From Traditional to Digital Supply Chain Networks - AWS

Summary

Amit Sinha，AWS行业产品首席架构师，分享了他在供应链和运营领域的20年经验。他讨论了供应链管理（SCM）的基本概念，如计划、采购、制造、交付和退货，并强调了传统ERP系统在企业间可见性和敏捷性方面的局限性。Sinha提出了利用云计算、数据分析、人工智能等技术来解决这些挑战，并介绍了数字供应链网络（DSN）的概念，这是一种实时、始终连接的网络，能够提高质量、降低成本，并使整个生态系统受益。他还鼓励学习新技术，并创新流程以充分利用这些技术。

Takeaways

• 🌟 供应链管理（SCM）的核心是确保产品以正确的数量、质量和时间到达消费者手中。
• 📈 过去几十年中，供应链管理已经从工业革命时期的断连过程，发展到通过ERP和MRP系统实现过程的连接。
• 🔗 供应链管理的流程包括计划、采购、制造、交付和退货，这些流程的连接形成了组织内部的可见性。
• 👀 传统供应链管理面临的挑战包括组织间可见性的缺失、敏捷性不足以及控制力的挑战。
• 📊 供应链中的瓶颈问题通常与手动依赖和效率低下的流程有关，这限制了组织的可见性。
• 📚 供应链管理教育中强调的安全库存和经济订货量等概念，在自动化和数字化技术的帮助下可以重新评估。
• 💡 通过数字化技术，可以实时识别质量问题并采取措施，提高供应链的质量和效率。
• 🚀 云计算、数据分析、人工智能、机器学习、机器人技术、区块链、数字孪生和边缘计算等新兴技术正在颠覆传统的供应链管理。
• 💼 创新是供应链管理转型的关键，需要创新流程、合作伙伴关系、人员技能以及客户和员工体验。
• 📈 根据研究，采用新技术和流程创新可以显著提高质量、降低成本，并为整个生态系统带来益处。
• 🌐 数字供应链网络（DSN）框架提倡创建一个始终连接的网络，以实现端到端的可见性和实时响应。

Q & A

Amit Sinha 在 AWS 的职位是什么？

Amit Sinha 在 AWS 的职位是首席架构师，专注于供应链和运营行业的产品。

Amit Sinha 在供应链管理领域有多少年的经验？

Amit Sinha 在供应链管理领域有 20 年的经验。

供应链管理(SCM)的基本原则是什么？

供应链管理的基本原则是确保正确的产品、正确的数量、正确的质量在尽可能短的时间内提供。

在供应链管理中，ERP 系统的主要作用是什么？

ERP 系统的主要作用是连接企业的各个流程，使得从采购到制造、仓库、运输到供应商的每个环节都能相互可见，从而创建一个连接的组织。

供应链管理中提到的“可见性”问题是什么？

供应链管理中的“可见性”问题指的是传统 ERP 系统无法提供跨组织间的可见性，导致组织无法有效看到关键合作伙伴的动态，从而增加了成本和低效的流程。

供应链管理中的“敏捷性”问题指的是什么？

“敏捷性”问题指的是供应链中的连接链使得客户处于末端，导致在规划或开发时，与客户或供应商的距离较远，从而在面对市场变化时，供应链的响应能力受到挑战。

供应链管理中如何通过技术提高质量控制？

通过使用数字技术，如传感器和人工智能，可以在制造过程中实时识别出不合格产品，从而在问题发生时立即采取措施，提高质量控制。

什么是数字供应链网络(DSN)？

数字供应链网络(DSN)是一种始终在线、始终连接的网络，它通过云技术和数据分析，实现了组织、供应商和合作伙伴之间的数据集成和流程自动化。

在供应链管理中，如何通过技术解决瓶颈问题？

通过集成的数字技术，如物联网(IoT)、人工智能和机器学习，可以实时监控和优化生产流程，从而识别并解决瓶颈问题。

Amit Sinha 提到的“数字孪生”技术在供应链中有什么应用？

数字孪生技术可以在虚拟环境中模拟实际的生产过程，帮助培训员工，或者在高温等危险环境中远程监控和控制机器，提高安全性和效率。

Amit Sinha 推荐的《数字供应链》一书提供了哪些信息？

《数字供应链》一书提供了关于数字供应链网络(DSN)模型的详细信息，包括多个用例和如何利用技术优化供应链管理的详细说明。

Outlines

00:00

😀 供应链管理的挑战与机遇

Amit Sinha作为AWS的首席架构师，介绍了供应链管理（SCM）的基本概念以及它在过去几十年的发展。他强调了供应链的可视化、敏捷性和控制力的重要性，并讨论了传统ERP系统在跨组织可视化和敏捷性方面的局限性。Sinha提到了疫情期间对供应链韧性的考验，以及如何通过增加库存和安全库存来控制不可预测的环境。他还提到了供应链中的瓶颈问题，以及如何通过技术提高效率和减少库存波动。

05:01

🔍 供应链中的低效流程和质量问题

Sinha深入探讨了供应链中存在的低效流程，如依赖于手动操作和数据表的本地数据管理，以及如何通过技术提高供应链的透明度和效率。他还讨论了供应链中的瓶颈问题，如制造过程中的瓶颈，以及如何通过技术解决这些问题。Sinha还提到了质量问题，包括如何通过数字技术在制造过程中实时识别和解决缺陷问题，从而提高产品质量。

10:02

🚀 技术创新在供应链管理中的作用

Sinha强调了云计算、数据分析、人工智能、机器学习、机器人技术、区块链、数字孪生和边缘计算等技术在供应链管理中的颠覆性作用。他解释了这些技术如何帮助组织实现跨组织的数据集成、自动化流程、提高决策质量，并创建新的知识和自动化方式。Sinha还强调了创新的重要性，包括流程创新、合作伙伴层面的创新和人才层面的创新，以及如何通过新技术提高客户体验和组织效率。

15:02

📈 数字供应链网络（DSN）的框架和优势

Sinha介绍了数字供应链网络（DSN）的概念，这是一个始终连接的网络，以数字核心为中心，围绕业务案例构建。他讨论了DSN如何实现实时数据共享、优化制造、物流和运输，并促进合作伙伴之间的动态协作。Sinha还提到了通过DSN实现的端到端可视化，以及如何通过技术提高预测风险和响应风险的能力，从而为整个生态系统带来好处。

20:02

📚 学习技术和创新的号召

Sinha鼓励学生和专业人士学习技术，并创建业务案例来解决具体问题。他强调了数据的重要性，并提到了通过技术解决数据问题对未来组织的投资价值。Sinha推荐了几本书籍，包括他撰写的《数字供应链网络》，以及其他关于集成业务规划和云基础应用的书籍，以帮助读者更深入地了解供应链管理的模型和实践。

Keywords

💡供应链管理（SCM）

供应链管理是指对产品从供应商到最终消费者整个流程的规划、执行、控制和监控。在视频中，Amit Sinha提到供应链管理的重要性，强调了正确的产品、数量、质量和时间对于供应链效率的影响。

💡企业资源计划（ERP）

企业资源计划是一种集成管理信息系统，用于协助企业运营和管理日常活动。视频中提到ERP在连接企业内部流程方面的作用，如采购、制造和财务等，但同时指出了ERP在跨组织可见性方面的局限性。

💡协作规划、预测和补货（CPFR）

CPFR是一种供应链管理技术，旨在通过合作伙伴之间的协作提高预测准确性和补货效率。视频中提到，尽管CPFR是一个已有20年历史的概念，但直到云计算和数据分析技术的出现，它才得以充分发挥潜力。

💡云技术

云技术允许数据和应用程序通过互联网存储和访问，从而提高数据处理能力和灵活性。视频中强调了云技术在获取组织间数据、自动化流程和使用人工智能（AI）及机器学习（ML）方面的重要性。

💡人工智能（AI）和机器学习（ML）

AI和ML是计算机科学的分支，旨在创建能够执行通常需要人类智能的任务的系统。视频中讨论了AI和ML在自动化供应链流程、提高预测准确性和分类方面的应用。

💡数字孪生

数字孪生是物理实体或过程的虚拟表示，用于模拟、分析和控制。视频中提到，通过数字孪生技术，可以在不直接接触高风险环境的情况下，对制造过程进行训练和控制。

💡边缘计算

边缘计算是一种分布式计算框架，将数据处理更靠近数据源，以减少延迟和提高效率。视频中提到边缘计算在实时数据处理和响应方面的作用，如在炼油厂防止原油泄漏的场景。

💡区块链

区块链是一种分布式账本技术，以其透明性、不可篡改性和去中心化的特点而闻名。视频中提到区块链在供应链中提高数据共享和信任方面的潜力。

💡数字供应链网络（DSN）

DSN是一种新型的供应链管理模式，强调实时连接和数据共享。视频中解释了DSN如何通过将客户置于中心，实现供应链的实时优化和风险管理。

💡创新

创新是指引入新的想法、产品或方法。视频中强调了使用新技术进行流程创新的重要性，以及如何通过创新提高供应链的效率和响应能力。

💡客户为中心

客户为中心是一种商业哲学，强调将客户需求和体验放在首位。视频中提到，通过数字供应链网络，可以更好地理解和满足客户需求，从而提高客户满意度。

Highlights

Amit Sinha介绍了他在AWS行业产品供应链和运营领域的20年经验。

供应链管理(SCM)的核心是正确的产品、数量、质量和时间。

供应链的概念可以追溯到工业革命时期，由少数有远见的公司如SAP推动发展。

ERP系统通过MRP连接了企业的各个流程，提高了组织的连通性。

供应链管理的挑战包括缺乏跨组织可见性和敏捷性。

在疫情期间，供应链的弹性和响应能力受到了考验。

传统的供应链管理存在多个挑战，如库存过多和流程效率低下。

数字化技术可以帮助改进供应链中的低效流程和瓶颈问题。

通过技术自动化，可以重新考虑经济订货量(EOQ)的计算。

供应链中的质量问题可以通过数字技术进行实时监控和改进。

大量数据的创建和分析对于做出数据驱动的决策至关重要。

云计算、数据分析和AI是推动供应链创新的关键技术。

数字孪生和边缘计算等新兴技术正在改变供应链管理。

创新不仅在于技术，还包括流程、合作伙伴和人员技能的创新。

数字供应链网络(DSN)框架提供了一种新的工作方式，以利用新技术。

DSN框架强调客户位于中心，实现实时数据共享和流程优化。

通过DSN，可以实现端到端的可见性，优化合作伙伴间的动态协作。

技术的进步和创新可以为整个生态系统带来成本降低和效率提升。

Amit Sinha推荐了几本书籍，以帮助理解数字供应链网络模型。

Transcripts

[Music]

hello all my name is Amit Sinha

currently I work as a principal

architect with AWS industry product uh

work for supply chain and operation and

as you mentioned 20 years of experience

in past I've work for Microsoft deoy

Accenture cross industry I've been

associated with ICA for a few years and

happy to help and support and this is

fun and this is getting more

exciting first thing Supply Chain

management SCM 101 all of you know we

have been learning even for last couple

of few decades now right product right

quantity right quality at the minimum

possible time this is a reality that the

world we live in has been shaped by

sub and any product any anything if you

look around of you whatever you see it

has reached to you product or Services

through links in

sub and this this is this is old but not

very old concept few decades back when

after our Industrial Revolution and

other development the processes were

still disconnected and then few

Visionaries and few companies and sap is

one of them been I know we are

presenting in there too connected the

processes through our Erp enterprise

resource planning uh MRP stuff and the

beauty or The Innovation was that it

connected the processes now all of a

sudden what happened that whatever is

happening in procurement is visible to

manufacturing what's happening at the

customer side is visible to finance and

it created a connected organization and

then we Define the process as a Supply

Chain management is plan Source make and

deliver and then it was further added to

other processes developed at the start

return and the end and what this

connected chain uh enabled it enabled

the flow of materials from A supplier to

a manufacturing plant to a distribution

center to a customer or through the on

online Channel similar flow it also

manage the flow of the money or the

dollar or the Euro or whatever currency

you are interested in which moved from

the customer to organization to the

supplier and then the information was

moving it it work it worked pretty well

but it had multiple challenges I'm not

going to get into the all of challenges

but few challenges and which

organizations and the people across the

world have managed to the first one is

the visibility the uh Supply Chain

management traditional processes the Erp

solution it provides a good good

visibility within the Enterprise as I

mentioned like your customer process is

connected to manufacturing to a

warehouse to a transportation to A

supplier first thing it lack is the

interorganization visability in a world

where organizations are working on their

core competence any organization you

take any big organization or even medium

siiz they are working with thousands of

the supplier but not having visibility

of those key Partners have created a l

lots of cost increase as well as the

inefficient processes second thing it it

has been creating as the agility if you

see here it's a connected chain but

customer is at the end of the J after

after the deliver and when you are doing

your planning or your development you

are you are too far uh from the

customers or also the supplier and

customer are quite quite disconnected or

far apart so it does create a problem of

the aity which was tested during the

pandemic era as where we started talking

about the resilience and how to make

sure that we can still control a fast

and responsive supply chain and their

part come with the control if you don't

have the visibility if it's not agile

control will always be challenged and

how will you manage about that uh you

will create more inventory you will

create more safety stop whether in the

form of sa safety inventory or in the

form of uh blocking the manufacturing

pant you you may have heard that okay my

this manufacturing pant the Frozen

period is 4 weeks to 8 weeks to 12 weeks

because we want to control in the

environment which is

uncontrollable and here I would like to

do a double click that how we have been

doing reality is that export people like

you and and the people who have been

working in this area they have been

managing so first thing if you do a

double click you do find inefficient

processes across the world you will find

organizations and the people working in

supply chain operations procurement they

are working with multiple number of

local data sheet and then another

problem in the supply check which we do

teach uh in the institution colleges and

also quite huge term in industri is the

bottleneck where is your bottleneck

where is your bottleneck is in the

manufacturing and one plant can have

multiple bottleneck one manufacturing

plant if you solve one you will see

other as well as the processes may have

bottl wherever is manual dependent

wherever is the inefficient there will

be

bottl limited visibility we talked and

what we have done even if you'll see

like textbook of Supply Chain management

you will see we have created Concepts

around this so whenever you are talking

about the safety Safety

stock we we are talking about like

demand variability Supply variability

why a variability exist because I don't

know I don't know if I order 100 will I

get 100 or not if I order to get the

material say on 5th of October will I

get on fifth or on the 15th and the

reason of not knowing is uh that data is

not available you are we are still

dependent on maybe a phone call

confirmation or a email or some orders

where I'm not able to dynamically track

it another example I will take you must

have all heard about the economic order

quantity suppose I I will give you an

assignment question that hey this is

your required quantity this is the

manual ordering cost and this is the ti

What will be your economic order

quantity the big factor in in

calculating is the manual cost what if I

get it automated through the technology

and there is zero manual ordering cost

your calculation of EQ will be totally

different maybe you will find I don't

even need I I can I can order whatever

is required and due to these inefficient

processes and the concept which we have

been using we are getting high and low

inventory we have gone through this

cycle when the pandemic H nothing was

available in empty shelves and uh we

were struggling all of us and right now

we talk about the inventor is going up

and inventory going up is good for a

couple of point but mostly it's bad it's

block your working capital it slows down

the Innovation and it's not good for

entire ecosystem because the money is

not moving at the rate it should move

and whenever these things happen we talk

about the in the old uh era or the

current even the current ERA which we

are just transm missing or moving to a

new one we talk about a lot of

standardization economy of scale and the

reason we do that because our processes

supported by the current Technologies

are the way of doing it always makes

sense to do in a math and when you do a

uh

standardization with the disconnected

processes we are able to serve the

customer but not serving in the optimal

manner not understanding what exactly a

particular customer need and how I can

serve that

person then then you also see the impact

on underutilized assets so we we talked

about the dependence on the supplier

correct so you already did your demand

Supply slop planning production

optimization you created a dependent

demand for your supply the material did

not show up and then the manufacturing

plant suffers this is a tendency this is

a problem we still see across the world

across all the type of organization

another thing is the quality issue and

if you have the background in the

quality and if you see how it work

suppose I'm at a manufacturing plant I

produce the material suppose I'm

producing a ball bearing I produced a

lot of 2,000 to 10,000 bearings what I

will do I'll take 30 to 60 samples if

they are good I will accept the entire

lot otherwise I will reject entire and

this happens at a couple of places it

will happen at the manufacturing place

if you are supplying say to a automotive

manufacturer the moment they take the

material in their warehouse they will do

the same test and they can also reject

it even with a 2 to 3% of the rejection

which which is pretty high when with 1%

we are talking like billions of dollars

what if I can use the digital technology

to identify the very first time a

defective part came because a defect

come

because of temperature change the

vibration some situations at the

manufacturing floor if you have that

Dynamic visibility and control say

through a digital TW you can control at

that moment so you can solve the quality

issue through the

Technologies and what what we are seeing

right now and where we are working with

a lot of organization at clients at aw

by pass role extensive amount of data

being created by different systems your

system your customer data your supply

data but is difficult to find the

insights or if you want to do a data

driven decision it has been difficult

and then again how we are doing we are

doing through theorious man

process so now come okay the this this

are the stuff what we did it help the

organization it has challenges if I want

to or if we as a group want to take it

to the next level what's the key and

there are two key which I want to share

here first thing if you see that right

side that

technology we we we knew about the

challenges you may have heard in your

textbook cpfr collaborative planning

forecasting and replenishment it's not a

New Concept it's a 20 year old concept

the problem was that technology was not

available how to do a cpfr if you're

only using a Erp technology and there

the promise of the cloud and the data

analytics and

AI so first thing the new breed of

Technology the disruptive talking

technology as we say the first one is

enabled by the cloud and what happens

that now you can get data from across

the organization not only your

organization but your suppliers and your

partners extensive amount of data and

you can automate a lot of processes by

uses of AI and ml so artificial

intelligence and machine learning where

the AL algorithm with the organizations

are already using

for forecasting the clustering the

classification but now you can

automate a lot of them Robotics and my

my colleague and friend Jose will talk a

lot about that so inefficient or the

manual combersome process we don't want

people to lift big boxes or do the stuff

which can injure them so robotics in

fact process automation as well as

robots uses in the supply chain at the

soft floor blockchain additive

manufacturing and all of them may take

like multiple hours of discussion so I'm

just naming them digital twin we talk

about the manufacturing floor what if I

can train my entire Workforce or what if

uh at the furnace place where there's a

really high temperature my person or

operator does not even have to go you

are looking at the SC what's happening

that temperature pressure and through a

Clos Loop you are controling your

machine to the digital T application

another very promising is Edge computer

at the edge able to get the data and put

it back so there have been cases like a

refiner at a Refinery or where we take

the oil the crude oil it leak to the Sea

and it created extensive amount of

damage what if the first drop of oil

went in there is a sensor which send the

message and people are able to take the

action or automated we are able to take

that and the last one is Gen AI where

now not only we are doing the Automation

and the control but we are also creating

the new knowledge we are performing the

Automation in a way which was not even

possible or we never thought about that

but then the more important part is on

the left side of this page is the

Innovation if you in use the new

technologies with the old processes

which I already mentioned we have p in

the limitation of the process in the way

we are doing so you have to innovate the

process processes to do the optimum

usage of

Technologies you have to work with your

partner in a way I want to create extend

extended digital Enterprise but what if

my partners are not ready to share the

data not going to happen so partner

level Innovation People level Innovation

the way we are moving the new skills are

uh new skills required out of different

levels they are different skills very

happy to see the great work being done

by Isa iscea and other organization in

this area conferences like this but we

have to innovate the skills we are

providing or inculcating in our people

and the way we are moving the way we are

creating the connection and the

experience for the customer for the

organizations and for the

employes so it's good you you'll say

okay I've got it but uh do I have to

start from the scratch there has already

been uh done some work so very delighted

to share

uh the framework but before

framework there have been some research

on how big is the

opportunity and these are big numbers so

if you see right hand side there was a

research done by McKenzie widely used

and why they shot after and many people

refer it $1 trillion and I was delighted

to see recently they was mov to3

trillion of cloud opportunities then

there have been some research done by

our team at AWS and we have seen the

clients we have been working on once

they move to the cloud and technology

and process Innovation we are getting

like 20% Improvement in the quality 35%

cost reduction or more than 30 35% there

have been multiple resources by Deo

Accenture

so about few years back when I was still

in Consulting there was a question does

this thing work and we were still doing

a PO for a blockchain for a cloud and

other now it have been proved that yes

this this works and we have to start

thinking how you are using these

Technologies to innovate and transform

your organization and there I wanted to

share talk about the framework so the

framework which you are uh seeing it

here is called digital Supply networks

or the

DSN uh while I was at aoy multiple

organization multiple industry leaders

in fact multiple professors

organizations like Isa to

we collaborated and identified if I what

should be the new way of working with

the new technologies because we

discussed about PL Source make deliver

and a connected Shain so the right way

to do in the new world to adopt this

technology or to WR rightly uses of this

technology is to create a network what

do I mean by a network or a digital

supply network is always on always

connected Network first if you see the

center of this thing it's called digital

core digital core is not a data it's

more like enabled by your business case

what exactly you are aiming to solve

suppose you identify for your

organization there is the opportunity to

work with a client or there opportunity

to work with the planning what data I

need to First able to define the problem

then uh to solve it e either through

automation or uh by using a better

optimization want and if I take a couple

of example so when I'm doing a

synchronized planning so you are still

doing your demand planning Supply

planning sales and operation planning

working with the supplier but while

doing my synchronized planning now I'm

if I'm connected with my Dynamic

fulfillment so whatever is happening at

my warehouse is the transportation if

I'm able to get the data in real time

and uses of AI and ml I'm able to

respond it's always good to have human

in the L but a lot of this response

thing can be

automated if I'm doing a digital

development and while doing the

development I can see the is the product

I'm developing will it go with my

logistic process will it go with my

manufacturing process or are there some

surprises we talked about the customer

in that additional supply chain where

customer is at the end of the chain in

digital supply network framework

customer is at the center you are

getting the data and then if you are

working with the smart manufacturing

principle where you are using additive

manufacturing agile manufacturing now

economy of scale and economy of scope

are not against to each other you can

identify the real or exact demand of a

customer say we are talking about the

skin cream based on that skin condition

you can manufacture that material which

can be provided through the Omni Channel

report Omni Channel Logistics or through

usage of dynamic fulfillment in a pretty

quick manner as still managing the cost

by the transportation and warehouse and

logistic optimization so it's a

extensive area I welcome all of you to

get into detail and see how it can help

your organization I I can talk about

very quickly a couple of example like uh

a DSN it can enable your extended

digital Enterprise and there we talk

about the end to end visibility within

your organization where all the

processes are not connected but coming

in the real time through sensor data is

coming to Cloud it's coming back and you

are able to take the action you are

looking at your supplier data if there's

a problem if there's a commit you real

time you can see what's my alternate

supplier what's my alternate product and

there you are supporting your concurrent

planning optimization now again not A

New Concept but with the old computing

power even in my uh Consulting days

you'll say hey let's do the weekend

optim ization because optimization

process chain will take like 12 hours

sometimes 20 hours with the power of

cloud we are talking about the minutes

you can optimize across your processes

optimize your manufacturing logistic

transportation and then do a dynamic

collaboration across your partner and

what you will do or what we will get we

don't have to pad up with a lot of

inventory and still it has proved that

does not predict all the risk and

mitigate but once you have the

visibility and control and if you are

using the uh Ai and ml algorithms you

will be able to predict the risk and

then you'll also be able to respond to

the risk and who gets benefit when

entire ecosystem gets the benefit since

we are reducing the cost the cost to the

customer goes down the the payment to

the supplier and the manufacturing cost

supply cost everything goes down so it

creates like a virtual cycle to the

entire

Eon I also wanted to share uh something

from the uh plan Flor but what I will do

I'll share this document and very

quickly if you'll see right now it it's

not that we are going from a stone to a

digital there are digital tools so in

the manufacturing you do have Erp PM mes

but it's like still Standalone

application data is going but it's not

very Dynamic some organizations and we

are working with many of them where we

are saying convergence of it and where

now Erp and Mees is working a lot

together but very soon what is going to

happen again with the cloud and the edge

Computing that this border of it and OT

will go and there you see in a secured

envirment how my manufacturing plants is

connected to my planning and my

customers so call of action uh wherever

you are student a professional first

learn learn about Technologies and also

don't just use the Technologies create a

business case and see what Innovation

you require solve one problem at a time

identify a business case where it helps

that okay year are some dollars it's can

be hundreds thousand can be millions of

the dollar and what you need to do it

can be a process change skills and most

of the time it's always some

technologies data is very important

every organizations we we we have been

working with we we see okay now there

are five different trp system data is

coming from everywhere and if I if I'm

aiming to use that data for my business

case through usage of Technologies you

still have to do some work but this I

consider as an investment in the future

once you solve this problem it's always

going

to create a learning organization and

one thing I learned at Amazon the right

thing to do is the customer focus or the

customer off right hand side I have uh

put few books which I I have written

with the help of a lot of people from

industry and uh uh education sector too

the first one is digital Supply networks

so if you are interested in

understanding this model which I quickly

covered in a couple of minutes there are

multiple use cases there are detail of

how the next level of processing me to

work so have have a look at this book

this is translated into different

languages and available across the world

the second and third one if if you are

from the planning background and sap is

also moved and transformed the

integrated business planning application

now is totally cloud-based and does a

lot of cool stuff so that that's another

two books to check you out and I think

they are getting showcase at this

conference so with that I think that's

part of uh in fact that that's all for

me thank

you