The Polish company has based its digital transformation on three pillars. "It's time to embrace the future."

• - Slow digitalization in Poland is the result of limited competences, high costs, resistance to change and infrastructure problems - says Leszek Szulc, Technical and Production Director at SaMASZ.
• - In 2024, Finland, France, and Germany will be leaders in the use of artificial intelligence in companies in the EU – there, 50-55% of enterprises use AI; in Poland, it's only 20%... - the manager reminds.
• - When making the decision about digital transformation, we also looked at the long term: the selected systems are to support the development of the organization in the horizon of several or a dozen or so years, and not only respond to current challenges - says Leszek Szulc about SaMASZ's strategy.
• The conversation is part of a series of interviews that will serve as the basis for the report "From Tape to Algorithm: How Digitalization Is Shaping the Future of Industry," prepared by WNP Economic Trends in conjunction with the New Industry Forum (Katowice, October 14-15, 2025).

What investments in the field of digitalization and digitization (and other related elements of Industry 4.0 - robotization and automation) have you made in the last five years?

Over the last five years, we have completed numerous investments aligned with the idea of ​​Industry 4.0. These investments have made us one of the leaders in digital maturity in the agricultural machinery industry.

Our journey began in 2018, when we opened a modern factory in Zabłudów. At that time, we built a fully automated paint shop – centrally controlled, with a Power&Free transport system and full process data archiving. This gives us complete control over production quality and consistency.

At the same time, we continued to expand our robotics capabilities – today we have 11 robots (9 of which are welding robots) that support our employees in key processes. As part of the OBR2 project, which is part of the SuperFabryka 4.0 concept, we expanded our Research and Development Center, introducing cutting-edge technologies for research, testing, and the creation of new machine models.

Another milestone was the investment project in the Suwałki Special Economic Zone. We invested tens of millions of zlotys, expanded our production facilities to 3 hectares under roof, and introduced one of the most advanced laser installations in Poland – a fully automated sheet metal cutting, storage, and sorting system managed by seven integrated IT systems. This solution virtually eliminated manual data entry and significantly increased efficiency.

Today, our production processes are also supported by modern warehouse automation – from pallet systems to vertical racks, and robots work with press brakes in integrated stations.

Our latest investment is the digital transformation (CT) of the entire organization. We base it on the synergy of three main pillars: people, technology, and processes. Its primary goal is to increase efficiency, stimulate innovation, and streamline business processes. The CT program includes the implementation of an integrated IT system across the entire organization, encompassing PLM, ERP (including MES and APS), WMS, and HR. We are developing it in the spirit of Industry 4.0, incorporating concepts such as Digital Twin, IoT, Big Data, and cybersecurity.

"The limited availability of workers on the market is also becoming increasingly important"

What digitalization investments, especially those related to Industry 4.0, are you planning for the next few years?

We're not slowing down. Our goals include digital twins, integration with AI, implementation of cobots (which we're already testing), and further robotization of logistics processes.

We are also looking towards Industry 5.0 solutions – those that not only increase efficiency, but also strengthen the resilience of organizations, support employees, and address the challenges of sustainable development.

What criteria dominate when making decisions about such investments?

- The key criteria when deciding on investments in the automation and robotization of production processes are primarily increasing competitiveness, improving efficiency and reducing operating costs.

The limited availability of labor in the market and the need to ensure high production consistency and quality are also increasingly important. Every investment decision at SaMASZ is preceded by a thorough analysis and business justification – in the case of production process automation, we always calculate the rate and period of return on investment.

In the case of the digital transformation of business processes – including the implementation of new ERP and PLM systems – a decisive criterion (in addition to those mentioned above) was technological debt. By this, I mean the architecture of previous systems, their functional limitations, low performance, and insufficient database capacity. Equally important were improved customer relationship management and the ability to better plan and forecast – both in production and logistics – which provides us with greater stability and flexibility in responding to market needs.

When deciding on digital transformation, we also looked at the longer term: the selected systems are intended to support the development of the organization over the next few to a dozen years, and not just respond to current challenges.

Who are you collaborating with to implement digitalization? What barriers do you see at a national level?

In the digitalization process, we collaborate with numerous partners – suppliers of technological systems and solutions, specialized integrators, as well as research institutions: technical universities and research and development centers. This gives us access to both the latest innovations and practical know-how , which is not always provided by standard market solutions.

When it comes to barriers at a national level… The most common are the limited availability of qualified specialists, high implementation costs and sometimes a lack of standardization when integrating various systems.

What is the current level and effects of using collected data (especially production data)?

We understand perfectly well that data remains a key resource in any organization today. Most companies attempt to gather it from multiple sources – from ERP and PLM systems, as well as from production lines and machines. This information can be used to analyze process efficiency, monitor quality, and predict demand and potential risks in production.

At SaMASZ, a PLM system has been in operation since 2024. In fact, for the past eighteen months, we've been collecting product lifecycle information in a single system, integrated with CAD and ERP systems. Previously, all data was scattered across various folders and emails, making management difficult. Now, all information is collected and archived in a single PLM environment: design revisions, parts catalogs, manuals, meeting notes, photos, etc. As a result , our R&D department, composed of approximately 40 designers, operates fully digitally , allowing us to respond faster to market needs and develop new machines more effectively.

Regarding data collected in the ERP system, the situation is similar. Before deciding on digital transformation, our data was scattered across various ERP and MES systems, as well as Excel, emails, and so on. After conducting analyses and developing a business concept, we decided to divide the entire ERP system implementation, including modules such as APS and MES, into two phases. In January of this year, we held a live livestream of the first phase of the ERP system and the first part of the MES.

Much of the data that we were able to transfer from the old systems has been "read" into the new ERP, but there is a lot of new data that we have only just started collecting or will start collecting after the launch of stage two.

Currently, in the MES system, employees themselves report when work begins, what order they are completing, how many good parts they have produced, how many defects occurred, etc. In the second stage, which we will begin in the coming months, we will connect production machines with our MES system and thus move towards a Smart Factory.

“We plan to develop digital twins of selected processes and resources”

What are the plans - e.g. regarding smart factories, industrial Internet of Things - IIoT, resource digitization, virtual twins?

- We want to use industrial internet of things (IIoT) solutions that allow for ongoing monitoring of the operation of machines and devices and faster response to any deviations.

We are acutely aware that the digitization of resources is a significant development direction. We strive to ensure that all key data is available in a digital, integrated format, and capable of real-time analysis. This will allow us to make better decisions, shorten response times, and ensure even higher levels of product quality.

Another important element in the second stage will be the launch of APS (Advanced Planning and Scheduling), which will support us in creating optimal and realistic production schedules, enabling us to select the appropriate scenario depending on the situation (e.g., fast and expensive or long-run and inexpensive). For the module to function efficiently, we also need excellent data on operation times, routes, changeover times, and a matrix of employee competencies – without this, even the best APS will not be able to create a good production plan.

Another key milestone in Phase 2 will be the launch of the Infor Enterprise Quoting (EQ) platform, a portal for configuration, pricing, and ordering dedicated to importers and trading companies. It enables dealers, distributors, and salespeople to quickly create precise offers and professional quotes using 2D/3D product visualizations, automated calculations, and AI-based recommendations. The EQ platform is cloud-integrated with Infor CPQ (configure, price, quote), Infor ERP, and Infor CRM systems, enabling automation of customer service, sales, and logistics processes, as well as better control over quoting and production.

Looking to the future, we plan to develop digital twins of selected processes and resources. We are also analyzing the potential use of AR (augmented reality) and VR (virtual reality) . These technologies have been rapidly supporting manufacturing, heavy industry, education, and service in recent years.

We see particular potential in using AR for global service and maintenance support. As a company exporting to over 70 countries, we know how important it is to provide quick customer assistance —regardless of whether they're in Japan, France, or the USA. Using AR glasses, a dealership's service technician can connect in real time with an expert at our headquarters in Zabłudów.

The expert sees exactly what the technician in the field sees, provides step-by-step instructions, and even marks points on the image in their field of view. In early September of this year, we tested such a solution—and it looks very promising.

We also see additional potential in using AR in on-the-job training for employees – interactive instructions help them acquire practical skills more quickly. VR technology, in turn, allows for the creation of simulations of production processes and realistic occupational health and safety training, which increases safety, reduces the risk of errors, and prepares staff for situations that are difficult to replicate in real-world conditions.

How do you assess the potential of acquiring and exchanging data with B2B partners (suppliers, customers)?

We see enormous potential in acquiring and exchanging data with B2B partners – both suppliers and customers. Access to reliable information will allow us to create more predictable and flexible processes throughout the supply chain. For example, real-time knowledge of component availability from suppliers enables a faster response to market changes and better production planning.

EDI – electronic data exchange with business partners – can play an important role here. EDI will allow us to automatically process orders, invoices, and shipping documents, significantly speeding up processes and minimizing the risk of errors.

A significant new element is the National e-Invoice System (KSeF) and changing legal regulations. We see this not only as a requirement but also as an opportunity to further automate B2B processes.

Customer data on orders, preferences, and sales forecasts supports our S&OP (Sales and Operations Planning) processes, increasing planning accuracy. We know that CPQ/EQ (Configure, Price, Quote/Enterprise Quoting) solutions will play a key role in this area, enabling the rapid and precise preparation of offers and product configuration in line with market requirements. Integrating these tools with ERP increases transparency, shortens order processing times, and improves data quality throughout the entire sales chain.

And what are the risks in this type of data exchange?

Yes, it brings its own challenges. The most important thing is ensuring the security and confidentiality of information, as well as maintaining its quality and consistency: data must be current, reliable, and delivered in a uniform format. That's why we place great importance on system integration standards, the use of modern analytical tools, and cybersecurity solutions.

We believe that successful data exchange requires not only modern technologies but also trust and transparency in relationships with partners. We want data to benefit everyone – leading to cost optimization, improved product availability, and higher end-customer satisfaction.

“Many companies treat cybersecurity as an ‘add-on’ rather than a key element of their strategy”

Overall, how do you assess the level of awareness and protection against cyberattacks in industry? What actions should the government take in this regard?

"Awareness of cyber threats in Polish industry is growing, but we still have a long way to go compared to Western European countries. Due to the geopolitical situation and the war on its eastern border, Poland is one of the countries most vulnerable to hacker attacks. Unfortunately, many companies—especially small and medium-sized ones—treat cybersecurity as an "add-on" rather than a key element of their strategy."

In the era of Industry 4.0 and the Internet of Things, everything is interconnected – production systems, ERP, PLM. One unprotected point in the network can mean serious problems for the entire company and its partners. Recent weeks have shown that the threat is real – SaMASZ also experienced attempted hacking attacks, which were prevented thanks to appropriate procedures and security measures.

At our company, we place great emphasis on security: we employ state-of-the-art security measures, penetration testing, system monitoring, and regular employee training. All in compliance with the NIS2 directive and the GDPR, which mandate high standards of data protection across the industry.

We also see that the government can do even more – prevention, education, dissemination of knowledge, and technological assistance for smaller companies truly improve the level of security across the entire sector. Creating standards and recommendations allows even small businesses to effectively protect their digital infrastructure, and the entire Polish Industry 4.0 ecosystem becomes more resilient to cyber threats.

How do digitalization and the general changes related to Industry 4.0 influence or will influence the management method and organizational culture in the company?

SaMASZ's digital transformation, driven by Industry 4.0, is transforming the way we manage and collaborate within our company. Before the transformation began, our entire implementation team was trained in the Prince2 methodology, which facilitated the successful implementation of digitalization projects.

We then appointed the Steering Committee Chair, key users, a project manager, team leaders responsible for specific areas, and key users. This structure enables efficient project management, rapid decision-making, and effective communication between departments.

Additionally, we organized a project kick-off meeting, attended by our employees involved in the transformation, as well as the software vendor and consulting firm. The meeting allowed for a shared understanding of the goals, scope of activities, and project requirements.

As in any company, transformation meant changes that some approached with a bit of skepticism… In some areas, the status quo was so comfortable that – one might say – it “didn’t want to leave the chair.”

Gradually, however, time, patient work, and collective effort took their toll, and old habits slowly gave way to new solutions. In some areas, staff were also reassigned and new responsibilities were assigned—sometimes with challenges that proved far more interesting than the old routines.

The effect is beginning to be visible: digitalization is streamlining processes while fostering a culture of openness to change, proactivity, and collaboration. This makes us more flexible and ready for the challenges of the future, and innovation is no longer just a goal, but a part of everyday work.

"The digitalization of public administration in Poland has clearly accelerated in recent years"

How do you assess the current system of educating personnel in specialties used in digitization and Industry 4.0 in general? What changes are needed, if any, and what role should the state play, and what role should companies play?

"The current system for training personnel in the field of digitalization and Industry 4.0 provides a solid foundation, but it is still too theory-based. Meanwhile, the industry needs specialists who can implement digital solutions, work with data, and connect IT systems with production processes."

Fortunately, younger generations learn differently – they take advantage of the vast access to knowledge online, exchanging experiences and inspiration. This builds a culture of sharing and openness to technology, but this model requires support to effectively transfer these skills to factories.

Therefore, education should place a stronger emphasis on practice and real-world projects: case studies, tools used in industry (ERP, PLM, AI, VR, automation), and collaboration with companies. The state's role is not only to create a regulatory framework and support university-industry collaboration, but also to actively promote and initiate such projects.

We've been collaborating like this at SaMASZ for years. We completed the "Fast Track – Agrotech" project with the Białystok University of Technology, which included a self-diagnostic system for detecting machine faults and a real-time yield monitoring system.

We're currently working on our next project – Agro AI. Together with the Białystok University of Technology and Moose, we're creating an adaptive AI-powered machine monitoring and diagnostics system. This solution will allow us to bring new designs to market faster, reduce testing costs, and strengthen the company's competitiveness . At the same time, it develops the scientific potential of the Podlaskie Voivodeship and strengthens the Agricultural Valley 4.0 ecosystem.

In countries leading in digitalization, the public sector is also highly digitized. To what extent are the digitization of administration and state operations contributing to building a culture of innovation in society and supporting business in Poland today?

- The digitization of public administration in Poland has significantly accelerated in recent years – more and more processes can be completed online, and solutions such as the mObywatel application, the ZUS Electronic Services Platform (PUE ZUS), the Patient's Online Account (IPK), e-PIT, e-PUAP, e-Delivery, e-Prescription and Trusted Profile are becoming standard.

This is important because the digitalization of the state creates a natural environment conducive to innovation and prepares society to use modern technologies in everyday life. The more citizens become accustomed to digital solutions in their interactions with government agencies, the faster they will accept and implement them in business.

For industrial companies, however, it's crucial not only for their administration to be digital, but also for regulations to keep pace with reality. Regulations often determine the pace of innovation – a good example is the legal changes surrounding the National Securities and Exchange Commission, which require the adaptation of ERP systems and accelerate the process of automating data exchange between companies.

This is also the case at SaMASZ – integrating KSeF with our Infor LN system provides an opportunity for broader process automation in finance and accounting. We have translated legal requirements into practical improvements – from digital document workflow to full transparency in data exchange. As a result, the regulations not only presented a challenge but also an impetus to accelerate digitalization within the company.

How is the implementation of digital changes and Industry 4.0 facilitated in our country today?

Poland is also seeing a growing number of programs and funds supporting digitalization and research and development projects – from the National Center for Research and Development, the Polish Agency for Enterprise Development (PARP), and European funds. This real support gives companies the opportunity to implement innovations more quickly and minimize the risk of investing in new technologies.

From a business perspective, we expect the state to not only develop its own digital administration but also actively promote a culture of collaboration between science, business, and public institutions. Only such an approach will create a coherent innovation ecosystem in which companies can thrive and effectively implement Industry 4.0 solutions.

In terms of the level of robotization, we are lagging behind the EU, a digital twin is still a rarity overall, and there is hardly a long queue of companies waiting to use the data centers (cloud computing) that have already been developed in the country… What is the main reason for the slow digitalization of Polish companies so far?

Polish manufacturing companies are slowly catching up digitally. CAD design has become standard practice – almost everyone uses it, but other areas of digitalization are still lagging behind. Nearly half of companies use CAM to automate production processes, while only 30% of Polish companies have ERP systems that help manage their entire businesses. CAE's popularity is growing, but still only one in five companies uses it for design simulation and optimization.

In robotics, Poland ranks near the bottom of the EU rankings, with around 120 robots per 10,000 production workers (European leaders – Germany and Sweden – have over 300-400 robots). South Korea is a global role model, with around 900 robots per 10,000 workers. Fewer than 15% of companies in Poland implement digital twins; in Western Europe, the figure is 30-40%.

Against this backdrop, SaMASZ is a role model for Poland – we have implemented modern IT systems, and the level of robotization in our production exceeds the national average. This proves that – with the right strategy and change leaders – investments in digital technologies can effectively integrate innovation with everyday operations.

Slow digitalization in Poland is a result of limited competencies, high costs, resistance to change, and infrastructure problems. To catch up with Europe and the world, companies simply need courage, strategies, and leaders who can efficiently implement new technologies.

“Megaplans really give hope for real support for business”

What are the reasons for the low use of AI in Poland (for companies employing at least 10 people in EU countries, in 2024 Poland was ahead only of Romania)? In what areas does AI have the greatest industrial potential?

- In 2024, Finland, France, and Germany will be the leaders in the use of artificial intelligence in companies in the EU – there, 50-55% of enterprises use AI; in Poland, it's only 20%…

Our country still lacks qualified specialists and change leaders. Many companies fail to recognize the potential of AI, and implementation strategies are limited to short-term initiatives. This is compounded by costs and a lack of financing, especially for smaller businesses.

SaMASZ, however, demonstrates that this can change. We are not only investing in modern IT systems that enable the use of AI, but also developing our own solutions. Our new project, "AGRO-AI," is a future adaptive system for monitoring, diagnosing, and testing agricultural machinery in real time.

In the coming years, we plan to expand AI to production planning, predictive maintenance, quality control, and operational decision automation. Additionally, integrating AI with CPQ and EQ systems will enable our customers and dealers to use intelligent tools for machine configuration and sales.

For me, this is proof that with a bold strategy and the right investments, Polish industry can effectively catch up on digital backlogs. SaMASZ demonstrates that AI innovations are not just theoretical – they can actually increase competitiveness in the European and global markets.

Do European and national digitalization megaplans (e.g. "AI Gigafactories" or "Application of Artificial Intelligence" and other strategies regarding, for example, quantum technologies – the EU or the Digitalization Strategy of Poland 2035) raise hopes for real help for business?

"The megaplans you mentioned truly offer hope for real support for businesses. We're talking about billions of euros in investments, gigafactories with enormous computing power that will be used to train advanced AI models, and the construction of quantum infrastructure in Poland. This opens up new opportunities for testing, implementing, and commercializing innovative solutions."

The Poland Digitalization Strategy 2035 places a strong emphasis on AI and quantum technologies, the development of technological sovereignty, and supports research and commercialization of innovations, as well as the training of qualified personnel. For companies, this means access to modern infrastructure, grants, and financial support, as well as improved collaboration between science and business. All of this makes the implementation of AI and new technologies realistic and practical.

But we must also be aware of the challenges. AI gigafactories concentrate enormous computing power and data, which can lead to monopolization and restrict competition. There are risks of data leaks and dependence on specific technology providers. Furthermore, there are environmental concerns—such factories consume significant amounts of energy—as well as regulatory and ethical challenges that require a coherent legal framework.

For us at SaMASZ, this is an opportunity and inspiration. We are already developing our own AI projects and planning further implementations in production, quality control, and customer and dealer support systems.

Megaplans show the direction and offer tools, but success will depend on how creatively and responsibly we use these opportunities , combining innovation with safety and attention to sustainability.

And will the government manage to implement them? Well… let's hope that this time, the digitization plans don't just get stuck in paperwork, but actually take off!

"Humanoids are already being tested in factories, pharmacies, restaurants and other service places"

Is the new concept of Industry 5.0—combining technology, sustainable development, and a focus on people, along with companies' resilience to crises—an inevitable direction? Expectations for businesses and companies are rising exponentially, becoming more challenging to meet—both organizationally and financially. Will businesses be able to meet these expectations?

Industry 5.0 isn't science fiction, but a trend already knocking on the doors of our factories. It's about technology and humans working together, not one replacing the other. Artificial intelligence and robots are meant to support employees in their daily work, not send them into unemployment.

Cobots are playing an increasingly important role. At SaMASZ, we just purchased our first "robot buddy"—and after testing and analysis, we know it was a great decision.

I'm also increasingly looking at more futuristic ideas – humanoid robots that are no longer just prototypes straight out of movies. Tesla is developing its Optimus, BMW is testing its Figure 02 humanoids in production, and Amazon has introduced the Digit robot for logistics.

We also have a Polish touch here – the company Clone Robotics, whose latest model, Protoclone V1 (also known as Clone Alpha), is one of the most realistic in the world, replicating human anatomy with over a thousand artificial muscles, bone structure and synthetic organ systems.

Such machines can observe, react, and collaborate—and they don't take vacations or drink coffee. Sounds tempting, right? But it also raises serious questions about safety, ethics, and governance. This isn't a game…

China views humanoid robotics as a strategic industry, strengthening its economy and its position as a global technology leader. It is investing billions of yuan in developing robots with "brains, cerebellums, and limbs," building AI components and systems, and developing a complete supply chain. Humanoids are already being tested in factories, pharmacies, restaurants, and other service settings.

Today, expectations for business are growing as fast as AI courses: innovation, sustainability, operational resilience, integration of people with machines. In Poland, both large, medium and small companies need support. Those who do not adapt will be left behind - and the competition is not sleeping.

For us at SaMASZ, this is a huge challenge and at the same time a great opportunity. The moment when we can build factories that are not only efficient, but also intelligent, responsible and future-proof. Whoever masters these technologies will not only survive, but will overtake the competition.

And who's afraid of a humanoid friend with a robotic smile? Well... Maybe it's time to tame the future before it tames us.

To what extent does the digitization of the Polish state and production and management processes support the implementation of the Sustainable Development Goals (ESG)? To what extent are the digital solutions you introduce related to, for example, energy consumption optimization, carbon footprint, reporting transparency or social responsibility?

- Digitization is becoming a natural ally in achieving ESG goals. Thanks to modern systems, we can track energy consumption in real time, optimize processes and reduce material losses. This allows us not only to operate more effectively, but also to take care of the environment and transparency of reporting.

However, it should be remembered that the approach to ESG in Europe is different from that in China or the USA. Regulatory pressure and detailed reporting requirements are growing in the EU, which creates both an opportunity and a risk of higher costs and bureaucracy. In China, digitalization and robotics are treated as a strategic industrial engine, with multi-billion investments in development. In turn, in the USA, pragmatism and business efficiency are often what matter, and regulations remain in the background.

Therefore, it is crucial to maintain a balance - so that digitalization supports sustainable development, but at the same time does not weaken the competitiveness of European enterprises against global players.