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The future of companies is integrated planning: why S&OP and IBP need external data sources

Just recently, I attended the S&OP Summit in Amsterdam – the leading conference on Sales and Operations Planning (S&OP). My aim was to find out about the new possibilities and developments in S&OP and IBP so that I could show SupplyOn customers the added value of integrating planning and execution. Strategic planning has always been at the heart of a successful company. Processes such as S&OP and IBP (Integrated Business Planning) provide a structured framework for this. But despite decades of further development, many companies are still struggling with the same challenges: data silos, a lack of proof of added value and internal resistance. It is particularly striking how little consideration has been given to integrating external data sources into these processes.The importance of S&OP and IBP for companiesS&OP and IBP help to align a company's strategic, operational and financial plans. They are designed to create transparency, make data-based decisions and increase agility in the market. Companies that successfully implement these processes benefit from:More efficient operations through coordination between departmentsBetter forecasts through a unified view of supply and demandHigher resilience to market changes and risksBut the key to truly integrated planning lies not only in internal collaboration, but also in the ability to take external influences into account at an early stage.External data: the missing piece of the puzzleIn an interconnected world, external factors such as market trends, supply chain disruptions, geopolitical events and weather conditions have a significant impact on corporate planning. Companies that integrate external data sources into their S&OP and IBP processes have a clear competitive advantage:Better demand forecasting: Data from suppliers, customers and third-party providers help to predict demand more accuratelyProactive risk management: early warning systems based on external data sources can identify disruptions in the supply chain more quicklyOptimization of the supply chain: real-time data on traffic, inventory levels and production capacities enable more efficient resource allocationData quality as a basic requirementA crucial factor for success is the quality of the data. Companies must ensure that their internal and external data sources:Consistent and alignedReal-time capable or at least available in real timeTransparent and comprehensibleThis requires not only technological investments, but also organizational changes. Teams need to be trained, processes adapted and a data-driven corporate culture fostered.The path to integrated planning of the futureTo realize the full potential of S&OP and IBP, companies should follow these steps:Break down data silos: A central platform for integrating internal and external data is essential.Demonstrate added value: The benefits of integrated planning solutions must be clearly communicated to overcome internal resistance.Prioritize external data: Partnerships with third-party providers, integration of suppliers, e.g. via SupplyOn, and technologies such as AI and machine learning can help to use external data more effectively.Continuous improvement: S&OP and IBP are not static processes. They must be regularly reviewed and adapted to new market conditions.ConclusionThe future of successful S&OP and IBP projects lies in the integration of external data sources, such as those provided by SupplyOn for capacity or risk management. By taking this step early on, companies not only create the basis for better decisions, but also strengthen their competitiveness in an increasingly complex and dynamic world. It is time to fully exploit the potential of data – for truly integrated planning and sustainable success!

Technology

Seamless UI upgrade: experience a smarter, more intuitive Invoicing solution

After two years of intensive work, the time has finally come: SupplyOn Invoicing has been completely redesigned. Since mid-2024, all users have been working on the new user interface. This measure was a decisive step towards user-friendliness and technical modernization. What sets the new interface apart? And what were the key success factors for its successful implementation?A technological milestoneThe new user interface is based on Google Material Design, a modern design system that not only looks good but also sets the highest standards in terms of user-friendliness and performance. This makes Invoicing technologically state of the art and ideally equipped for future requirements. Material Design is now the new SupplyOn standard for a seamless user experience.The highlights of the new interface include:Simplified operation and improved navigation that accelerate work processesFunctional enhancements, such as faster and easier error handlingStep-by-step introduction of AI-based rules, which simplify data entry through automatic pre-fillingHigh-performance loading times, enabling efficient and seamless workThe Path to the perfect solution: users in focusThroughout the project, we actively engaged with users:Conducted numerous user interviews to identify needs and validate improvement suggestionsHosted feedback sessions and Supplier Community Events to continuously optimize the interface and ensure the best possible user experienceThrough this close collaboration, we ensured that the new interface is not only modern in appearance but also meets the real-life demands of daily usage.The Transition: Gradual and SeamlessThe migration to the new user interface was carried out step by step to ensure a smooth and secure transition.Option to switch back: During the rollout phase, users had the ability to switch between the old and new interfaces to familiarize themselves with the changes.Phased rollout: The new interface was rolled out in multiple stages, allowing early identification and resolution of potential challenges. This approach helped maximize the value of the new interface and ensured a seamless transition.The result: enthusiastic user feedbackSince mid-2024, the new user interface has been live – and the feedback has been overwhelmingly positive. Users particularly praise:The clear and modern designThe increased efficiency in daily tasksThe high adaptability of the application to individual needsA look into the futureWith the new interface, SupplyOn Invoicing is well prepared for the coming years. Users can expect regular updates to integrate new functions and features and to further improve the user experience.

SCM Insights

Pack-to-Stock: Pack today, ship later

Packing goods for shipping poses greater challenges for suppliers than might be assumed at first glance. In terms of processes and systems, this step is usually linked to delivery, but this is only the case in reality in a few cases. Many companies pack directly after the manufacturing process or quality control and then store the customer-specific packaged containers until dispatch.SupplyOn has developed the "Pack-to-Stock" module to ensure an end-to-end digital process - and thus support all parties involved in their digitalization strategy. The module decouples the packaging process from the creation of the Advanced Shipping Notification (ASN). Users can pack and label the goods directly after production and later assign the pre-packed materials to an outbound delivery without any additional manual input.Digital twin with all relevant informationThe core of Pack-to-Stock is the ability to all important product-relevant information such as production, expiry and use-by date, batch number, software or hardware revision, etc. before production. Packaging orders can be created with reference to a material number, an order or a delivery call-off. The system supports the transmission of packaging instructions, which are automatically saved in the system. Pack-to-Stock calculates the number of single packs and handling units required based on the planned production quantity and allows the required single pack and HU warehouse labels to be printed directly. It thus forms a digital twin with all relevant information on the goods stored in the warehouse.The module also offers all the important functions for adapting the digital twin to the produced and packaged containers. This means that the fill quantity of individual containers and the structure of the packs can be efficiently adapted to reality at any time. Production faults and quality control results can also be easily mapped in the system.Easy assignment of a deliveryPicking and delivery planning can be carried out as before in merchandise management and the warehouse management system. The creation of the delivery in Supply Chain Collaboration (SCC) also takes place unchanged on the basis of the previous documents (purchase orders or delivery call-offs). What is new is that pre-packed material can be easily assigned to the outbound delivery by scanning the package or handling unit ID. With the assignment, all part-specific information is also automatically transferred to the delivery.The system also supports all forms of mixed scenarios, such as the delivery of pre-packed and non-packed materials and the manual creation of additional handling units. The assignment of pre-packed materials to an outbound delivery prevents duplicate entries or input errors. In particular, the transfer of information already entered before production considerably reduces the time required for delivery and avoids duplicate entries without loss of information. The complete packaging information, both one- and two-stage, is transmitted to the customer and enables easy, fully automatic electronic goods receipt.Inventory made easyPowerful inventory functions make it possible to maintain an overview, scrap entire batches in the event of quality problems or track when which items were delivered.The Pack-to-Stock module offers the flexibility required to adapt the packaging process to internal processes. This allows you to map your customers' requirements in shipping without additional effort and print all the labels required for material identification and shipping.

Technology

Observability: A step towards 100% SLA availability

In today's digital world, high service level agreements (SLAs) are a key competitive advantage. When using internet platforms, customers expect them to operate without interruption. For many businesses, even short downtimes can have serious consequences. Of course, no technology is immune to failure. So 100% availability is a very ambitious goal. A key component in achieving this goal is the implementation of observability as a core principle of system monitoring and optimisation.What is the key success factor of observability for 100% availability?Unlike traditional monitoring systems, monitoring methods are usually "reactive". In the worst case, this means that a failure is only detected when it has already occurred. A comprehensive observability strategy detects potential problems before they cause failures. Teams quickly identify and resolve anomalies in metrics like latency or memory usage.If a problem occurs, observability helps to quickly identify the possible cause. Traces provide precise information about where delays or errors occur, while logs provide the necessary details to analyze the cause. By continuously analyzing system metrics and logs, bottlenecks and vulnerabilities are detected before they affect availability. This means that optimization is proactive. In practice, logging an application is a major challenge. Logging data must be defined and implemented by the application developers together with the operating units, among others. Here, the DevOps concept plays an important role again, which must be implemented “hand in hand” in practice. Observability should therefore be an integral part of the DevOps workflow.Modern IT systems often use microservices that run in both the cloud and on-premises data centers, with different teams managing them based on the application. Observability creates transparency and provides a better understanding of dependencies and potential vulnerabilities in these complex architectures, promoting a culture of continuous optimization.Challenges in implementing observabilityThe most common problems include selecting the right tools for analyzing mass data. Key technologies include APM (application performance monitoring) tools with AI functions developed specifically for observability. Due to the high volumes of data generated by monitoring, it is necessary to use high-performance databases and event bridges to bundle events and provide detailed control over the delivery of messages to different recipients.ConclusionObservability is an indispensable tool for companies striving for the highest availability. It is not a one-off task, but an ongoing process. It enables organisations not only to react to problems when it is too late, but also to counteract them proactively. Teams can overcome potential organizational resistance by clearly communicating the benefits and added value. The investment in observability pays off: it increases the stability and performance of systems, bringing you a decisive step closer to the goal of 100% SLA availability.

Industry News

Bosch Next Generation Transport Management – an award-winning project

The global automotive supplier Bosch has set the goal of realigning its inbound transport management worldwide and making it future-proof. The main reason for this realignment was the enormous savings potential that can be leveraged by a seamlessly integrated inbound transport procurement and transport process.The basis of this future-oriented project, “Next Generation Transport Management”, is the interaction of SupplyOn's Supply-Chain-Collaboration-Solution (SCC) with Eurolog's Transport Management System (TMS): The integration of the two innovative solutions, coupled with professional rollout and project management, were the basis for successful implementation. The decisive factors for success were also the strong management on the customer side and the team's full commitment. The project 2024 has been recognized with the VDA Logistics Award and is therefore one of the flagship projects for the industry.What is the Next Generation Transport Management about?The Next Generation Transport Management project has made a high degree of process complexity in supply chain and transport management more manageable via one central platform. This platform connects thousands of players – production plants, suppliers and logistics service providers – and brings benefits for all parties involved. The most important advantages are massive savings in costs and CO2 emissions. In addition, a 30-40 percent increase in efficiency has been realized in the administrative area through seamless shipment tracking and automated processes in incoming and outgoing goods.These savings have been achieved through a seamless process from the material requisition note to the supplier, through the supplier's transport notification, to Bosch's transport order.The processes in detailThe supplier receives the material demands from Bosch via delivery call-off or single purchase order via SupplyOn. On the basis of such a demand notice, the supplier registers the transport requirement via a so-called forwarder pickup advice, or FPA for short. It is important to note that the supplier merely advises the transport, but does not order it. Bosch itself places the actual transport order in the TMS through the system.The FPA message contains all the information necessary for the transport, typically which material in which quantity, how packed, where and when it should be picked up and sent to where. For certain materials, additional detailed packaging instructions can be stored in the system. These contain, for example, information about packaging units with dimensions and weight, label numbers and much more.Before Bosch actually places the transport order, the FPA data is transferred via an interface to the Eurolog transport management system. The TMS consolidates several FPAs into loads and determines the most cost-effective carrier. The transport is then ordered on this basis.To further optimize the process, the existing solution was further developed during the course of the project and adapted to the specific needs of Bosch. This includes, for example, a cross-system exchange of route information that can be used to automatically determine the best possible transport, taking into account predefined routes. To do this, a logic was developed that takes into account the predefined routes in the SAP system's requirement notification. Based on the information from the material requirements planning in SAP and the route information, Bosch already notifies the supplier of the ideal pick-up and arrival date with the material requirements message.When the supplier enters its transport notification, a check is run in the background to see if the date requested by the supplier is feasible. This automation eliminates the need for manual coordination between Bosch and the supplier. This automated interaction with the SAP system is a real game-changer in transport management and has been implemented here for the first time.Fast rolloutThe system went live in August 2022, triggering the mass rollout. The speed with which Bosch and SupplyOn's rollout team activated the so-called networking links, i.e. the connection of a supplier to a specific Bosch plant via SupplyOn, is impressive. In just 12 months, for example, around 3,500 connections were realized via which more than 15,000 FPA messages are sent per month.Key success factorsA success that has many factors: In addition to the already mentioned strong management on the customer side and a strong commitment of the entire project team to make the project fly despite all the complexity, another success factor, as banal as it may sound, is the quality of the master data: Which supplier is relevant for the new process? Which DUNS number does he have? Who is the right contact person? Which plants does this supplier deliver to? What is the control point ID? Bosch impressively created this basis in just a few months.This project also showed that a TM project is primarily a change management project rather than an IT project. An estimated 90% of the project work is coordination and communication, with a maximum of 10% being coding and configuration. This is an aspect that is often underestimated. Moderating and supporting this change management is one of the strengths that Eurolog and SupplyOn have jointly exploited here in their interaction with their long-standing customer Bosch.

Inside

Vibrant leadership culture: Nadine on leadership development

At SupplyOn, our leadership culture is more than just a concept - it's the key to a working environment that focuses on collaboration, empowerment and personal growth. In an interview with Nadine Conrad, VP People, you will learn how you, as a future employee, can actively contribute from day one and develop your leadership skills.How have our leadership values transformed the work environment at SupplyOn?The introduction of LOVE TO LEAD has already brought about significant changes in our working environment and laid a solid foundation for a forward-looking culture. At SupplyOn, leadership isn't just a task for managers, but a shared responsibility for everyone. Our managers play a crucial role: they lead by example and shape the working atmosphere through their behaviour and decisions. They build trust and encourage all employees to contribute confidently and enthusiastically.That's what's happening now. We are seeing a more dynamic and engaged work environment, where leaders and employees are deeply engaged in our leadership values and actively living them.In recent months, we've seen significant progress in the implementation and planning of our values teams. For example, in the area of self-development, we've launched our leadership development programme, which brings all leaders together on a common journey of personal and professional growth.This includes the development of a comprehensive competency model that will serve as the basis for our training and development programmes. Another highlight is the creation of a learning journey, including a common understanding of SupplyOn's learning philosophy, which is accessible to all employees and promotes their continuous development.The first results show: We're on the right track!A big thank you to everyone who has played an active part in bringing our values to life. It's wonderful to see the positive energy that's already been generated. I'm excited and want to encourage our leaders to continue to drive and take responsibility for this positive development.What are SupplyOn’s medium- and long-term goals with this leadership approach?With LOVE TO LEAD, we are cultivating a leadership culture driven by shared responsibility. Our goals are clear: we want to create a culture that not only responds flexibly and resiliently to future challenges, but also promotes long-term growth, innovation, responsibility and cooperation.We want to increase team engagement by ensuring that every employee actively contributes to and takes responsibility for achieving our business goals. We want to remain an employer of choice, attracting and retaining talent for the long term. To achieve this, we are building a people-centred leadership culture that promotes both professional and personal development.We are also preparing SupplyOn for growth and scalability by decentralising decision-making processes and optimising structures. As role models, our leaders create an environment in which our values are lived and everyone can realise their full potential.How can employees actively contribute to the development of the leadership culture?Our employees are at the heart of developing our leadership culture. They contribute by embodying the principles of LOVE TO LEAD in their daily work and by thinking beyond their specific responsibilities. They also contribute by actively participating in our feedback processes, which are essential to improving the way we work.Leaders support this process by encouraging their teams to engage and take ownership. Through open dialogue and the encouragement of ideas, we are building a culture of growth together. This active involvement of both employees and leaders is key to developing our leadership values.How does SupplyOn support employees in developing their leadership skills?At SupplyOn, we see leadership as an ongoing journey that we actively support by coaching and developing our employees and managers. Our learning philosophy is based on the principle of lifelong learning and the belief that each of us has the potential to grow and develop.Our development programmes are designed to support both professional and personal growth, and are closely aligned with our leadership values.A good example of this is our comprehensive leadership development programme. These learning journeys are more than just traditional training - they are focused development paths designed to continuously strengthen leadership skills at all levels.Regular feedback and development discussions accompany this process, giving employees the opportunity to recognise their leadership strengths and take targeted action to develop them.What can applicants expect from the leadership culture at SupplyOn?At SupplyOn, you can expect a people-centerd leadership culture grounded in clear values and principles. Collaboration is at the core, along with taking ownership at work, feedback, and continuous development. Leadership here isn't about hierarchy, it's about giving everyone the opportunity to take responsibility.From day one, you'll have the chance to take responsibility and actively shape SupplyOn. We create an environment that encourages you to share your ideas and bring them to life - all within a culture of openness and mutual respect.We also offer a wide range of learning and personal development opportunities to help you develop your leadership skills and meet the challenges of the future. If you resonate with our leadership culture and are ready to take on responsibility, check out our current job openings – we look forward to meeting you!

Industry News

Predictive delivery date: AI predicts production completion and delivery time

Production processes can be severely disrupted when it is only discovered on the scheduled delivery date that the ordered production material will not arrive on time. Since this material often travels through long and complex supply chains consisting of many planning, ordering, production, and delivery processes, bottlenecks are not uncommon in practice. The problem is exacerbated by the fact that modern manufacturing plants often have very low inventory levels, meaning that materials are delivered just prior to production.It is therefore particularly important that production and material planners are informed as early as possible of any potential delivery problems. Only then can timely action be taken, such as ordering a replacement or rescheduling production.Shortly before delivery, the goods are in transit. During this time, the carrier closely tracks and monitors the status of the shipment. However, modern transportation times can be very short, and notification of delivery delays often comes too late to take countermeasures.Insight into supplier productionThe solution is to identify discrepancies in production planning and production at the supplier long before transportation. SupplyOn automatically collects a wide range of standardized production data from the supplier. This makes it possible to track which production quantities are in the planning phase and which are actually in production. The transmitted data also makes it possible to monitor production progress and determine which specific production step the order is in. This provides visibility down to the sub-assemblies and raw materials used.The power of our production-to-supply solution is that quantities in production can be mapped directly to buyer requirements. This provides immediate visibility into which requirements are already scheduled with the supplier or are already in production. By constantly monitoring the progress of work, the AI-powered system automatically learns normal production lead times and also recognizes when current production is slower than usual.Using AI to spot variances before they become a problemA complex, continuously learning predictive model based on historical monitoring data calculates an estimated completion date, taking into account recently observed production times and current work progress. This makes it possible to estimate, either during production or before production begins, whether the manufactured goods will be ready for shipment and whether the desired delivery date can be met.The highly AI-driven system generates early warnings for various situations:The planned production quantity is too lowThe planned production start is too lateThe quantity in production is insufficient to meet the upcoming demandThe production start is too late or will be delayed to meet the delivery dateBased on the forecast of the current production time, it is also possible to determine when the production for the upcoming demand has to start in order to avoid delivery delays. The system also records the difference between the quantity produced and the quantity delivered. This can be used to determine the percentage of scrap and to calculate a recommended production quantity in addition to the recommended start of production.In addition to clear graphical and tabular displays, the predicted delivery date, recommended production start and recommended production quantity can be sent directly to the customer's ERP system. This means that the AI system's calculations are available to the customer at the line item level.Optimized planning at both ends of the supply chainBy combining demand and production data and performing intelligent calculations, the system provides valuable insights to both the purchasing and supply sides, enabling both to improve their planning processes. This increases the likelihood that production will start on time and in sufficient quantity.Production delays are automatically detected and alerts are generated, providing insight into exactly where production is stuck. This allows for timely and targeted adjustments

SCM Insights

S&OP and IBP: two industry trends?

Sales and operations planning (S&OP) has come a long way since its origins in the 1970s as a production planning tool. Today, as supply chain technology advances, S&OP is evolving into a more integrated approach. By expanding into areas like product management, demand planning, capacity management, finance, and corporate strategy, S&OP has transformed into what we now call Integrated Business Planning, or IBP. IBP provides a strategic view of the supply chain that integrates business planning and forecasting with corporate goals in a single model, extending the previous S&OP that was limited to individual silos.As with all planning tools, the results achieved with IBP are highly dependent on the quality of the data. The use of digital technologies and data analytics is critical to better predict demand and optimize production planning. Modern demand forecasting systems help companies respond more flexibly to market changes. Digital twins and AI-based tools are used to simulate complex supply chains and predict potential disruptions. GenAI models are helpful for the big picture, while specialized AI models and machine learning (ML) provide more accurate results than previous technologies.However, all analytics are based on data—and the more accurate and comprehensive the data, the better the planning results. So, if you are wondering how you can improve your supply chain planning system to create more value for your customers and more profitability for your business, take a step back and ask yourself the following questions:What do individual leaders in the organization want to achieve?What does their data tell them?What is the quality of the data?What conclusions can be drawn from the analysis results?In the area of data and data quality, SupplyOn offers two tools that can be used to improve data quality: Capacity Management and Traceability.In the case of capacity management, the available capacities at the supplier are queried in various time frames on the basis of the customer's delivery call-off data. Providing qualified capacity data to IBP enables more accurate planning. Combined with data from internal systems, this results in more accurate demand planning—and a very detailed picture of supply chain reliability.SupplyOn's traceability system also requests data such as quality information, which, when integrated into the IBP, provides a more accurate plan of availability and possible quality deficits. This allows the plan to be adjusted or countermeasures to be taken in good time.A number of customers have already taken this into account when considering the introduction of an IBP system and have implemented a connection to SupplyOn with very positive results. We would be happy to provide you with more detailed information on the integration and benefits of SupplyOn solutions in your planning environment.

Inside

From mistakes to progress: Miriam on the benefits of a positive error culture

Error culture is an essential component at SupplyOn to promote continuous improvement and personal growth. In this interview, Miriam Lanzinner, Head of SCC and TM Solutions at SupplyOn, talks about her attitude to error culture, how she deals with errors in the team, and what role they play in professional development. As a manager, how do you live the learning culture and actively promote the sharing of experiences from mistakes in the team? Miriam: In our team, mistakes are allowed to happen and that they are a natural part of our work. Nobody makes mistakes on purpose. My motto is: "You live, you learn!" Transparency is very important to me. I make sure that we have open communication and that everyone dares to address unpleasant topics. I achieve this by setting a good example myself and talking openly about my own mistakes and challenges. In this way, I create an environment in which mistakes are not seen as a weakness, but as a learning opportunity. What methods do you use to promote a constructive approach to mistakes? We work according to the SAFe method in product development. Among other things, this is based on the conviction that mistakes are accepted and seen as learning opportunities in order to promote project progress. It is not about apportioning blame but looking at mistakes neutrally and drawing the right conclusions from them. In fact, mistakes are beneficial to our learning. In practice, we use every productive problem to improve our test automation. When an error occurs, we feed it back into the automation to ensure that it is covered in the future. This approach helps us to continuously improve, drive innovation and strive for perfection — without having to be afraid of making mistakes. How does this learning process actually work? Miriam: When a mistake occurs, we discuss it as a team and analyze what went wrong. We often use the 8D process, which systematically examines in eight phases what the problem was and what measures we need to take to prevent it in future. This process helps us to take a thorough and structured approach, especially when dealing with major challenges that affect several departments. Working according to the SAFe methodology also involves regular feedback elements, such as the retrospective. In these retrospectives, we reflect on what went well and what went less well and look for solutions together to continuously improve. Would you say that it takes practice to distance yourself emotionally from mistakes? Miriam: Absolutely. It's a learning process. Product Owners often have a strong personal attachment to their projects, a very high sense of responsibility and the last thing they want for their project is for mistakes to happen. It is human to have the impulse to justify yourself or assign blame when mistakes occur. You have to learn to remain neutral. At the end of the day, we are all pulling in the same direction and customer satisfaction and quick problem resolution are crucial to the success of the company. Experience plays a major role here. For new employees at SupplyOn, it is also a learning process to understand that mistakes are seen as learning opportunities and that this is not just said, but really lived. This is very much about letting go of possible past experiences, rethinking and ultimately building trust. If employees feel that mistakes are accepted, the fear of them will also disappear. And that is so important, because people who work out of fear tend to make more mistakes. Do you have any other tips for employees on how they can analyze their own mistakes and deal with them constructively? Miriam: It's important to take a differentiated view of mistakes and not overlook the interpersonal aspects. Anonymous 360-degree feedback can help to uncover underlying problems that are not immediately visible. I think that's very important, because only when problems are on the table can they be worked on. Employees should also reflect regularly and talk openly about mistakes to find solutions together and learn from them. So, I would advise employees to be open to mistakes and see them as an opportunity to grow. Work closely with your team and take every opportunity to learn and develop from challenges. Would you like to join an employer with a culture of error and learn to use mistakes as an opportunity for personal growth using agile methods? Go to our vacancies: SupplyOn Group

SCM Insights

Connected Ecosystems – a new era for the industry?

In a rapidly changing political and technological world, mutual trust between business partners plays an increasingly important role. Collaboration within trusted supply networks is becoming a critical competitive factor. It is the basis for successful cooperation within the industry. Trust is also built through the timely and comprehensive provision of data that is shared by all parties. The resulting ecosystem brings immediate economic benefits and is the building block for end-to-end industrial digitalization.So far, 2024 has been a year of constant challenges: Geopolitical conflicts, economic crises, and rapid technological leaps are all putting politics, business, and society to the test. Despite all the uncertainties, many events have made one thing clear time and again: We can only move forward together. That is why we need partners from other countries, other industries and other parts of our supply chain - partners we can trust.Politicians in Germany and industry have recognized this. Various initiatives such as GAIA-X, Manufacturing-X or Catena-X have been launched to bring together the various players in an integrated value chain. SupplyOn was also addressed, as SupplyOn has been operating an ecosystem for more than 20 years, has continuously expanded it and is now also interoperable with other ecosystems such as Catena-X.In a business context, such a network requires one thing above all else: mutual trust. Those who collaborate beyond their own company boundaries and strategically share information with partners, suppliers, customers or government agencies need a secure, reliable digital environment!IDC's "Future of Industry Ecosystems 2023" study shows once again that ecosystems and business success are closely linked: 90% of respondents said they will increasingly rely on connected data ecosystems in the future and plan to maintain or accelerate their investments in them. The drivers are:Increased business agility,greater process automationimproved system integration, andincreased data sharing with partners, also for ESG reasons.It is no secret that data and distributed data is what gives networked ecosystems their unique value. Teams and systems in different companies, locations or government agencies can access the same data in real time. Access rights control the shared view of the data, giving stakeholders an unprecedented view of their own information and a clear understanding of the big picture. Based on this broader insight from multiple systems, stakeholders can now make more informed, faster decisions.In practice, we have already seen that this approach to digital collaboration is successful. Companies such as Pfizer and Biontech were able to research a vaccine against Covid-19 in a very short time, and leading companies such as Henkel and Covestro are already using the digital twin to make their contribution to decarbonization across teams. At a large company like Henkel, each business unit functions as a separate company. In one project, more than 4,000 physical and virtual sensors were installed in different areas and integrated into a single system. These sensors measure electricity, fossil fuels, compressed air, steam, water, and waste water, showing energy consumption on a plant-wide level, as well as in individual production areas and technologies. This enables Henkel to clearly identify where and how energy is consumed in different teams and parts of the company, and to initiate measures to reduce energy consumption. As a result, they have improved energy consumption and emissions data across the supply chain by 5 to 6 percent per year.The integration of artificial intelligence (AI) throughout the system provides even greater competitive advantages. Predictive and prescriptive analyses, for example, make it possible to predict bottleneck situations in the supply chain in good time, identify risks and thus proactively avoid supply bottlenecks. Here, too, SupplyOn is already using AI solutions in its ecosystem to strengthen the resilience of the supply chain, make inventories and bottleneck situations visible, minimize risks and thus enable faster and better-informed decisions. This enables them to ensure that products and services meet customer expectations and that ESG regulations, among others, are implemented efficiently (see SupplyOn's ESG Suite).Buyers, planners, schedulers, suppliers and customers: Each stakeholder benefits from a holistic view of the value chain with improved transparency and real-time data. An analysis by Aveva shows that integrated ecosystem thinking enables industry leaders to increase profitability by 10 percent, triple return on investment and achieve up to 20 percent higher sustainability performance. The SupplyOn experts will be happy to advise you on how to successfully implement an ecosystem.

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