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OUTSYSTEMS IN ACTION
Explore real business challenges and reported outcomes in energy & utilities. Each brief connects the application story to practical questions about process, technology and delivery expertise.
Based on published OutSystems customer stories, with Digital Alchimia’s editorial perspective.
EXPLORE THE INDUSTRY STORIES
Auditors spent substantial time searching rules, standards and internal knowledge before planning their work. After six months of use, the source reports up to 90% less research time; the initial validation returned answers immediately or within 20 seconds depending on complexity.
An aging inventory tool made offshore stock management cumbersome and difficult to trust. Within the first year, cycle counts increased by 71%; in-transit orders overdue by more than 180 days fell by 90%.
A large legacy estate was slowing application change and consuming delivery capacity. The source describes support for more than one hundred agile teams and a reported 60% development-efficiency improvement compared with high-code development.
Manual dispatch and safety-information processes limited operational visibility and consumed employee time. The source reports sixty-six thousand UK consignments tracked in four years, about £600,000 saved in employee hours over that period and more than forty-eight thousand safety observations recorded in a separate portal.
A wastewater recovery value chain needed shared traceability across treatment, transport and agricultural reuse. The source reports delivery of an expanded second application version in five months, with workflows covering multiple participants in the recovery chain.
Industrial inspectors needed mobile workflows that could operate in locations with poor connectivity and connect observations with maintenance work. The source reports six months from concept to deployment for the first phase, estimated by its executive as three times faster than traditional development, with offline field capabilities.
An extensively customized ERP made it difficult for a terminal operator to deliver distinctive customer and operational capabilities quickly. The source reports fourfold agility for application changes and a delivery organization of around fifty OutSystems developers, with roughly 60% working as consultants at publication.
Field and remote service teams needed a simpler way to record and monitor customer requests using information from SAP. The source reports a first version delivered by two developers in two months and close to $300,000 in software and hardware savings for its first SaaS customer during that customer’s first year.
Waste operators needed a practical way to use sensor information when planning collections and connecting field activity to the back office. The source reports a three-week application build, customers reporting at least 30% fewer collections and a deployment involving four hundred municipal street bins.
A paper-based energy signup process involved too much manual entry for a convenient self-service experience across sales channels. The source reports onboarding in less than three minutes and contact-center training reduced from eight hours to one. A demonstrator MVP took two months; the kiosk launch followed later testing and iteration.
The utility needed to modernize siloed applications, improve mobile access and connect business workflows with enterprise systems. The source reports sixteen new applications in sixteen weeks while upskilling four developers and two junior developer interns. The larger database replacement program remained a broader modernization scope rather than a completed count.
A limited ticketing system offered little interaction or progress visibility, while multiple contact routes made requests and performance difficult to manage consistently. The source reports a seventeen percent rise in shared-service user satisfaction after one year, approximately four thousand five hundred daily tickets and around eighty-eight thousand users across the group.
A complex legacy system prevented the company from improving asset visibility and replacing paper-based inspection work. The source reports a nine-month go-live, paperless asset inspections and customer access to reports and current asset status, reducing the need for manual status exchanges.
An aging payment collection system was difficult to adapt to new channels and gave teams limited visibility of problems before customers complained. Manual reconciliation and delayed notifications added operational friction. The source reports that about 80% of collections used the new application at the time of writing. Developing and implementing customizations took half the previous time, while service staff gained real-time payment status and automated duplicate detection.
The energy supplier needed tailored applications for internal work and customer services. A client portal had to develop around real customer needs while fitting the existing enterprise environment. The source reports a fully functional portal within three months total. Five weeks and three months are milestones in the same delivery, not durations to add together; a separate electronic-invoice integration was still being developed in the account.
Regional rules and manual spreadsheet work made energy nomination and balancing complex. Operators spent effort transforming information instead of focusing on operational positions and market decisions. The source reports an 80% penalty reduction and training reduced from two months to two weeks. Its described operating scope covered four legal entities in eight countries; these outcomes do not establish the same result across the company’s entire global footprint.
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