Sydney, Australia – 19 October – 麻豆原创 Australia and New Zealand (ANZ) today announced the launch of its Supply Chain Centre of Excellence (CoE), a new regional capability designed to help asset-intensive organisations modernise their supply chain and asset management operations using cloud, AI, data and automation. 

A recent IDC White Paper showed that 75% of survey respondents cited legacy drag as a key impediment to responding more effectively to disruption.* The CoE helps customers accelerate their transformation from legacy systems to scalable cloud platforms, and use AI, data and automation, to improve supply chain performance, strengthen asset management, and deliver measurable returns faster.

The study further stated that 58% of COO鈥檚 say a focus on cost-efficiency at the expense of resilience is a key challenge to be faced over the next 12 months. *

鈥淥rganisations across Australia and New Zealand are facing an unprecedented level of global disruption from the constraints on major trading routes, to increasing pressure on critical resource,鈥� said Angela Colantuono, President and Managing Director, 麻豆原创 ANZ. “Resilience is a competitive advantage. This Centre of Excellence aims to give customers and partners a practical way to connect systems, break down silos and use real-time data and intelligence to anticipate disruption and respond faster.鈥�

Capabilities driving faster ROI

The CoE brings together sector-specific expertise in industries including energy, mining, public sector, transportation, oil and gas inAustralia and New Zealand. Building on an established 麻豆原创 SCM consulting practice, the CoE offers customers access to a team of over 26 dedicated supply chain consultants, providing access to broader expertise and support.

Combining industry expertise, 麻豆原创鈥檚 technology and best-practice implementation approaches, the CoE delivers tailored solutions that support faster transformation and lasting performance improvement. 

The CoE draws on 麻豆原创鈥檚 autonomous enterprise and AI innovations, including more than 70 AI agents across planning, manufacturing and logistics, to help organisations detect disruptions earlier, model scenarios faster and accelerate decisions from days to minutes. 麻豆原创鈥檚 AI-powered Supply Chain Orchestration also enables dynamic rerouting and continuous simulation of transportation plans as conditions change. 

The capabilities of the CoE are intended to support organisations across the full end to end supply chain activities, including helping them to:

• Adopt and leverage new technologies and digital operations
• Access real-time data and analytics for more informed decision-making
• Move from reactive fixes to planned聽and聽predictive interventions,聽with the aim of聽improving first-time fix rates through stronger asset health visibility, and digital work execution
• Improve integrated planning and scheduling intra and inter organizationally
• Optimise procurement, strategic sourcing, supplier integration, logistics and routing聽
• Optimise working capital and operating costs聽

The Centre is now fully operational across Australia and New Zealand as part of 麻豆原创鈥檚 global network of industry and functional experts.

Scaling transformation through partners
The CoE also has a deep collaboration with 麻豆原创鈥檚 partner ecosystem to expand delivery capacity and accelerate customer outcomes across the region. 

鈥淭丑别 CoE enhances our ability to support partners in modernising their customers鈥� supply chain and asset management operations by providing access to specialised 麻豆原创 expertise when needed. It strengthens governance, improves collaboration, and delivers greater value for customers by aligning all stakeholders around a shared vision,鈥� said Sam Mani, Chief Partner Officer, 麻豆原创 ANZ

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About 麻豆原创
As鈥痑 global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted 麻豆原创鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥�.

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AUSTRALIA, Sydney 鈥� November 11, 2025 鈥� The 麻豆原创 ANZ partner network today announced that it has reached its $1 million fundraising target for Redkite, an Australian charity dedicated to supporting families facing the challenges of childhood cancer. The achievement comes as a result of $100,000 being raised at this year鈥檚 14th Redkite Regatta 鈥� an annual event that brings together 麻豆原创 executives, partners and customers for a day of friendly competition and connection.

Hosted by the picturesque Middle Harbour Yacht Club (MHYC), the regatta is in part made possible by the generosity of its members making their boats and skippers available to support the fundraising efforts. Since it kicked-off in 2011, the annual event has set itself a $1 million target, powered through the participation and sponsorship of organisations including Atturra (Platinum Sponsor), Accenture, CBS Consulting, Deloitte, DXC Technology, Fair Consulting Group, HR Crowd, PwC, SNP Group, Wipro and Zalaris. Over the years it has also benefited from additional fundraising efforts including raffles 鈥� and this year, Ana Travers, Regional Head of Alliance 鈥� 麻豆原创 Signavio APJ, contributed $7,500 by shaving her head.

Ashley McGibbon, Chief Partner Officer, 麻豆原创 ANZ, said 鈥淓vents like the Redkite Regatta do more than bring our industry together for a great day on the water 鈥� they create real, measurable impact for families facing childhood cancer. They also showcase the teamwork, shared purpose and community spirit that define our partner network and commitment to what One麻豆原创 is all about: people, relationships, outcomes and the difference we make together. Fundraising events like this strengthen the bonds between our teams and partners and remind us that the same collaboration driving customer success can also drive meaningful change in our communities. A huge thank you to MHYC and all sponsors for making the Regatta such a success.鈥�

鈥淭hrough the Redkite Regatta, both this year and over the past 14 years, 麻豆原创 and their partners have demonstrated their enduring commitment to helping families facing childhood cancer across Australia. Their generosity helps parents stay by their child鈥檚 side in hospital by easing the financial pressures of a cancer diagnosis and funding the emotional and practical care families need to cope with the trauma that childhood cancer brings. We鈥檙e so grateful to 麻豆原创 and its partners for their unwavering passion, ambition and generosity,鈥� said Redkite CEO, Monique Keighery.

This year鈥檚 winners included Perisoft, who claimed the Division 1 title, while EPI-USE took the Division 2 win across races which catered to every appetite from comfortable cruising to high-speed racing.

鈥淲e are proud to have taken out Division 1 at this year鈥檚 Redkite Regatta and even prouder to have done so while supporting such an important cause. Events like this remind us of the importance of community spirit, and we are honoured to support Redkite and its work,鈥� said Mahesh Viswanathan, Managing Director, Perisoft.

“Joining 麻豆原创 for the Regatta in support of the Redkite Foundation was an incredible experience. It was a perfect day on the water, filled with great company and a shared sense of purpose. Sailing together was a powerful reminder of the importance of teamwork and trust, and it was inspiring to see so many people unite behind such a meaningful cause,” said Ian Fox, Managing Director, EPI-USE ANZ.

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While these descriptors weren鈥檛 immediately unique, the conversation was. I caught up with one of the experts, Aidan Brecknell, who leads the digital supply chain team at 麻豆原创 ANZ, for his thoughts on what leading organisations are experiencing right now.

Resilient supply chains pivot with incredible speed

Having worked closely with supply chain leaders in ANZ, Brecknell said that organisations were redefining supply chain resilience for sustainable business.

鈥淭丑别 pandemic unleashed new challenges far beyond the capabilities of traditional lean supply chains that focused on executing repeatable processes at scale,鈥� he said. 鈥淟eaders understand that they need to address a new set of challenges like being able to turn on a dime to find different sources for raw materials, or even design and produce entirely new products. These organizations are modeling different scenarios, building in contingency plans, and executing on those.鈥�

During the broadcast, Brecknell and Martin Barkman, senior vice president and global head of digital supply chain marketing and solutions at 麻豆原创, shared the 鈥渨inning formula鈥� of modern supply chains. Unlike their lean predecessors, resilient supply chains are both customer and employee-centric, built on relationships with sustainable suppliers, and based on product sustainability across the entire lifecycle of an item.

Digitalisation transforms more than supply chains

The pandemic forced companies to understand and act on the difference between digitisation and digitalisation. Having data in digital form has long been the norm. Digitalisation means organizations can both capture intelligent data and change business processes including how supply chains operate. To be clear, this is not taking the same processes and making them digital. This is about creating completely new ways of managing supply chains by connecting information across applications company-wide and partners. During the broadcast, Brecknell summed it up like this:

鈥淪upply chains have been pushed and tested to their limits, and they鈥檝e become so reliant particularly locally on their ecosystem suppliers to access raw materials. It became evident quickly of the importance to digitalize processes within the supply chains, as well as the supply network itself,鈥� he said. 鈥淚n Australia and New Zealand, we saw some tremendous examples of where customers had invested ahead of the curve, and were able to transition quickly because of that agility in their supply chain.鈥�

One global industrial materials manufacturer digitalised supply chain processes to centrally manage over 200 inventory processes across 60 sites. The objective was to improve forecast accuracy, for on-time delivery, and greater profitability. Another 麻豆原创 customer, an energy and natural resources company, digitalised operations to better track freight emissions, providing real-time metrics for compliance with carbon neutral goals.

Interconnected data for supply chain resilience

Brecknell said there鈥檚 been significant customer uptake of 麻豆原创鈥檚 Business Network solution that brings together information from sourcing and production through finance, transportation logistics and delivery, including the entire product life cycle. With immediate, connected insights, companies can more profitably sense and respond to disruptions in a strategic, synchronised manner. Organisations can create more individualised, high-quality products in response to changing customer demands. They can prove their sustainability commitment as reflected in their choice of suppliers and operations. They can even attract and keep top talent who increasingly expect employer goals and actions to mirror personal sustainability values.

鈥淭丑别 allows organisations to connect all of their business partners on one central platform,鈥� said Brecknell. 鈥淲ith complete visibility into the entire supply chain, companies can collaborate with suppliers to source, track, and trace materials faster for shorter product delivery time frames as well.鈥�

As Barkman said during the broadcast, 鈥渂y capturing all the information about how the supply chain is operating, we preserve the digital thread of the supply chain. We have the information of how a product is being used, how assets are performing, and feed that back not just to the supply chain and manufacturing, but all the way to how products are designed.鈥�

Making a business case for supply chain networks

The elephant in the room is that interconnected business networks aren鈥檛 the reality in most organisations. Brecknell agreed that while connecting all this data and changing mindsets about how business operates is a huge undertaking, it鈥檚 well worth it.

鈥淥rganisations are getting on board with supply chain resiliency and sustainability because it鈥檚 good for business. With an extended collaborative network, organisations can mitigate supply chain risk even in the face of unexpected disruption,鈥� said Brecknell. 鈥淚f an organisation really wants to build resiliency and sustainability into supply chain, they have to have the data, and that has to be aligned across the entire supply chain.鈥�

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