Computerized maintenance management systems (CMMS) is shifting to a lever for measurable productivity and uptime for plant operations. For CIOs, COOs and OT leaders, maintenance data is becoming an operational system of record rather than a set of local spreadsheets.
DLG’s Fiix Rollout Changes on the Shop Floor
DLG Group, one of Northern Europe’s largest agricultural feed and agriproduct manufacturers, is rolling out Fiix CMMS to modernize maintenance processes, improve mean time between failures and better manage spare parts inventory across its facilities. Within the first month of digitizing maintenance workflows, the company has already recorded improvements in mean time between failures, with a targeted 10 percent reduction in downtime within a year.
For technology and operations executives, that translates into a different daily management cadence. Instead of reactive firefighting driven by radio calls and whiteboards, maintenance work orders, asset histories and inventory levels are orchestrated through a centralized, cloud-based system accessible to planners, technicians and production managers. Factory managers gain real-time views of maintenance queues and can sequence work alongside production schedules, while IT and OT teams can monitor adoption, data quality and integration points with other systems.
DLG also is using Fiix to capture maintenance data across teams and sites, breaking down information silos and enabling faster sharing of best practices and critical fixes. That creates a feedback loop where a root cause identified at one plant can be codified in the CMMS and applied across the network, a structural shift from local tribal knowledge to network-wide asset intelligence.
Wider CMMS Market Context
DLG’s deployment lands in a CMMS market expected to grow from about $1.38 billion in 2024 to roughly $3.55 billion by 2034 as asset-intensive industries prioritize uptime, regulatory compliance and predictive maintenance. Cloud-based platforms now account for more than half of CMMS deployments, driven by flexibility, mobile access and lower infrastructure overhead.
When evaluating CMMS providers, technology leaders should prioritize multi-site scalability and usability. This includes mobile access for technicians and configurable workflows that align with existing maintenance practices. Integration capabilities with ERP also is key. Ie needs to be able to work with inventory management, supervisory control and data acquisition (SCADA) and historian systems so work orders, parts consumption and downtime events can drive financial, planning and compliance processes. Analytics and reporting that move beyond basic KPIs is also key.
For executives, the day-to-day impact is a more instrumented view of asset health, tighter alignment between maintenance and production, and a clearer line from downtime incidents to financial outcomes. The shift also brings governance implications as maintenance data becomes part of the broader digital thread connecting shop floor events to board-level performance discussions.
What This Means for ERP Insiders
CMMS data becomes core to ERP planning. As CMMS platforms like Fiix capture real-time downtime, MTBF and parts usage across sites, ERP vendors and enterprise architects must treat maintenance data as a primary input to production planning, cost accounting and capex decisions, not just a maintenance-side metric.
Maintenance workflows move into the cloud ecosystem. With cloud CMMS now the dominant deployment model, ERP and EAM strategies need standardized integration patterns for work orders, inventory and asset hierarchies, ensuring maintenance events automatically reflect in financials, procurement and production schedules across heterogeneous landscapes.
Multi-site maintenance standardization reshapes partner plays. As organizations like DLG use CMMS to harmonize maintenance across plants, GSIs and SIs gain opportunities to industrialize templates, KPIs and integration accelerators that tie CMMS rollouts to broader ERP modernization and industrial automation programs, rather than treating them as isolated OT projects.
