Apps Run The World Apps Purchases

Customer	Industry	Empl.	Revenue	Country	Vendor	Application	Category	When	VAR/SI	Insight Source
Heathrow	Transportation	90000	$4.8B	United Kingdom	IBM	IBM Maximo	Enterprise Asset Management	2012	n/a
Heathrow	Transportation	90000	$4.8B	United Kingdom	IBM	IBM Maximo Asset Management Scheduler	Enterprise Asset Management	2013	n/a	In 2013, Heathrow implemented IBM Maximo Asset Management Scheduler as part of a Maximo 7.5 program to manage the airport authority's extensive asset estate. The program replaced Maximo V5.2 following a regulated tender and addressed a multi-asset environment with 1,700 concurrent users, approximately 900 mobile technicians, over 500,000 live assets and an asset book in excess of £10 billion, aligning the deployment to Enterprise Asset Management requirements for airport operations. The technical deployment centered on Maximo V7.5 with explicit adoption of Maximo Asset Manager 7.5 core functionality, Maximo Scheduler 7.5, Maximo Mobile Work Manager and Maximo Mobile Inventory Manager, and a bespoke asset acquisition application called MaxiNet. IBM Maximo Asset Management Scheduler was configured to support scheduling and work execution, mobile field workflows for technicians, inventory control, and an acquisition-to-commissioning workflow implemented in MaxiNet to manage installation and deployment prior to handover into operational management. Integration and data architecture included a scripted data migration approach from Maximo V5.2 to Maximo V7.5 due to data volume and downtime risks, with data load scripts and transformations developed and iterated four times to ensure transfer accuracy. Integration with the Oracle financials system was implemented using an Oracle integration template plus additional configuration, and testing was comprehensive with system, integration, performance and user acceptance phases, with Vetasi conducting system and performance tests and assisting third parties during integration and user testing. Governance and rollout activities began with a design phase from August 2012 through March 2013 that documented existing business processes and produced functional specifications, followed by build, unit testing and completion of as-built documentation. The rollout targeted maintenance delivery organizations, depot based planners and schedulers, mobile engineering teams and office based administrative staff across terminal facilities, utilities and service delivery assets such as baggage handling and signage, and was driven in part by the need to demonstrate compliance with Civil Aviation Authority regulations CAP 168. Data governance and process controls were emphasized given the regulated environment and the revised asset hierarchy required supplemental data entry from external sources to support the new model.
	Professional Services	90000	$4.7B	Philippines	Stripe	Stripe Payments	Payment Processing	2022	n/a
	Healthcare	90000	$11.6B	Australia	SAP	SAP ERP ECC 6.0 - Financial Accounting (FI)	ERP Financial	2009	CIBER
	Insurance	90000	$24.5B	United States	Accruent	Accruent EMS	Facility Management	2016	n/a
	Insurance	90000	$24.5B	United States	Wolters Kluwer	Wolters Kluwer Passport	Legal Practice Management	2021	n/a
	Manufacturing	90000	$22.9B	Japan	Microsoft	Microsoft Dynamics 365 for Finance and Operations	ERP Financial	2021	Japan Business Systems
	Retail	90000	$13.9B	United States	SAP	SAP Apparel and Footwear (SAP AFS)	Retail Management	2012	n/a
	Retail	90000	$13.9B	United States	SAP	SAP S/4 HANA	ERP Financial	2024	n/a
	Professional Services	90000	$19.5B	France	SAP	SAP S/4 HANA	ERP Financial	2023	n/a

Logo

Customer

Industry

Empl.

Revenue

Country

Vendor

Application

Category

When

VAR/SI

Insight

Insight Source

Heathrow

Transportation

90000

$4.8B

United Kingdom

IBM

IBM Maximo

Enterprise Asset Management

2012

n/a

Heathrow

Transportation

90000

$4.8B

United Kingdom

IBM

IBM Maximo Asset Management Scheduler

Enterprise Asset Management

2013

n/a

In 2013, Heathrow implemented IBM Maximo Asset Management Scheduler as part of a Maximo 7.5 program to manage the airport authority's extensive asset estate. The program replaced Maximo V5.2 following a regulated tender and addressed a multi-asset environment with 1,700 concurrent users, approximately 900 mobile technicians, over 500,000 live assets and an asset book in excess of £10 billion, aligning the deployment to Enterprise Asset Management requirements for airport operations. The technical deployment centered on Maximo V7.5 with explicit adoption of Maximo Asset Manager 7.5 core functionality, Maximo Scheduler 7.5, Maximo Mobile Work Manager and Maximo Mobile Inventory Manager, and a bespoke asset acquisition application called MaxiNet. IBM Maximo Asset Management Scheduler was configured to support scheduling and work execution, mobile field workflows for technicians, inventory control, and an acquisition-to-commissioning workflow implemented in MaxiNet to manage installation and deployment prior to handover into operational management. Integration and data architecture included a scripted data migration approach from Maximo V5.2 to Maximo V7.5 due to data volume and downtime risks, with data load scripts and transformations developed and iterated four times to ensure transfer accuracy. Integration with the Oracle financials system was implemented using an Oracle integration template plus additional configuration, and testing was comprehensive with system, integration, performance and user acceptance phases, with Vetasi conducting system and performance tests and assisting third parties during integration and user testing. Governance and rollout activities began with a design phase from August 2012 through March 2013 that documented existing business processes and produced functional specifications, followed by build, unit testing and completion of as-built documentation. The rollout targeted maintenance delivery organizations, depot based planners and schedulers, mobile engineering teams and office based administrative staff across terminal facilities, utilities and service delivery assets such as baggage handling and signage, and was driven in part by the need to demonstrate compliance with Civil Aviation Authority regulations CAP 168. Data governance and process controls were emphasized given the regulated environment and the revised asset hierarchy required supplemental data entry from external sources to support the new model.