When is it time to rethink your MES?

Rising costs, limited flexibility and weak support are prompting pulp and paper producers to reassess long-term MES strategies.

A changing MES market

For many pulp and paper producers, Manufacturing Execution Systems have long been viewed as stable, business-critical platforms that only need to be replaced when they become technically obsolete. In reality, the trigger for change is often broader. MES performance depends not only on software functionality, but also on cost predictability, supplier commitment, product development and the quality of support available when production depends on the system every day.

Today, the decision to reassess an MES is increasingly driven by commercial and operational pressure: rising prices, changing licensing models, limited flexibility and support that no longer meets the needs of production-critical operations.

Recent market developments show that MES strategies may need to be revisited over time. Changes in commercial terms, pricing structures, service models or the availability and quality of support can all be relevant signals. For mills, this can be a good moment to reassess whether the current system still provides the right level of control, transparency and long-term value. It is also worth considering whether the system continues to support the next phase of digital development.

This is especially relevant in pulp and paper, where production systems are closely connected to planning, quality, logistics and traceability. A poorly supported MES can create friction far beyond the IT department. It may slow down troubleshooting, increase manual work, reduce confidence in production data and make it harder to introduce new digital capabilities across sites.

When to start looking for a new MES

The right moment to start evaluating alternatives is usually before the existing system becomes a constraint. Warning signs include unpredictable cost increases, forced shifts to less suitable licensing models, slow or unclear support, limited product development, growing dependence on local workarounds and difficulties integrating with modern digital tools.

For production environments that run around the clock, support is not a secondary issue. If a supplier cannot provide reliable long-term service, clear escalation paths and continued product evolution, operational risk increases over time. This can affect planning, traceability, performance follow-up and confidence in production data.

A useful starting point is to ask three practical questions: Is the current MES still developing in line with our business needs? Are lifecycle costs and support commitments predictable? And does the system make it easier or harder to harmonize operations across mills? If the answer is unclear, a structured assessment can help avoid rushed decisions later.

For companies operating several sites, this assessment should also consider how well the MES supports common ways of working. A future-ready system should enable local operational flexibility while providing comparable data, consistent KPIs and a shared foundation for continuous improvement.

Thanks to AFRY’s extensive experience in the pulp and paper industry, we were able to apply best practices and leverage lessons learned from previous projects throughout the implementation. This resulted in the successful on-time delivery of a solution configured to Nordic Paper’s business requirements and deployed across all production units.

Erik Matton, Service Area Manager, Industrial IT, AFRY

From replacement to long-term value

A new MES should not be seen only as an IT replacement. It is an opportunity to simplify the production landscape, improve data quality, harmonize processes across sites and build a more resilient foundation for future operational development. The business case should therefore look beyond the initial implementation and include long-term maintainability, support, integration capability and the expected value of better production visibility.

AFRY PaperLine is designed for the specific needs of the pulp and paper industry, connecting planning, production and dispatch in one consistent environment. It supports the full production flow and can be integrated with surrounding systems such as ERP, automation and reporting solutions. Complemented by solutions such as ProTAK for performance management and AFRY Labelling for traceability, it helps mills create a more transparent, scalable and performance-driven production setup.

Just as important as the technology is the partnership model behind it. MES is a long-term operational platform, so mills need a partner that understands both industrial IT and the realities of pulp and paper production. This includes the ability to configure the system to mill processes, manage integrations, support users after go-live and continue developing the solution as needs evolve.

When costs rise, support weakens or the supplier relationship starts to feel limiting, it may be the right moment to reassess the MES strategy. For pulp and paper producers, that assessment can open the door to a more predictable, flexible and value-driven way of operating — with an MES landscape that supports today’s production needs and tomorrow’s digital ambitions.