Jakarta 鈥� 15 October 2024 鈥� Indonesian midmarket organisations looking for growth are more likely to put a high priority on generative artificial intelligence (Gen AI) than those who are experiencing revenue success 鈥� though all organisations are adopting new AI innovations in every corner of their business.

A recent study by 麻豆原创 found Indonesian midmarket businesses, defined as companies with between 250 and 1,500 employees, with low revenue growth are more likely to put a strong priority on the adoption of Gen AI (60%) than those with higher revenue growth (51%).

“Business AI is the biggest technology opportunity of the 21^st century for businesses in Indonesia,鈥� said Utkarsh Maheshwari, Chief Partner Officer and Head of MidMarket, 麻豆原创 Asia Pacific & Japan.

鈥淏ut the benefits of Business AI are not restricted to enterprises. Organisations of every size can realise the opportunities that relevant, reliable, and responsible AI can provide.听That isn鈥檛 just image generation or making videos. It鈥檚 automating everyday pain points, providing great insights quickly, and reliably solving simple business problems.鈥�

Adopting AI is a top organisational priority in Indonesia

The study, which surveyed 556 organisations in Indonesia and 12,003 globally, found use of artificial intelligence is a top organisational priority for midmarket businesses.

Adopting Gen AI is a medium or high priority for 95% of Indonesian businesses, while adopting standard business applications of AI like machine learning for data analysis and predictive analytics was a top priority for 94%. Other key priorities include cybersecurity threats (95%), environmental sustainability (95%), and addressing gaps in supply chains (93%).

Artificial intelligence is seen as a priority to transform organisational processes in every corner of the business.

Over six in ten midmarket organisations in Indonesia place a high priority on AI to transform their data security and privacy (62%). Other key areas AI can transform include boosting decision-making (57%), creating new business models (50%), optimising supply chains (48%), personalising user experiences (46%), and improving customer experience (46%).

AI is creating value for Indonesian businesses today

But AI isn鈥檛 just being planned to achieve future benefits. It is being implemented today.

AI is already in use to a moderate or strong degree in midmarket Indonesian businesses to develop marketing and sales content (92%), interact with customers or vendors (91%), detect fraud (89%), and monitor for cybersecurity threats (87%).

鈥淎I is not new. In fact, we鈥檝e been using it for decades,鈥� continued Maheshwari. 鈥淢ore than 27,000 customers are already using 麻豆原创 Business AI today, including many in Indonesia. We鈥檝e released more than 70 Generative AI use cases in the past year, and we expect more than 100 use cases to be available by the end of 2024. The time to explore the benefits of Business AI is now.鈥�

Indonesian midmarket businesses see data as key risk to growth 鈥� and AI adoption

Yet challenges remain to drive growth in Indonesian midmarket businesses.

Respondents noted lack of quality data for planning or decision-making (41%) and supply chain disruption (40%) as key internal challenges to growth, alongside issues with lack of integration between systems (38%) and outdated technology (32%).

And data is also cited as an organisational risk when it comes to AI. Midmarket businesses in Indonesia said the biggest risks to their company from AI were acting upon incorrect information (37%), lack of transparency in results (33%), insufficient data size and quality (32%) and legal liabilities (31%).

“The better the quality and scale of your data, the better the results of your AI,鈥� concluded Maheshwari. 鈥淭hat鈥檚 why working with a technology partner like 麻豆原创 is critical, because it is already built into the applications that power the most critical business processes. Only then can Indonesian businesses of every size make the promise of Business AI a reality.鈥�

About this research

麻豆原创 Insights collected data from 12,003 respondents across 20 nations and 28 industries. Respondents were from organisations with between 250 and 1,500 employees, with director to C-suite titles. The study was conducted in March-April 2024 via an online survey.

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[Versi Bahasa Indonesia]

麻豆原创 Ungkap Bisnis Skala Menengah Indonesia dengan Pertumbuhan Rendah lebih cenderung utamakan Gen AI

95% bisnis skala menengah Indonesia mengatakan adopsi generative AI merupakan prioritas utama dalam bisnis

Jakarta 鈥� 15 Oktober 2024 鈥� Perusahaan-perusahaan skala menengah di Indonesia yang sedang mengalami pertumbuhan lebih cenderung memberikan prioritas tinggi pada kecerdasan buatan generatif (Gen AI) dibandingkan dengan perusahaan-perusahaan yang telah berhasil meningkatkan pendapatannya – meskipun semua perusahaan tersebut mengadopsi inovasi-inovasi AI baru di setiap lini bisnis mereka.

Sebuah studi terbaru dari 麻豆原创 menemukan bahwa perusahaan-perusahaan skala menengah di Indonesia, yang didefinisikan sebagai perusahaan dengan jumlah karyawan antara 250 hingga 1.500 orang, dengan pertumbuhan pendapatan di bawah rata-rata, cenderung menempatkan prioritas tinggi pada adopsi Gen AI (60%) dibandingkan dengan perusahaan-perusahaan yang memiliki pertumbuhan pendapatan yang lebih tinggi (51%).

鈥淏usiness AI merupakan peluang teknologi terbesar di abad ke-21 untuk perusahaan-perusahaan di Indonesia,鈥� ujar Utkarsh Maheshwari, Chief Partner Officer and Head of MidMarket, 麻豆原创 Asia Pacific & Japan.

鈥淣amun, manfaat dari Business AI tidak terbatas pada perusahaan. Organisasi dengan skala apa pun dapat mewujudkan peluang yang dapat ditawarkan oleh AI yang relevan, handal, dan bertanggung jawab. Bukan hanya menghasilkan gambar atau membuat video. AI mengotomatiskan masalah sehari-hari, memberikan wawasan yang hebat dengan cepat, dan memecahkan masalah bisnis sederhana dengan andal.鈥�

Mengadopsi AI menjadi prioritas utama perusahaan di Indonesia

Studi yang mensurvei 556 organisasi di Indonesia dan 12.003 organisasi di seluruh dunia ini menemukan bahwa penggunaan kecerdasan buatan merupakan prioritas utama bagi perusahaan kelas menengah.

Mengadopsi Gen AI merupakan prioritas sedang atau utama bagi 95% bisnis di Indonesia, sementara mengadopsi aplikasi bisnis standar AI seperti machine learning untuk analisis data dan analisis prediktif merupakan prioritas utama bagi 94%. Prioritas utama lainnya termasuk ancaman keamanan siber (95%), kelestarian lingkungan (95%), dan mengatasi kesenjangan dalam rantai pasokan (93%).

Kecerdasan buatan dipandang sebagai prioritas untuk mengubah proses organisasi di setiap lini bisnis.

Lebih dari enam dari sepuluh organisasi skala menengah di Indonesia menempatkan AI sebagai prioritas utama untuk mentransformasi keamanan dan privasi data (62%). Area utama lainnya yang dapat ditransformasikan oleh AI adalah meningkatkan pengambilan keputusan (57%), menciptakan model bisnis baru (50%), mengoptimalkan rantai pasokan (48%), mempersonalisasi pengalaman pengguna (46%), dan meningkatkan pengalaman pelanggan (46%).

AI menciptakan nilai tambah bagi bisnis di Indonesia saat ini

Namun, AI tidak hanya dirancang untuk memberikan manfaat di waktu mendatang. AI sedang diterapkan saat ini.

AI sudah digunakan pada tingkat yang moderat atau kuat di bisnis kelas menengah Indonesia untuk mengembangkan konten pemasaran dan penjualan (92%), berinteraksi dengan pelanggan atau vendor (91%), mendeteksi penipuan (89%), dan memantau ancaman keamanan siber (87%).

鈥淎I bukanlah hal yang baru. Faktanya, kami telah menggunakannya selama beberapa dekade,鈥� lanjut Maheshwari. 鈥淟ebih dari 27.000 pelanggan telah menggunakan 麻豆原创 Business AI saat ini, termasuk di Indonesia. Kami telah menghadirkan lebih dari 70 contoh kasus penggunaan Generative AI di tahun lalu, dan kami berharap lebih dari 100 contoh kasus akan tersedia pada akhir tahun 2024. Sekarang adalah waktu yang tepat untuk mengeksplorasi manfaat dari Business AI.鈥�

Perusahaan skala menengah di Indonesia melihat data sebagai risiko utama bagi pertumbuhan – dan adopsi AI

Namun, masih ada beberapa tantangan untuk mendorong pertumbuhan bisnis skala menengah di Indonesia.

Para responden menyatakan kurangnya kualitas data untuk perencanaan atau pengambilan keputusan (41%) dan gangguan rantai pasokan (40%) sebagai tantangan internal utama terhadap pertumbuhan, di samping masalah kurangnya integrasi antar sistem (38%) dan teknologi yang sudah ketinggalan zaman (32%).

Data juga disebut sebagai risiko organisasi dalam hal AI. Perusahaan-perusahaan skala menengah di Indonesia mengatakan bahwa risiko terbesar yang dihadapi perusahaan mereka akibat AI adalah mengambil keputusan berdasarkan informasi yang salah (37%), kurangnya transparansi hasil (33%), kurangnya jumlah dan kualitas data (32%), serta tuntutan hukum (31%).

鈥淪emakin baik kualitas dan skala data Anda, semakin baik pula hasil AI Anda,鈥� pungkas Maheshwari. 鈥淚tulah mengapa bekerja sama dengan mitra teknologi seperti 麻豆原创 sangatlah penting, karena 麻豆原创 telah dibangun di dalam aplikasi yang mendukung proses bisnis yang dianggap krusial. Hanya dengan begitu, bisnis Indonesia dari berbagai skala dapat mewujudkan potensi Business AI.鈥�

Tentang Penelitian Ini

麻豆原创 Insights mengumpulkan data dari 12.003 responden di 20 negara dan 28 industri. Responden berasal dari perusahaan dengan jumlah karyawan 250 hingga 1.500, dengan posisi dari direktur hingga C-suite. Studi ini dilakukan pada Maret-April 2024 melalui survei online.

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Enjoying a sociable drink and helping people live well is central to Lion鈥檚 commitment to be a force for good. Not only that, but the company aims to be a force for good across both society and the environment.

That鈥檚 why 麻豆原创 recently travelled to Sydney, Australia, to meet with Libby Davidson, General Counsel and Head of Sustainability at Lion, to explore the company鈥檚 sustainability journey and how technology is empowering their climate ambitions.

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Q: Lion prides itself on pioneering innovation in the brewing industry. What does it mean for Lion to be future-ready?

Davidson: Lion has been brewing beers in Australia and New Zealand for more than 150 years and has been pioneering change the whole time. Our Castlemaine Perkins 听brewery听 in Brisbane dates back to 1878, and the Tooheys location nearby is even older, opening in 1869.

It’s been a long journey and it’s been really important to us that our customers come on that journey with us. Fundamental to that relationship is trust. It goes back to the trust equation 鈥� that trust is based on credibility, reliability, and intimacy. Most important to that is creating intimacy.

If our customers can sense that feeling of care and understanding they鈥檒l keep buying our brands as we innovate and adapt.

Another area we know Lion is investing in is sustainability. How are you driving sustainability in your business?

I think sustainability is one of the big issues of our time. The community and consumers are increasingly concerned about the impact our changing environment has, and they want to play their part in addressing a challenge facing our whole planet. Not just that, but they want businesses to do more too.

Lion has found that being a force for good has become more and more important to us over the last few years. That agenda covers both the social side and the environmental side.

We were very proud to achieve the Carbon Neutral certification across all of our operations in Australia and New Zealand a couple of years ago. All of our breweries are committed to using renewable electricity by 2025, we use solar panels on brewery roofs, and we take the biogas that’s a by-product of the brewing process and we convert it back into a source of energy. It鈥檚 a wonderful circular story. And we have started to look at carbon neutral certification in our individual brands, including for our XXXX Zero non-alcoholic beer, Four Pillars gin, and our Steinlager brand in New Zealand.

How are you driving that decarbonisation in the brewing process?

When you think about the carbon footprint of brewing a beer, the Scope 1 and 2 emissions are the emissions that we either create from the brewing process or that are related to the energy that we use to do the brewing.

But our impact goes much further than that. Scope 3 emissions are where you look up and down the value chain and think about the carbon footprint of all your stakeholders. That could be our malt suppliers, our packaging suppliers, or our hops suppliers. But it also includes looking at our partners downstream, through the organisations who take our products to market.

We aim to look at the carbon emissions of all those value chain partners and collaborate with them to minimise and decarbonise their operations so the carbon footprint of a Lion product is really managed as effectively as it can be.

How can data and technology empower Lion to be a force for good?

In the sustainability space particularly, having accurate, reliable, transparent data is critical to underpin all the commitments and promises businesses make about environmental sustainability. If organisations can’t back up those commitments with data, then they鈥檙e at risk of greenwashing.

But it can still be quite challenging to get the data in from all those value chain partners, especially when there are still different levels of maturity when it comes to recording and sharing sustainability data.

I think developing systems for the recording of that data is a real opportunity across the economy now. Technology organisations like 麻豆原创 are central to the development of systems so these processes evolve from being quite manual to something that becomes a part of doing everyday business. That means sharing data right across the value chain becomes second nature to all organisations.

That鈥檚 why we鈥檙e proud to share a commitment to sustainability between Lion and 麻豆原创.

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A 2020鈥�痓y Ernst & Young LLP revealed that 72 percent of the 200 senior-level executives in the supply chain indicated that the global health crisis had negatively impacted their organizations. Such a situation reinforced the importance of better coordination and collaboration in businesses鈥� supply chains.

And while the world enters the post-pandemic stage, conversations about pursuing agile, resilient and sustainable supply chains remain due to continuous disruptions worldwide. But how can organizations transform their supply chains? And what is the role of technology in helping them thrive in today鈥檚 world?

In a July 2022 virtual event titled 鈥淏uilding Intelligent, Resilient, and Sustainable Supply Chains鈥� conducted by the Supply Chain Management Association of the Philippines (SCMAP), in collaboration with 麻豆原创, Simone Pigason, Head of Digital Supply Chain of 麻豆原创 South East Asia, spearheaded a panel discussion with supply chain leaders from 麻豆原创, SCMAP, and the Globe Group. They discussed how supply chains changed in the Philippines and how businesses can survive and thrive in the current business environment.

Changes in PH Businesses鈥� Supply Chains

Pierre Carlo Curay, President of SCMAP, said the pandemic brought various changes to organizations鈥� supply chains. Curay remarked that people, whether on the private or government side, now understand the significance of supply chains, even local ones, especially with what is happening on the global stage, having seen its role in accelerating digitalization by around 10 years.

鈥淩eliability is now more important in the supply chains, especially in logistics and supply, followed by speed. We must get the stuff we ordered even with what is happening, such as supply chain disruptions or inflation. It is unlike before where cost was the vital factor before speed and reliability,鈥� Curay added.

Suzy Urbano, Vice President for Enterprise Services of Globe鈥檚 Information Services Group pointed out that the change in customer behavior, expectations, and values amid the pandemic propelled the company to reimagine how it manages its supply chain, modifying its business objectives and aspirations.

鈥淎s we target same-day delivery, it pushed us to change our processes and policies. It led us to enhance our applications, implement new tools, and add new logistics partners to achieve it,鈥� said Urbano.

Globe has been a long-time partner of 麻豆原创, utilizing tools including Ariba and Concur, which has not only automated internal process, but also limited the use of paper and promoted more efficient operations.

Pigason conveyed how the global health crisis also showed why the supply chain and manufacturing are essential.

鈥淭oday鈥檚 disruptions present complex challenges to the supply chain and manufacturing. That is why businesses are putting these factors back at the center for business success,鈥� added Pigason.

All these changes in the supply chains redefined the dynamics in organizations. Curay further added that there is now a need for a more integrated supply chain to foster collaboration, increasing efficiencies. 鈥淏y connecting people and departments, an organization can enhance collaboration among everyone and leads to more efficiencies.鈥�

How to Enable a Pandemic-Proof Supply Chain

And while many changes happened during the health crisis, Urbano mentioned that Globe had become 鈥減andemic-proof鈥� after implementing the right technology as part of the company鈥檚 digital journey.

One of these many instances was when Globe applied 麻豆原创 Integrated Business Planning (麻豆原创 IBP) in 2018 before migrating to 麻豆原创鈥檚 麻豆原创 S/4HANA offer in 2019. Urbano said that it helped the telecommunications company embark on its mission to improve its forecasting and allocation to ensure that stocks are at the right place and time. She added that Globe also developed programs in 麻豆原创 S/4HANA to automate the identification of inventory proximity to the delivery address.

But, how can organizations transform their supply chains to be intelligent, resilient, and sustainable?

Pigason explained that companies must first determine where they are on their digital transformation journey. She noted that businesses must define their priorities and establish realistic KPIs and time frames. From there, organizations can then ask themselves what technologies they can embed today and how to scale them up and achieve rapid adoption while being prepared for change management.

鈥淏efore starting a digital transformation journey, organizations must know where to start. They also need a roadmap with the right KPIs. It is followed by adopting technologies to embed all the听networks. All these are significant steps to support a smoother, more efficient business transformation that help in future-proofing supply chains against disruptions,鈥� Pigason added.

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While supply chains are a big part of the problem, it’s also a big part of the solution. Hence, Supply Chain Optimization is the cornerstone of Sustainability Improvement and is the biggest driver in obtaining a company鈥檚 sustainability goals.

• In 2020, CDP found that GHG emissions in a company鈥檚 supply chain are, on average, 11.4 times higher than its operational emissions.
• In 2020, 239 companies signed the Science Based target Initiative and 94 per cent of them committed to reduce emissions at customers and suppliers.
• (indirect value chain emissions) accounts for 80 per cent of the overall climate impact for many companies. Increased globalization, competition, and continuous supply chain disruptions force companies to be more efficient and agile. In addition, companies need to match their economic objectives while operating in a sustainable manner to meet consumer needs.

Sustainable development of supply chain is a crucial part of any business and an efficient supply chain is imperative.

Sustainability starts with product design, which feeds into the manufacturing and supply chain processes. The supply chain involves the movement of materials and services from upstream to downstream operations of the Supply chain. Today鈥檚 supply chain consists of multiple operations, suppliers across locations, and facilities in different countries, regions, or parts of the world.

A digitalised resilient supply chain helps companies:

• To be more agile (Proactively and profitably sense and respond to market dynamics)
• Increase Productivity (Deliver high-quality, mass-produced, make-to-order products faster)
• Improve connectivity with Business partners
• Run sustainable business practices that maximize reuse and minimize waste of materials from design to operate, minimize carbon footprint across the supply chain network, and protect the health and safety of employees

As we are aware, sustainable sourcing is critical across all industries. It is the process of selecting materials, products, and services from suppliers sustainably. As supply chains continue to expand globally into developing countries, seeking lower costs and greater production capacity, they expose companies to an even wider array of risks. In applying sustainable sourcing, organizations integrate social, ethical, and environmental factors into selecting their suppliers.

Hence, managing the social, environmental, and economic impact of the supply chain is a key priority for companies to achieve long-term success. Not only does this help to comply with sustainability legislation and environmental regulations, but the sustainability of the supply chain can also affect the business鈥檚 profitability, work opportunities, professional partnership, and reputation. It is crucial for companies to collaborate within their own departments and suppliers across their supply chain network to reduce the scope听 emissions.

How Does Supply Chain Optimization Help Companies on Their Sustainability Journey?

In today鈥檚 supply chain, goods might travel halfway around the world before reaching their final destination, which have a large impact on company鈥檚 carbon footprint. Hence, the collaborative supply chain planning and execution are at the heart of companies’ brand and business success and help companies on their environmental goal.

Let鈥檚 now look at the three areas which help companies in optimizing their supply chain activities and help in reducing indirect emissions that occur in the value chain.

Supply Chain Planning

Supply Chain Planning is the intelligent brain to optimize the supply chain to improve the sustainability goal of the companies. This helps companies to plan resources, inventories, capacities, and ethical sourcing. This is helping companies in reducing overall environmental impact and product wastages across the supply chain.

In many organizations today, the planning team is isolated from the rest of the value-generating teams and plans product demand in siloes. Here are the details on how collaborative and synchronized Supply Chain planning can help companies in reaching their sustainability goal sooner:

• Sustainable supply helps the planner in ethical sourcing across your entire supply chain and better collaborate with suppliers on the sustainability sourcing targets
• Increased forecast accuracy helps to carry optimized inventory across the supply network and also helps to reduce product wastage
• Use sustainability targets and planetary boundaries as capacity constraints
• Resource Optimization helps to optimize equipment and resource usage. This practice allows companies further optimize energy and emissions from the equipment.

Supply Chain Execution

It has been reported that emissions from logistics businesses during the delivery of goods have been upward trajectory, increasing by 1.9% annually since 2000.Most of this can be attributed to the rise of globalisation and increased demand for consumer goods. Transportation is one of the areas in which getting to zero emissions is a key goal for companies which includes reducing travel distances and increasing efficiency. Here are the details on how optimised transportation and warehouse processes helps companies to ensure the logistics processes are managed sustainably by saving resources and protective the environment.

• Transport optimisation: Optimize loads and reduce mileage across operations, making such deliveries more sustainable, end to end 鈥� from raw materials to factory, to the warehouse to doorstep. This helps companies in reducing emissions and costs and improves utilization.
• Warehouse planning to optimize the storage and warehouse activities
• Energy optimization: Use CO2- and energy-optimized warehousing and transportation.
• Worker safety: Develop a process to ensure workers’ safety and that only qualified personnel can handle dangerous goods.

Collaborative Logistics Network

Logistics is complex. It manages the movement of raw materials, intermediate products, and packaging across the globe to manufacturing facilities, as well as the distribution of products from origin to consumption.

Today’s sustainable enterprises want more profound insights into their supply chains, including the sustainability values of their trading partners. Companies want trading partners’ sustainability values to align with their and consumers’ values. 麻豆原创 Business Network, along with our ecosystem of partner applications, creates the transparency needed to make decisions based on a range of criteria. When the performance of existing trading partners doesn’t align with a business’ sustainability goals, shifting to new trading partners has never been easier. With Today’s Collaborative logistics Network, companies can quickly discover new, more sustainable providers across industries and geographies.

A digitalised logistics network helps companies with the following:

• Collaboration for Responsible Sourcing and Purchasing
• Material traceability reinforces sustainability throughout the supply chain to create a trusted network across material flows.
• Collaborative Asset Intelligence Network helps in energy waste reduction
• 听Efficiently plan and execute delivery

How Can 麻豆原创 Help

麻豆原创’s supply chain management solution helps companies adopt sustainable practices from the product design stage. The solution helps to capture sustainability data across every stage of the supply chain to align with regulatory and corporate sustainability goals while balancing profitability by optimizing supply chain activities across the network.

• recyclable and sustainable products with a minimal carbon footprint, planet-friendly packaging, and a responsible end of life
• to reduce emissions, source materials ethically, and support circular processes
• with minimal waste and environmental impact by monitoring energy use based on production volume
• products and听optimize logistics to support product traceability and decrease miles听driven, carbon footprint, and energy use

enables you to collaborate with all trading partners in your supply chain, including suppliers, logistics and services providers, asset operators, maintenance contractors, and more.

helps you to achieve supply chain visibility by enabling plan-driven automation, optimising capacity and inventory, and streamlining procurement workflows to build resiliency in your supply chains.

helps companies to improve freight collaboration, goods tracking across the network, material traceability, and supply chain resilience.

• support shippers in their collaboration with third-party logistics providers.
• solution enables real-time insights into the movement of materials and products to reduce supply chain risks and optimize costs.
• helps to Improve transparency, trust, efficiency, and sustainability by connecting your supply chain.

empowers asset owners, operators, or service providers to better collaborate and share information through a single, consistent version of asset master data to streamline asset servicing processes and reduce maintenance costs.

How to Begin the Journey

• Start Transformation: Gain insight by aligning people, processes, and technology to holistically manage sustainability aspects across your enterprise and the supply chain.
• Get a baseline and identify the hot spots for improvement: Assess how you perform 鈥� environmental, social, and governance impact.
• Focus: Set the overall direction of where you want your company to go. Identify impact areas, and define targets, milestones, and timelines.
• Sustainability Performance: Monitor, measure, analyse and report on improvements around sustainability performance.

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Global value chains are becoming increasingly complex due to rising geopolitical risk, trade growth, and volatility of material availability. Losses due to poor transportation conditions have become a multibillion-dollar problem due to extreme difficulty in identifying the cause of damage or when an incident occurred. These challenges offer a great opportunity to overhaul the overall value chain with a solution that can provide real-time information on transport operations 鈥� from changes in temperature and humidity to whether the goods have been tilted 鈥� to all parties involved, giving everyone the ability to quickly adapt to potential incidents and rapidly recover from them.

The Connected Product solution responds to this need by monitoring the location and environmental conditions of goods in transit. It is especially useful for tracking fragile goods, such as solar panels; bulk liquids, such as wine and olive oil; and sensitive cold chain shipments, such as cheese, pharmaceuticals, and even vaccines. The tracking provides greater visibility across the entire supply chain, and agility to activate immediate reactionary procedures, in case of damage or delays. This reduces friction when purchasing insurance and processing claims for shipments, and ensures timely delivery of goods. It also reduces waste and promotes sustainability.

Connected Product brings together the power of * and the global track and trace option, extended with NTT DATA smart insurance policy management assets**, to dramatically change the way people ship goods and manage associated risks. The solution also includes components built using .*** By enabling end-to-end, real-time monitoring of the transportation conditions, the solution can monitor all variables that could affect a shipment, and automatically trigger and execute insurance policies if goods are not transported under certain pre-defined conditions. Utilising 麻豆原创 Business Network for Logistics helps improve accountability for each stakeholder and makes transport insurance management easier. Plus, by digitising shipment and insurance documentation, the solution simplifies tracking and insurance processes across the supply chain, reducing waste and costs, and benefiting the whole ecosystem 鈥� from the insurance company to the insurance reseller to the logistics companies.

鈥淕lobal disruptions have caused today鈥檚 value chains to be more complex and diversified than ever before, and this complexity will only increase. What we鈥檙e announcing today improves supply chain visibility for logistics companies and insurers here in the APJ region, and delivers on NTT and 麻豆原创鈥檚 shared vision of helping companies around the globe achieve greater resiliency and agility to ensure they are prepared for future disruptions,鈥� said Paul Marriott, President, 麻豆原创 APJ.

鈥淎t the 麻豆原创 Sapphire conference in Tokyo today, modernising supply chain management is one of the key themes that we鈥檒l be discussing. I鈥檓 excited to see the innovations 麻豆原创 is driving together with NTT around this area, and what more we can offer to help our customers,鈥� said Hirofumi Suzuki, President and Representative Director, 麻豆原创 Japan.

鈥淭oday, more than ever before, global logistics need to be resilient and adaptative. Long-term planning alone is no longer sufficient, and organisations must be able to react quickly especially in times of uncertainty. Critical to enabling this type of agility is to have the right data in the right hands, in real time,鈥� said Norbert Rotter, SVP, NTT DATA Corporation, and CEO, NTT DATA Business Solutions.

Currently, NTT DATA and 麻豆原创 Connected Product teams in Japan, Germany and Spain are collaborating on a pilot with a Spanish logistics group and a German insurance company, using Connected Product to track the condition of hundreds of containers moved by 20 shippers between Europe and Asia. The data gathered by IoT sensors helps to ensure that conditions critical for the goods 鈥� like temperature, luminosity, or shock-proofing requirements 鈥� are managed during the journey. That information gives customers the opportunity to quickly react to incidents. The pilot project will continue to run through September 2022, after which NTT DATA plans to incorporate the system into business operations, extending the solution to more international insurance and logistics companies.

For more information on Connected Product, please watch featuring Christian Klein, CEO and Member of the Executive Board at 麻豆原创 SE, and Jun Sawada, CEO of NTT (at the time of filming).

About NTT DATA

NTT DATA, part of the NTT Group, is a global innovative company providing business and IT services with its headquarters in Tokyo. The company helps its customers in their transformation processes via consultancy, industrial solutions, commercial process services, digital and IT modernisation and managed services. NTT DATA enables them鈥攁nd society as a whole鈥攖o move confidently towards the digital future. The company proves its commitment to the long-term success of its customers, combining a global scope with local service to work with them in over 50 countries around the world. To learn more, please visit .

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent, sustainable enterprise. As a market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 麻豆原创 customers generate 87% of total global commerce. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 麻豆原创 helps give people and organisations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit .

For more information, press only:

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pr-support@kits.nttdata.co.jp, JST

Celest Lim, 麻豆原创 (APJ media),
celest.lim@sap.com, SGT | 麻豆原创 麻豆原创 Room (APJ)

Mayuko Ogata, 麻豆原创 (Japan media),
mayuko.ogata@sap.com, JST | 麻豆原创 麻豆原创 Room (Japan)

This document contains forward-looking statements, which are predictions, projections, or other statements about future events. These statements are based on current expectations, forecasts, and assumptions that are subject to risks and uncertainties that could cause actual results and outcomes to materially differ. Additional information regarding these risks and uncertainties may be found in our filings with the Securities and Exchange Commission, including but not limited to the risk factors section of 麻豆原创鈥檚 2021 Annual Report on Form 20-F.
漏 2022 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see听听for additional trademark information and notices.
*麻豆原创 Business Network for Logistics 鈥� global track and trace option, enables real-time insights into the availability of materials and products to reduce supply chain risks and optimise costs. It helps companies monitor critical business processes by comparing planned versus actual milestones.
**NTT DATA smart insurance policy management assets assist insurance companies in making decisions regarding payment of insurance claims and in calculating insurance claims.
***麻豆原创 Business Technology Platform (麻豆原创 BTP) brings together data and analytics, artificial intelligence, application development, automation, and integration in one, unified environment to enable innovations that natively integrate with 麻豆原创 applications.

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Consider the听听by scientists of Sir Ernest Shackleton鈥檚听Endurance, which sank off the Antarctic coast in 1915. Fortunately for the explorer and his crew of 27, all managed to survive. As for the shipwreck, scientists found it remarkably intact amid the frigid depths of Earth鈥檚 southernmost seas. But the photographs capture one significant change with the passage of time: the sunken vessel, like the craggy ocean floor surrounding it, now teems with life. At a depth exceeding 3,000 meters, triple the distance sunlight can听听underwater, how do ecosystems manage to thrive? And what can businesses, sometimes facing inhospitable conditions of their own above sea level, learn from the enterprising plants and animals whose habitat eludes visibility?

To run at their best, businesses carry out multiple operational processes simultaneously, maximizing efficiency and minimizing risk across them all. So too the complex networks of flora and fauna undersea. A lack of visibility presents challenges not only for aquatic ecosystems but for commercial ones as well, in the latter instance imperiling critical functions such as procurement and supply chain, logistics, and the maintenance of equipment connected by the Internet of Things (IoT). Business leaders increasingly look to the cloud for digital solutions to enhance visibility across all these functions. But they鈥檙e equally wise to gaze seaward as well for insights on instilling resilience. Disruption, after all, can leave wreckage at the bottom of an income statement just as it can at the bottom of an ocean.

At a time when听viral variants, recurrent lockdowns, and geopolitical tensions continue to roil supply chains and labor markets, businesses require 360-degree visibility across the interconnected operations of trading partners and solution providers to maintain continuity, foster collaboration, and keep promises made to customers. Yet many procurement and supply chain professionals possess only fragmentary information about isolated business processes, unable to gain a comprehensive view across the four walls of their organization, let alone those of their buyers and suppliers. Integrated digital platforms, however, lend businesses the expansive view and data-driven insights they need to anticipate rapid shifts in supply and demand and suggest available alternatives for the sourcing of raw materials and indirect goods.

Yet while cloud-based business networks are a contemporary innovation to extend visibility where it runs scarce, they are hardly without precedent. Deep-sea creatures have evolved their own ingenious techniques for sharpening their acuity to procure food. Consider the Pacific barreleye, whose translucent head enables the fish to听听in total darkness while stalking its next meal. Or the stout blacksmelt, whose oversized eyes听听from its otherwise modest frame. Or the scallop, whose 200 eyes peer behind mirror-like lenses, focusing in unison to听听the tiniest trace of light undiscernible to animals further down the food chain.

Back above the surface, businesses lie vulnerable to disruption even when supply chain visibility remains intact. When finished goods pile up in logjammed seaports, for example, manufacturers can offer little solace to customers denied on-time shipments. To ensure prompt delivery via sea, road, rail, or air, businesses require unimpeded visibility across all facets of logistics. They rely on cloud-based networks to track shipments in real time, collaborate with transportation partners, and secure alternatives when unforeseen contingencies thwart the best laid plans.

Here too, lessons emerge from the deep. Spanning distances exceeding anything comparable on land, the ocean organizes logistics through vast networks known collectively as the听. Life-sustaining elements, such as carbon, oxygen, nitrogen, and phosphorus, flow from the surface to the ocean floor and back again through intricate cycles of photosynthesis, decomposition, consumption, and sedimentation. The biological pump is also responsible for sending to the bottom of the sea much of the Earth鈥檚 excess carbon dioxide, which, if released, would oversaturate its atmosphere and overheat its surface. Through the resilient, never-ending exchange of resources essential to life both within and beyond its depths, the ocean maintains arguably the most elaborate logistical network ever devised.

Cloud-based business platforms operate on a planet-wide scale with unrivaled efficiency, too. Not only do they facilitate procurement, supply chains, and logistics between businesses and their trading partners, but in recent years they have begun to connect remote assets through the Internet of Things. This cloud-based capability, often called asset intelligence, has revolutionized the maintenance of equipment.

Suppose a utility operates a windmill farm offshore. All of the units require physical upkeep but accessing them can prove costly and dangerous. It can also prove futile if the windmill happens to be in perfect working order. But by linking together far-flung equipment virtually, businesses听听digital twins 鈥� in lieu of natural eyesight 鈥� to inspect these assets from afar. Such cloud-based asset intelligence networks aid the operations not only of energy companies, but of rural health clinics, security firms, and even soft drink purveyors. Think of all the distributed vending machines requiring replenishment.

But how, devoid of light, do the creepiest, crawliest critters inhabiting the deep sea manage to ascertain their surroundings? How do they gather reliable, actionable intelligence on 鈥渁sset鈥� and threat, friend and foe, near and far? Consider the tripod fish, which elegantly听听atop narrow, leg-like fins, poised to sense distant vibrations from potential prey. The beaked whale, meanwhile,听听echolocation, not unlike bats and submarines. By emitting short, high-frequency clicking sounds and waiting for them to bounce back, these mammals develop an acute awareness of their surroundings, often to the peril of less sensitive beasts who become breakfast. The vampire squid, meanwhile,听听bioluminescent fluid to lure hungry, if unsuspecting, targets. For their part, sharks and stingrays听听electric currents to map their surroundings and navigate using the Earth鈥檚 magnetic field.

As the听Endurance听shipwreck-turned-aquarium makes vivid, the abyss of the icy sea imposes formidable obstacles to survival in an environment prone to volatility and unforgiving to the unadaptable. Yet nature has innovated surprisingly durable solutions for illuminating the fundamental biological processes that nourish sprawling ecosystems undersea. The cloud does much the same for networks of businesses engaged in commerce amid drier, if similarly disruptive, conditions. In fact, the cloud and the ocean are beginning to converge on an increasingly sustainable future for all the Earth鈥檚 inhabitants. The visibility made possible by cloud-based networks holds the potential to听significantly reduce听the volume of plastics cluttering the sea and encumbering the creatures great and small who call it home. As digital technologies give rise to sustainable solutions, resilient ecosystems thrive even in the darkest corners on Earth.

Andreas Heckmann is executive vice president, Product Engineering, and head of Customer Solution Support & Innovation at 麻豆原创.
Top image: Falklands Maritime Heritage Trust/National Geographic.
This article was originally published on the global 麻豆原创 News Center.

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To get ahead of rapid shifts in the marketplace, businesses are turning to the cloud, where increasingly integrated digital networks extend visibility and ensure resilience across their operations and those of their interconnected buyers and suppliers.

Offering flexibility, speed, security, and cost-effectiveness, the cloud continues to deliver undeniable value.听, 85% of enterprises will adopt a cloud-first strategy by 2025. Doing so allows them to turn their attention to the task of applying cloud-based technologies to run their business, rather than running the technologies themselves.

Growing margins and greater efficiencies are two of the benefits enterprises can enjoy through听, a comprehensive cloud offering that helps deliver a strategic approach to digital transformation. The package provides services and functionality to help businesses along their journey to becoming听.

RISE with 麻豆原创 enables companies to gain insights from across their operations and combine them with those from trading partners to help guide decisions. For example, consider your favorite online apparel retailer. While they may fulfill your order in-house, they will need to engage with an external logistics provider to deliver it.

This is why integrated business networks are so important. To become connected, intelligent enterprises, businesses need strong collaboration with trading partners and full visibility into supply chains to ensure agility and resilience.

听鈥� a cloud-based, integrated network of networks spanning procurement, asset management, supply chain, and logistics 鈥� provides immediate access and 360-degree visibility into one鈥檚 trading partners. Through a single digital connection, the network can replace messy one-to-one integrations with a tidy many-to-many, inter-company process flow. In doing so, it lends transparency and up-to-the-minute information across all buyers and suppliers, shippers, carriers, operators, and manufacturers so they may identify risks, plan for potential disruption, and collaborate toward innovation. 麻豆原创 Business Network helps make it possible to adjust operations as needed or pursue alternative sourcing in real time.

With these capabilities, the benefits can also be transferred to the customer, for example by providing visibility into their purchase from the time an order is placed to when the parcel arrives at the customer鈥檚 door. One of the many advantages of this level of transparency is that when the package is delayed, the retailer can alert the customer, ensuring the trusted relationship remains intact.

With the addition of the 麻豆原创 Business Network Starter Pack as part of RISE with 麻豆原创, customers can experience a networked ERP to aid their transition to the cloud and drive business transformation.

This enables customers to connect with their suppliers and trading partners from source to settlement through the networks鈥� procurement capabilities; connects their equipment suppliers and services providers to help ensure maximum uptime of critical assets on the production line through the networks鈥� asset intelligence capabilities; and allows customers to work with logistics providers to obtain the best shipping rates and track and trace products and materials using the networks鈥� logistics capabilities.

That鈥檚 the value of 麻豆原创 Business Network packaged as part of RISE with 麻豆原创: it enables organizations to future-proof their business, not only within their four walls but also beyond them, allowing customers to replace one-to-one connections and fragmented data-sharing with many-to-many collaborations and real-time data sharing.

This article was originally published on the global 麻豆原创 News Center.

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The study of U.S. supply chain professionals conducted with Regina Corso Consulting found that 90% say procurement has taken on greater responsibilities to address both supply chain and sustainability challenges. With nearly half (49%) of supply chain professionals saying shortages and disruptions are keeping them up at night, this is a pivotal time to lean on the procurement function to alleviate these challenges.

鈥淪upply chain disruptions aren鈥檛 a new challenge, but they鈥檝e been dramatically compounded and lasting due to ongoing shortages and delays caused by the pandemic,鈥� said Etosha Thurman, Chief Marketing and Solutions Officer, Intelligent Spend and Business Network, 麻豆原创. 鈥淭o navigate these unpredictable circumstances, supply chain leaders must strategically leverage procurement to effectively manage supplier relationships, mitigate customer frustrations, control costs and ensure business resiliency.鈥�

Top Challenges Keeping Supply Chain Professionals Awake at Night

Supply shortages and disruptions are not the only issues that the surveyed supply chain professionals say they face today. Other areas include:

• Sustainability (28%)
• Reducing costs and/or saving money (27%)
• Consumer feedback (21%)
• Digital transformation (20%)
• Regulatory compliance (18%)

Despite only 28% of respondents saying sustainability keeps them up at night, 91% say their company has specific sustainability goals or objectives, and 95% say procurement plays a significant role in achieving those sustainability goals.

The Elevation of Procurement in Mitigating the Impacts of Ongoing Supply Chain Problems

Between the global pandemic, labor and supply shortages and increasing consumer demands for sustainability, the supply chain professionals surveyed agree that procurement has taken on a more strategic role to help mitigate key challenges:

• 50% say procurement is helping alleviate supply chain challenges by improving supply chain transparency.
• 48% say it is helping develop better relationships with suppliers.
• 45% say it is helping diversify suppliers for greater resiliency.
• 33% say it is helping adapt payment terms to improve trading partner liquidity.
• 21% say it is helping reskill talent to address higher-level business priorities.

The study shows that procurement is helping businesses achieve visibility, transparency and accountability with their suppliers, especially when it comes to potential disruptions, enabling them to pivot quickly to new suppliers and ensure continuity.

The Consumers鈥� Role in Easing Supply Chain Shortages

Supply chain professionals surveyed say consumers have a part to play as well in easing the challenge of supply chain disruptions:

• 54% say consumers should allow more time for fulfillment.
• 46% say consumers should buy more local goods and order items earlier.
• 33% say consumers should be willing to pay more to account for higher supply chain costs.
• 32% say consumers should have more empathy and understanding for the delays.

The research study was conducted between October 15 and 25, 2021, on a sample of 210 U.S.-based employees who work in the supply chain at companies with at least 500 employees.

鈥淚f postpandemic supply chains are to be resilient, they must be sustainable. It鈥檚 not enough to just track and extoll green virtues, sustainability must become part of the way that supply chains are run,鈥� said Simon Ellis, Program VP, IDC. 鈥淥n the other end, the growth of e-commerce and consumer expectations for 鈥榥ext day鈥� delivery often runs counter to sustainable fulfillment and carbon footprint. There will have to be a rebalancing or rationalization about the way that people consume: 鈥榙o I really need the product the next day?鈥欌��

Visit the听麻豆原创 News Center. Follow 麻豆原创 on Twitter at听. This originally appeared on the global 麻豆原创 News Center.

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麻豆原创 麻豆原创 Room;听press@sap.com

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创鈥檚 future financial results are discussed more fully in 麻豆原创鈥檚 filings with the U.S. Securities and Exchange Commission (鈥淪EC鈥�), including 麻豆原创鈥檚 most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
漏 2021 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see听听for additional trademark information and notices.

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Those of us in the听supply chain听industry understand that disruptions have persisted since March 2020. This has created a mainstream perception of supply chains as increasingly volatile, expensive, and unreliable 鈥� but disruption has been more of an intermittent and confusing frustration for most in 2021, instead of the panic-buying and supply-hoarding catalyst it was in 2020.

Going into the holiday season, some industry insiders are fearful that these disruptions will hit hard again. Supply chain disruptions are forcing companies to think twice about the timing of their holiday sales, and many retailers are warning consumers to get their holiday shopping done early this year to avoid shortages and shipping delays. In fact, many retailers such as Amazon and Target announced their holiday deals much earlier than usual this year, having started in early October rather than late November. Leaving the majority of holiday shopping to Black Friday weekend could lead to many consumers being sorely disappointed with bare shelves, empty online shopping carts, and delayed deliveries.

With persistent challenges in procurement and the supply chain, 麻豆原创 surveyed 1,000 American adults to help better understand how they view the latest supply disruptions and their sentiment around the industry overall. Some interesting findings surfaced:

• Frustration is growing as holiday supply chain challenges loom.
  Almost half of consumers (49%) experienced longer ship times during the听听pandemic, and 42% expressed frustration with how companies are managing their supply chains. The majority of consumers (83%) also reported experiencing out-of-stock items during the pandemic. Patience is wearing thin, as nearly two-thirds (65%) think companies should have found solutions to supply chain challenges by now.
• Baby boomers have high expectations for gift availability and delivery while millennials and Generation Zers are more skeptical.
  Eighty-one percent of baby boomers expect holiday gifts to be available and in stock, compared to 75% of millennials and 60% from Gen Z. Furthermore, 78% of boomers expect gifts to arrive on time, while 63% of millennials and just over half of Gen Z respondents (54%) said the same. Overall, one-third of consumers are planning for the worst, expecting that gifts will听苍辞迟听arrive in time for the holidays this year. Having the visibility in place to inform consumers of product availability and delivery timeline is crucial to avoiding disappointment this holiday season.
• Most consumers are forgiving of supply chain mishaps, but not right away.
  One in 10 consumers say that if a gift they purchase does not arrive on time for the holidays, they would never shop at that retailer again. Another 47% noted that they would not shop with that retail company again immediately, but that they may in the future. No matter how or why it happens, supply chain disruptions hurt brand loyalty among customers.
• Delivering gifts on time is not the only factor brands need to consider.
  Sustainability continues to play a bigger role in consumers鈥� buying decisions, even when it comes to holiday gifts. This is particularly true among younger consumers, as half of millennials said sustainability influences their gift purchasing decisions. Overall, 39% said they purchase from brands that tout sustainability, while 30% prioritize sustainable practices when making purchases, such as selecting slower shipping to combine packages and reduce waste. Brands can promote sustainability through their own procurement practices by ensuring the products and materials sourced are done so in a sustainable manner 鈥� from limiting carbon footprint to sourcing recycled/recyclable materials.

After last year鈥檚 chaotic holiday season that had more consumers buying online than ever before, proactive businesses and consumers are adapting their approach this season, especially with ongoing disruption anticipated this year.

For consumers, as of early October, almost a third (29%) had already changed at least one gift purchase based on supply chain shortages, and only 24% of total respondents expressed that they do not plan to shift their buying behaviors this holiday season. Almost half (45%) are buying earlier, and 44% are buying more online. Millennials are changing their plans the most, with 55% buying earlier than in previous years.

For businesses, agility and visibility are the name of the game. We have all experienced so much disruption from all angles recently, and there鈥檚 no going back to 鈥渘ormal鈥� as consumers 鈥� and businesses 鈥� continue to change buying behaviors.

Businesses need to broaden visibility not only across their own operations but across those of their trading partners as well, with the dual objectives of听. To achieve this level of transparency, businesses are turning to听听to capture the widest possible view into the interconnected operations of their trading partners from buyers and suppliers to partners in logistics, finance, and contingent labor. Meanwhile, these digital networks 鈥� previously discrete according to function 鈥� are beginning to converge through cloud-based applications, unlocking exponential value in the process.

Consumers and businesses alike have been burned by supply chain issues and shortages during the pandemic, but with the right approach to this holiday season, we can still make it a merry one.

This originally appeared on the global 麻豆原创 News Center.

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This was revealed at a recent event organized by titled 鈥楢 Growing ASEAN, A Hungry Population: Building Resilient and Sustainable Food Supply Chains鈥�, which brought together business leaders across the region鈥檚 food ecosystem spanning agriculture, manufacturing, distribution, logistics 鈥� including , a worldwide leader and innovator in the production and marketing of high-quality packaged fruit and healthy snacks, and , a leading manufacturer and supplier of products and services in the field of agriculture with a sustainable value chain from research, production and sales of seed products, plant protection drugs, bio-organic products, rice and coffee.

Around a third of all food produced[1] 鈥� or 1.3 billion tons 鈥� is lost or wasted every year according to previous estimates by the Food and Agriculture Organization of the United Nations (FAO), also contributing 8-10% of global greenhouse gas emissions[2].

Experts and industry players cited the opportunities that lay ahead for Southeast Asia, among the world鈥檚 most productive agriculture regions, particularly on investing in driving high-tech agribusinesses, enhancing cross-industry collaborations, digitalizing, and building resiliency across food supply chains and other activities along the value chain to bolster the region鈥檚 food future.

Transforming Southeast Asia鈥檚 Food Production

Agriculture and food are key drivers for Southeast Asia鈥檚 economy and GDP, forming a substantial proportion of the region鈥檚 workforce.

Empowering food producers with the right tools to meet the growing demand for food and combating food wastage are critical for challenges in the region 鈥� areas where technology and digitalization play a critical role, according to Verena Siow, President & Managing Director, 麻豆原创 Southeast Asia.

鈥淎s a start, we need to better utilize the food we produce to minimize wastage. Food security and sustainability is more of a resource management challenge, where technology can be a change agent.鈥�

鈥淕iven the diverse food industries across the region which spans from production to retail and restaurants, businesses need help in gaining better end-to-end oversight over their operations, forecast demand through big data to deliver food in a timely manner, and improve supply chain efficiency 鈥� all of which could greatly contribute to the reduction of food scarcity in a sustainable way鈥�, added Siow.

Speaking at the fireside chat hosted by Siow, Leonardo Rabelo, Chief Financial Officer of Dole Asia Holdings, outlined the company鈥檚 efforts to elevate agriculture practices, ensuring better harvests for farmers yet also driving sustainable practices to mitigate food waste across its large operational footprint.

鈥淢inimalism is at the heart of our green habits in our journey towards zero food loss. Technology in Agriculture or Agtech is vital in shaping our progressive and proactive waste reduction agenda.听 The in-farm IoTs, phase tracking and听 end-to end digitalization will be the new super powers to enable us to improve our quality and overall product value like never before听 and听 remarkably reducing waste. For the remaining waste our direction is to focus on upcycling it. To cite few examples we make banana puree, frozen banana, etc.听 In Dole, the 鈥淎rt of possible鈥� and the magic of enthusiasm are our fruit-some way of achieving zero fruit waste,鈥� said Rabelo.

Digitalization Giving a Hand to Food Growers

As food demand continues to increase with population growth and a rising middle class, countries will need to look at ways to bolster domestic food security and boost local production, especially for import and export dependent nations in the region.

Fundamentally, greater technology and finance support is needed for farmers and food producers, to increase yields and have better real-time data of the health conditions of their crops, especially for regions vulnerable to climate change like the Mekong Delta 鈥� which accounts for nearly half of Vietnam鈥檚 rice production.

Nguyen Duy Thuan, Chief Executive Officer of Vietnam鈥檚 Loc Troi Group, was also part of the fireside chat along with Siow and Rabelo. He shared about the company鈥檚 pilot of the world鈥檚 first rice sustainability standard with rice farmers across the Mekong Delta, to develop a sustainable, high-quality value chain, and eventually market Sustainable Rice Platform (SRP)-certified rice both domestically and abroad.

鈥淭oday Loc Troi works with more than 200,000 rice farmers and aims at 1 million farmers in 2024, on top of an annual rice milling capacity of 6 million tonnes. We leverage our foundations in agricultural knowledge in developing new crop varieties and resource-saving farming methods, along with applying technologies like drones and hospital mobile apps to provide consultancies for rice and fruit farmers. We were a member of SATForRice, a program by the Netherland government, which used AI in spectrum analysis and soil interactions to forecast next year鈥檚 yield, pests, and diseases risks. Loc Troi is working with farmers to obtain crop planting area codes and traceability through QR codes to promote Vietnam鈥檚 agricultural products in international markets鈥�, said Nguyen.

Loc Troi recently underwent a digital transformation journey with in 2020, which helped the group of companies standardize all processes to follow international best practices, improve planning capacity, and automatically track all activities across its business, and also maximize agriculture competitiveness and integrability.

Transparency, Visibility a Weak Link in Food Value Chain Resiliency

With greater internationalization of Southeast Asia鈥檚 food businesses, enabling a resilient and agile food value chain remains critical to drive future growth for the industry. This includes greater integration and collaboration across partners, along with digital supply chains that grant visibility across their partners鈥� operations and their own.

To accelerate the circular economy, 麻豆原创 has also announced the availability of , a solution for designing products sustainably to help businesses increase their measurement and data management capabilities. The new solution, now available across Southeast Asia, helps companies gain better visibility of material flows through their processes including tracking and complying with rapidly changing regulations, especially those concerning product packaging and plastics.

[1]

[2]

For more information, press only:
Darryn Lim, darryn.lim@sap.com
Omnicom PR Group for 麻豆原创, sng.sap.wg@omnicomprgroup.com
麻豆原创 麻豆原创 Room; press@sap.com

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