR workflows for hire to retire and data provisioning to payroll and ERP systems.
Integrations explicitly connected SAP SuccessFactors Employee Central to SAP ECC and EWM backends, and to cloud procurement and expense systems via Ariba and Concur as part of the broader SAP landscape. Implementation activities included third party interfaces, secure file transfer setups, encryption, and coordinated testing to validate data flow between Employee Central and payroll and ERP systems. The SAP COE maintained technical ownership of these interfaces and coordinated release activities across sites.
Governance and operational control were enforced through the SAP COE and the global SAP program office, which administered policies for organizational structure, cost center alignment, and change control. A release lead and centralized support team provided ongoing configuration control, release management, and cross module coordination. The program emphasized standardization of HR master data and structured interface onboarding to align HR processes across manufacturing and distribution operations.
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Core HR | HCM |
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2011 | 2011 |
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Employee Experience | HCM |
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2019 | 2019 |
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Learning and Development | HCM |
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2015 | 2015 |
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Learning and Development | HCM |
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2020 | 2020 |
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Onboarding | HCM |
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2015 | 2015 |
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Payroll | HCM |
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2015 | 2015 |
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Payroll | HCM |
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2020 | 2020 |
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Performance and Goal Management | HCM |
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2018 | 2018 |
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Recruiting, Applicant Tracking System | HCM |
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2012 | 2012 |
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Succession and Leadership Planning | HCM |
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2018 | 2018 |
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Time and Attendance | HCM |
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2020 | 2020 |
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ERP Services and Operations
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
|---|---|---|---|---|---|---|---|---|
| SAP | Legacy | SAP Concur Travel | Travel Management | ERP Services and Operations | n/a | 2018 | 2018 |
In 2018, Dana Incorporated deployed SAP Concur Travel as part of its Travel Management tooling to centralize travel and expense capture across finance and Accounts Payable workflows. The implementation positioned SAP Concur Travel to feed expense data directly into AP processes for G/L coding and payment coordination.
Configuration emphasized travel and expense capture, approval routing, and transactional visibility to support AP invoice matching and processing. Functional capabilities implemented included T&E expense reporting, automated approval workflows, GL coding of expenses, orchestration of weekly payment runs, and support for AP cash forecast inputs. Operational responsibilities retained by the AP organization included invoice review, AP reconciliation, intercompany reconciliation, monitoring aging invoices, responding to internal and external AP inquiries, and month end closing activities.
The project established system integration between SAP Concur Travel and Dana Incorporated's SAP financial workflows to synchronize G/L coding and to provide transaction-level expense detail into Accounts Payable and cash forecasting processes, reflecting the noted T&E Concur SAP linkage. Integrations centralized approval histories and expense line detail to improve traceability for stakeholder inquiries and supported coordination until release of payment.
Governance changes reinforced approval coordination, formalized weekly payment run processing, and embedded SAP Concur Travel into month end and intercompany reconciliation procedures. AP staff participation in new transitions was part of the rollout, aligning travel and expense management with established Accounts Payable controls and workflows.
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Analytics and BI
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Analytics and BI | Analytics and BI |
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2015 | 2018 |
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Analytics and BI | Analytics and BI |
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2021 | 2021 |
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Collaboration
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Audio Video and Web Conferencing | Collaboration |
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2018 | 2018 |
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Audio Video and Web Conferencing | Collaboration |
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2018 | 2018 |
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Collaboration | Collaboration |
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2015 | 2015 |
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Content Management
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Web Content Management | Content Management |
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2018 | 2018 |
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Web Content Management | Content Management |
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2020 | 2020 |
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SCM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Supply Chain Management | SCM |
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2025 | 2025 |
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CRM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Customer Analytics | CRM |
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2023 | 2024 |
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Marketing Automation | CRM |
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2015 | 2015 |
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Sales Automation, CRM, Sales Engagement | CRM |
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2021 | 2021 |
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ITSM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Application Performance Management | ITSM |
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2021 | 2021 |
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PLM and Engineering
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Computer-Aided Design (CAD), Computational Fluid Dynamics (CFD) | PLM and Engineering |
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2013 | 2013 |
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Product Lifecycle Management | PLM and Engineering |
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2016 | 2016 |
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PPM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Project Portfolio Management | PPM |
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2025 | 2025 |
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Procurement
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Procurement | Procurement |
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2015 | 2015 |
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Supplier Relationship Management | Procurement |
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2016 | 2016 |
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Supplier Relationship Management | Procurement |
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2015 | 2015 |
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Supplier Risk Management | Procurement |
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2012 | 2016 |
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TRM
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Risk Management | TRM |
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2015 | 2015 |
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Treasury Management | TRM |
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2012 | 2012 |
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Treasury Management | TRM |
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2014 | 2015 |
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IaaS
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Application Hosting and Computing Services | IaaS |
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2015 | 2015 |
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Content Delivery Network | IaaS |
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2020 | 2020 |
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Content Delivery Network | IaaS |
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2020 | 2020 |
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CyberSecurity
Vendor |
Previous System |
Application |
Category |
Market |
VAR/SI |
When |
Live |
Insight |
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Identity and Access Management (IAM) | CyberSecurity |
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2022 | 2022 |
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Secure Web Gateways (SWG) | CyberSecurity |
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2016 | 2016 |
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