After years of financial struggles, Williams is gradually seeing light at the end of the tunnel and planning for a more stable future. Thanks to the arrival of Dorilton Capital, the team has gained access to new investments to strengthen not only its personnel but also its infrastructure.
Team Principal James Vowles explained that last Friday’s presentation at Silverstone was a signal of the progress Williams has made in just over 12 months. It may seem like a minor detail, but for a team that a year ago was severely behind schedule and didn’t have a third chassis ready for the opening rounds, being ahead of schedule now is a significant step.
It’s a small sign, but one that reflects the transformation happening behind the scenes at the British factory. While the building remains the same as in previous years, much has changed inside. One example? The way the team manages all car components.
A decades-old structure
Beyond organizational and personnel-related challenges, Williams also had to deal with outdated equipment, in some cases lagging decades behind its rivals. This decline was a direct result of the lack of investment before Dorilton’s arrival.
However, new investments have allowed the team to move away from old practices. Until 2024, Williams still managed its cars using an Excel spreadsheet tracking 20,000 components, which illustrates how challenging it was for personnel to keep track of every part.
It’s not just about knowing how many units of each component exist, but also tracking their usage across race weekends, their mileage, and any repairs. When you consider that this applies to over 20,000 parts, it’s easy to see how confusion could arise, even within the factory.
James Vowles was stunned when, in 2023—his first year at Grove—he discovered the team was still using Microsoft Excel to manage such a crucial aspect, especially coming from a cutting-edge team like Mercedes, which had long been using dedicated software. This realization was one of the reasons why the Team Principal fought to expand the CapEx budget, which allows teams to improve their infrastructure.
James Vowles revealed that Williams was still using Excel during 2024 pre-season testing in Bahrain. However, he has now provided more details on the new system and explained why the transition has not been as simple as it might seem, even causing some delays in component production.
This is why the Grove team was so proud at the FW47 launch after a challenging year. When asked about changes behind the scenes, James Vowles highlighted aspects of the new system and why it marks a huge step forward.
ERP systems: why they are a game-changer for Williams
“We don’t use an Excel spreadsheet! The big change is that we are using modern tools that set the benchmark for what we need to do,” James Vowles explained. The team will no longer have to search through a 20,000-cell document to locate a component.
“Essentially, we are using ERP (Enterprise Resource Planning), MRP (Material Requirements Planning), and PLM (Product Lifecycle Management) systems—tools that track which parts we have, where they are, what materials were used, and similar data,” added the Williams Team Principal.
Due to previous delays, some components in 2024 had to be made of metal instead of carbon fiber, increasing weight. This is why tracking materials is now crucial.
“We are using reference systems. There is still work to be done because implementing these systems takes time and patience. We are not at 100% yet, but we will be by 2025. It was simply no longer possible to continue as we were, relying on people to figure out where each part was to build the car.”
“Now, we rely on processes and structures. Whenever you modernize systems, there is some initial difficulty, but the car we unveiled is proof of where we are headed.”
What Williams now has to replace the infamous spreadsheet is effectively a digital map of the FW47’s entire architecture, allowing for quick navigation to locate components, complete with detailed descriptions. This system enables each part to be individually displayed, classified, and categorized in depth.
Moreover, with the PLM system, the team can quickly check the usage time and condition of every component to assess wear and determine whether a part is nearing the end of its life cycle. It’s no coincidence that both Vowles and driver Alex Albon emphasized the significant improvements in component quality for the FW47.
AI integration for development timelines
Why is it so important to rely on an automated system for car management? The most straightforward reason is speed and ease of use for mechanics and engineers involved in car assembly and monitoring. However, there is another reason—advancements in technology.
All teams use an ERP system linked to a partner: for Racing Bulls, it’s Epicor; for Red Bull, it’s Oracle; and for Mercedes, it’s SAP—often tied to commercial agreements. In recent years, these systems have also begun integrating generative AI, which plays a role in production processes by providing teams with insights into manufacturing timelines.
All stages of the production timeline are tracked, allowing any issue to be quickly identified in the chain and analyzed for root causes. The goal is to provide teams with a clear picture of production progress in a short time, improving efficiency—an essential factor in an era where budget caps make time and money critical for gaining a competitive edge.
This is why Williams’ transition is more than just saying goodbye to an Excel spreadsheet.
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