Digital operations

Digital operations are the infrastructure of corporate decision-making. Systems and automations become valuable only when built on structured, transparent operations.

Return on investment conclusions from quarter-hourly consumption data

At many companies, electricity costs appear to be a fixed given: the connection capacity is contracted, the invoice arrives, operations continue. In reality, however, energy is one of the most quantifiable and most rapidly optimizable areas — provided that time-series measurement data is available.

For three-phase connections exceeding 3×80A, quarter-hourly metering is mandatory, and the utility provider is obliged to make the consumption data available to the client. These so-called quarter-hourly time-series profiles already provide, in themselves, a level of transparency on which business decisions can be built.

If longer-term consumption curves are systematically analysed, the capacity reservation fee can also be better aligned with actual needs. Even a simple approximation — such as adjusting based on actual peak demand — can noticeably reduce electricity costs. However, deeper optimization is a complex professional area, and if not handled correctly, it can result in additional costs or operational risks; therefore, in such cases the involvement of an expert is recommended.

The same logic applies to the justification of solar systems and energy storage. Time-series data reveals when consumption occurs throughout the day: in the case of daytime loading, renewable generation can directly reduce grid offtake, while storage demand emerges when daytime production exceeds instantaneous consumption. The data can already signal the reasonableness of the investment even to a non-specialist; however, precise sizing and return optimization require simulation-based professional calculations.

This is where DVX connects energy data with the investment decision: here, digitalization is not a tool, but the act of placing operations on a measurable foundation.

Project and procurement alignment along data lines

At many companies, the material requirements of construction projects appear on a project-by-project basis, in isolation from one another. Procurement often only sees the items required for the current task, with short lead times.

In this mode of operation, it is difficult to achieve genuine optimization. If the procurement officer only knows the requirements of the next project, there is no opportunity for competitive pricing, volume discounts, or scheduled ordering — the decision is made under pressure.

Even simply having project planning forecast the expected material requirements for the coming weeks or months — presented in a shared, accessible structure — can represent a significant step forward. When the project schedule and procurement register are linked with cross-references, procurement is no longer reactive, but proactive.

An unexpected schedule modification — for example due to weather conditions or client-side delays — thus does not result in immediate cost increases, but in a redistributable resource. Operations become more stable, and costs become predictable.

Here, digitalization means the deliberate coordination of processes. DVX's approach is built on the structured interconnection of technical, procurement, and operational decisions.

When is a custom system warranted?

The deliberate analysis of operations and the regular interpretation of data can already bring significant progress in itself. Beyond a certain point, however, corporate complexity reaches a level where an integrated, structured digital solution is required.

In this process, DVX represents a system-level approach that is not built on development for its own sake, but on well-founded solutions aligned with actual operations.