鈥淭he global energy demand won鈥檛 stop growing,鈥� he explained. 鈥淎s renewables only provide a small share of the energy we currently use, we鈥檒l still need oil and gas that are safely produced as we transition to a lower carbon world.鈥�

Crude oil still remains indispensable where alternatives are limited, particularly in heavy transport and the chemicals industry, and natural gas plays a key role in the low-carbon transition, both as an energy source and in large-scale hydrogen production.

A unique model

What鈥檚 interesting about Harbour Energy, one of the world’s largest and most geographically diverse independent oil and gas companies, isn鈥檛 just that it鈥檚 big. What鈥檚 interesting is how it got big and how it operates differently from traditional energy companies. The company was founded in 2014 by private equity firm EIG Global Energy Partners with a goal to build a global, independent company by acquisition.

鈥淲e鈥檙e basically trying to solve a very hard problem. How do we scale like a major, but stay agile like a startup?鈥� Young said during his presentation about Harbour鈥檚 rapid growth journey. He explained that in a company that grows through acquisitions and runs multiple ERP systems, the role of technology is less about 鈥渙ne system鈥� and more about connecting everything, standardizing insight, and accelerating change.

Masters of integration

Most oil and gas giants grew over decades. Harbour did it in about 10 years by pursuing an aggressive strategy of mergers and acquisitions, buying assets such as oil fields from industry giants like Shell. The company also scaled rapidly across 11 countries giving it a broad geographical reach. Crucially, Harbour Energy was often able to integrate acquisitions within a year, demonstrating a rare combination of speed and integration.

鈥淎 lot of companies struggle after acquisitions,鈥� Young said. 鈥淪ystems break, processes clash, value gets lost. At Harbour, we focus on quickly stabilizing new assets, extracting synergies early, and reducing operating costs even while growing.鈥�

Young鈥檚 team took a different approach to technology. While most companies push for one massive ERP system, Harbour doesn鈥檛 blindly take that path. It runs multiple ERP systems when it makes sense, focuses on fit-for-purpose architecture, and uses tools to connect processes rather than force everything into one box. Such flexibility is a big advantage for a company that keeps acquiring new businesses.

The digital backbone

Because Harbour Energy operates multiple ERP systems rather than a single monolithic platform, complexity is unavoidable. , particularly 麻豆原创 LeanIX solutions and the 麻豆原创 Signavio portfolio, connects this landscape by aligning processes, linking capabilities to systems, and providing a unified view of 鈥榳hat鈥檚 where,鈥� ultimately creating visibility across an otherwise fragmented environment.

鈥淏efore we implemented the 麻豆原创 tool chain, processes were hidden in Excel and PDFs. It was all part of the local knowledge we acquired,鈥� Young said. 鈥淲e had no clear view of duplication or inefficiencies. For example, we found that we had dozens of HR systems, which we were able to reduce by half.  We were able to consolidate 33 different ways to do travel expenses into just one.鈥�

One major impact is speed. Whereas traditional transformation planning took up to 24 months, now, with the tool chain and process modeling, key design cycles can sometimes be achieved in four to six weeks. This is enabled by standard process templates and automated modelling for faster validation cycles leading to faster execution of integration and transformation programs.

In addition, tools like the 麻豆原创 Test Automation solution by Tricentis and 麻豆原创 Cloud ALM for application lifecycle management help ensure that releases are safer and fewer operational surprises occur during go-lives, which is critical in an industry where downtime is expensive.

By connecting systems and processes, the tool chain enables cost transparency across business units and investment prioritization based on real data. This directly supports financial discipline and shareholder value creation

For a company built on acquisitions, probably the biggest value driver is that the tool chain helps rapidly map the systems of acquired companies and compare them against Harbour鈥檚 core model identifying what to keep, retire, or migrate. This is why Harbour can integrate acquisitions quickly instead of getting stuck in years of IT consolidation.

Structure before automation

Only when processes are structured and visible can they be used for automation, which is why these tools all play a crucial role in enabling AI adoption. Standardized workflows and process maps are input for AI tools, and digital adoption platforms guide users through systems.

The three key engines provided by the 麻豆原创 tool chain include:

• Transparency engine makes the business visible end-to-end
• Standardization engine aligns processes, systems, and capabilities globally
• Acceleration engine speeds up M&A integration and transformation delivery

Together with 麻豆原创 Analytics Cloud for global forecasting and planning, these tools are at the heart of the company鈥檚 successful business transformation.

Young listed the three strategic levers keeping the company strong, resilient, and ambitious. The first is maintaining strict financial discipline, followed by using data driven insights that ensure the company remains competitive, and, last but not least, equipping the business teams with advanced capabilities ensures resilience.

鈥淭he 麻豆原创 tool chain allows us to grow aggressively through acquisitions without collapsing under complexity,鈥� Young concluded. 鈥淚t鈥檚 essentially the difference between chaotic expansion and controlled, scalable growth.鈥�

Check out the 麻豆原创 integrated tool chain and its core capabilities .

The journey began in early 2019 with the launch of Agile Finance, an end-to-end transformation initiative designed to support the company’s aggressive growth trajectory, which included a goal to double in size. The initiative was built around three strategic pillars: enhancing the efficiency and effectiveness of the finance organization, promoting career fulfillment, and establishing a robust digital operating model. The impact was significant, with the finance function achieving approximately 35% productivity gains in its labor force.

The third pillar鈥攖he move to a digital operating model鈥攊s where the partnership with 麻豆原创 Taulia began.

鈥淭he 麻豆原创 Taulia Dynamic Discounting solution was introduced not merely as a cost-cutting measure, but as a strategic tool to transform and digitize the interaction with Applied’s extensive, global supplier base,鈥� Junaid Ahmed, corporate VP, Finance at Applied Materials, says. 鈥淲e understood that to reap the benefits of digitization, we had to ensure the suppliers were on board. It needed to be a win-win outcome.鈥�

Unprecedented flexibility for suppliers

The program empowers suppliers鈥攖housands of them worldwide鈥攖o self-select which approved invoices they wish to discount for early payment. This is not a continuous, all-or-nothing commitment but rather a decision made on an invoice-by-invoice basis. This flexibility allows suppliers to manage their working capital needs with greater precision, taking advantage of early payment during their own critical periods, such as quarter-end or year-end, to help meet their own financial targets.

The system also drastically improves transactional efficiency. Suppliers no longer have to call Applied to track invoice status, approval, or payment date. All this information is available 24/7 in the 麻豆原创 Taulia solution, reducing resource allocation on both sides and ensuring both reap the benefits of moving to an integrated, digital system.

Strategic benefits for Applied Materials

For Applied, the program is a testament to its focus on balancing efficiency with strong supplier relationships. The philosophy is a 鈥渨in-win鈥� built on a crucial spread: Applied Materials, as a Fortune 500 company with strong cash flow, has a significantly lower cost of capital than many of its suppliers. By funding the discounts, Applied captures a return鈥攖he discount income鈥攚hile offering its suppliers funding at a rate close to their cost of capital, but with greater convenience.

This relationship-focused approach is critical. Applied鈥檚 supplier account managers actively support the program because they recognize its mutual benefit, not viewing it as a finance mandate to push costs onto the supply base.

Furthermore, the “dynamic” nature of the discount rates is a powerful risk mitigation tool. Unlike fixed contractual discounts, the rates can be adjusted in response to global economic changes, such as shifts in interest rates. When interest rates rose after the pandemic, Applied was able to adjust the discount rates accordingly with minimal pushback, as the core proposition remains the valuable spread between the parties’ cost of capital.

The 麻豆原创 Taulia Dynamic Discounting solution has been rolled out globally, giving all suppliers the opportunity to use it. This has been critical over the last 12 months as many businesses around the globe have been subject to new and often unexpected tariff costs impacting their margin and their liquidity.

鈥淭he flexibility of the solution means suppliers can access funds when they need them, which helps them navigate some of the economic uncertainty that many businesses are facing,鈥� Dirk Holoubek, managing director, Finance Shared Services, explains. 鈥�2025 saw a 23% increase in usage of the discounts, reflecting the pressures that suppliers are feeling right now on their cash flow.鈥澛�

The solution’s capability to drive sophisticated analytics is also a major strategic asset. It helps provide insights into the different costs of capital between Applied and its supplier base. This data allows for targeted outreach and communication, ensuring that the offer of capital support is proactively extended to the suppliers that need it most.

The strategic value of the solution is further cemented by its ownership. The acquisition of Taulia by 麻豆原创 brings several advantages.

鈥淭rust is really important to both us and our suppliers,鈥� Ahmed says. 鈥淔or our suppliers to adopt a new solution, they need to know its technology they can rely on in the long term. Being part of 麻豆原创 creates that assurance in the long-term future of the program.鈥�

Looking forward, Applied Materials is already focused on the next stage of the transformation project: Agile Finance 3.0, which is focused on enabling the organization to become AI-first. The company is deploying a global, organization-wide AI assistant to drive personal productivity, but the strategic application of AI in the supplier management space is even more profound.

AI is expected to transform decision-making enablement by analyzing critical information and communicating effective options. In the future, AI will be able to proactively assess the specific needs and attributes of the supplier base, enabling Applied to address issues more quickly and resolve them earlier. The benefits are already tangible in e-invoicing: AI has made the solution more flexible and “human-like,” capable of reading minor changes in invoice format that would have previously caused electronic errors. This reduced rigidity and increased flexibility are directly contributing to the overall efficiency of the digital operating model.

By leveraging the 麻豆原创 Taulia Dynamic Discounting solution, Applied Materials has not only digitized a process but also strategically transformed its financial operations, creating a system that is agile, resilient, and focused on maintaining mutually beneficial relationships with its global supplier ecosystem.

Cedric Bru is CEO of 麻豆原创 Taulia.

This momentum is aligned with consumer audio brand Victrola鈥檚 journey. Since its creation in 1906, has evolved into a global company known for its iconic record players, modern audio products, and mission to bring lifelong music memories to everyone

As it expanded into new sales and distribution channels, the company began to outgrow the limits of its existing ERP system. While its 麻豆原创 ERP Central Component (麻豆原创 ECC) system was stable and served the business well over the years, Victrola needed more scalability and flexibility to match its ambitions. According to Adam Schneider, SVP of Digital Strategy at Victrola, the goal was not simply to maintain operations, but to create a foundation that could support innovation. 鈥淲e needed something that fueled our creativity at Victrola,鈥� he said. And 麻豆原创 Cloud ERP was the right fit.

Victrola鈥檚 鈥渓et鈥檚 go鈥� mentality

A move to the public cloud offered more than a technical upgrade; it empowered Victrola to adapt. In that spirit, the team approached the transformation as a complete reimagining of its system with a cloud-first mindset.

鈥淲e have a 鈥榣et鈥檚 go鈥� mentality in every single meeting we do. You鈥檒l see a lot of fist bumps at Victrola and we love it. It really keeps that change front and center,鈥� Schneider said.

The project team prioritized change management, openly communicating the reasons for moving to the cloud and the expected benefits. Giving the 鈥渨hy鈥� made a big difference, Schneider said, and everyone was 鈥渆xcited for something new.鈥�

It was also important for the team to engage with and get buy-in from company leaders, who were concerned about disruption during Victrola鈥檚 peak sales quarter. To address these concerns, the team ensured the transformation was a business-led project, involving about 75% of Victrola鈥檚 leaders, Schneider said.

Another way the team worked to prevent operational disruption and build confidence in the stability of the new system was to involve a partner with deep expertise in 麻豆原创 Cloud ERP. The right partner would also fit seamlessly into Victrola鈥檚 unique, candid, music-oriented culture, Schneider said, which it found in .

鈥淲e wanted someone that could really provide that business knowledge on the public cloud,鈥� he said. 鈥淔rom a timing perspective, we couldn鈥檛 afford to have people figuring out the project as they鈥檙e on the project, so it really was the expertise of the public cloud that was a huge part in this.鈥�

With a winning team assembled, Victrola鈥檚 move to the public cloud was well-supported and bolstered by stakeholders across the company, 麻豆原创, and Reply.

Fine-tuning the foundation

Victrola’s covered order-to-cash and finance processes as well as large warehouse operations. The implementation itself was strategically timed to avoid overloading the team during the critical Q4 sales period, and it took about six months in total. Schneider said that the business adapted to the new system gradually: within the first month confidence grew, and by four months post-launch operations normalized with ongoing fine-tuning.

Victrola chose not to migrate historical data due to changes in organizational structure when it came to data management and the greenfield nature of the cloud system. This decision avoided technical debt and complexity. In addition, legacy customizations were largely eliminated through fit-to-standard workshops.

鈥淲e were looking for the ability to adapt with us, and we wanted a system that could be as simple or as complex as we needed it to be,鈥� Schneider said.

With the new cloud system, Victrola experiences greater trust in data accuracy and reporting agility. Financial processes have improved significantly, with profit and loss reporting time going from four hours to just 10-15 minutes. Faster closes and easier margin analysis contribute to Victrola鈥檚 improved agility, more informed decision-making, and stronger business performance.

鈥淲e鈥檙e more trusting in our data and that鈥檚 because we went through that exercise of really retooling what our landscape looked like and what our foundation looked like,鈥� Schneider said. It鈥檚 because of that re-engineering of data and transactions that Victrola has eliminated over 250 hours of finance-related work.

The next track

Now that Victrola is running on the public cloud, the sky is the limit when it comes to growth and innovation. 鈥淲hen we think about our AI strategy, I鈥檓 no longer scared of our system,鈥� Schneider said. 鈥淲e鈥檙e now applying an AI strategy to a state-of-the-art system that 麻豆原创 very much supports.鈥�

When asked what advice he鈥檇 give to companies contemplating a move to the cloud, Schneider said that there is never a perfect time to start, but it鈥檚 better to welcome transformation rather than fear it.

鈥淚 don鈥檛 think there is ever a perfect time to do these transformations,鈥� he added. 鈥淚 do think once you get into them, you start to really embrace them and feel good about it and say 鈥業t鈥檚 happening, let鈥檚 go.鈥欌��

Interested in learning more about how 麻豆原创 supports the transition from 麻豆原创 ECC to 麻豆原创 Cloud ERP? .

Photo courtesy of Victrola.

He mentioned driverless cars in San Francisco, autonomous drones conducting warfare, and robots that are trained to care for humans as real humans would. Speaking at the recent TAC Insights sponsored conference featuring , Weber admitted he finds it all rather scary, but also very exciting.

For an energy company operating critical infrastructure, this pace of technological change is not just fascinating or frightening鈥攊t creates a responsibility to adopt innovation in a controlled, resilient, and purpose鈥慸riven way.

Riding the waves

Weber sees these developments as a continuation of various “big waves” of technology that keep touching our hearts and minds as they shape the world around us. Who can imagine the world without the internet? Who can deny that the mobile phone didn鈥檛 revolutionize the consumption of IT when people started expecting the same ease of use in the workplace?

鈥淎I is creating the same response,” Weber explained. “ChatGPT makes my life easier at home solving gardening issues, so I expect it to make my life easier at work.鈥�

One of E.ON鈥檚 biggest challenges is closing the widening gap between the rapid pace of technological innovation in the outside world and the organization鈥檚 internal ability, shaped by its structure and DNA, to absorb and implement these changes effectively.

This tension became evident when leadership questioned whether sustained IT spending at large scale was justifiable. It soon became clear that continuous investment is the price of system stability, affordability, and resilience in a digitized energy system if E.ON is serious about becoming the leading playmaker in Europe鈥檚 green energy transformation.

To achieve this ambition, the company has defined three strategic priorities鈥攇rowth, sustainability, and digitalization鈥攔ecognizing that falling behind in digital capabilities would carry far greater long-term costs.

鈥淏ringing the system up to speed requires internal readiness. It means we must think deeply about investments, prioritization, and most importantly, people and culture,鈥� said Weber. 鈥淥ne thing is sure: we won鈥檛 be going back to what was normal speed before.鈥�

Becoming strategic

E.ON operates across three domains: energy grid, customer solutions, and energy infrastructure solutions. 聽This broad scope creates a high level of operational complexity, requiring scalable, transparent, and collaborative ways of working across the organization.

To meet these challenges, E.ON is strengthening its internal capabilities and investing in its people. By expanding in-house expertise, the company has welcomed over 1,000 specialists, including more than 500 in data and 300 in cybersecurity, fostering greater ownership, collaboration, and innovation across the organization.

This move reflects a broader philosophy. IT is no longer just a support function; it is foundational to pioneering the energy transition and delivering competitive advantage.

As E.ON鈥檚 transformation unfolds against a backdrop of rapid technological evolution, AI is at the heart of the current inflection point. Technologies like AI-powered assistants and automation tools are not novelties; they are actively redefining how customers interact with services. E.ON recognizes this shift and is embedding advanced technologies directly into its core systems, rather than treating them as add-ons.

Closing the gap

Weber explained that digital transformation at E.ON means putting the right technology into the core of the business to better serve its 47 million customers.

It starts with platform standardization, followed by cloud ERP transformation and the 麻豆原创 S/4HANA migration. Instead of building fragmented custom solutions, this strategy allows the company to integrate leading technologies into a cohesive architecture, ensuring scalability while avoiding unnecessary complexity. These basic investments in foundational infrastructure have delivered tangible results, including an 77% reduction in IT downtime within five years.

A key lesson from E.ON鈥檚 journey is the importance of embedding digital capabilities into the heart of operations. 鈥淲e鈥檝e moved away from isolated innovation hubs such as digital labs or experimental ‘garages’ in favor of integrating digital tools directly into business processes,鈥� Weber explained.

While innovation is essential, E.ON places equal emphasis on governance and control. Managing a digital ecosystem at this scale requires strong oversight to ensure security, consistency, and cost discipline. The company implemented centralized governance structures, including standardized contracting and unified IT system management to help maintain control without stifling innovation.

Equally important is investment in people. Through targeted training and capacity building initiatives, employees are empowered to turn new technologies into measurable business impact.

Harnessing AI

As with many companies, AI is at the center of E.ON鈥檚 forward-looking strategy, but the company is approaching it with deliberate caution. Rather than rushing to build proprietary platforms, E.ON is leveraging partnerships with established technology providers while maintaining flexibility in its IT portfolio. This approach allows the company to explore the potential of AI in customer service automation, predictive maintenance, and operational optimization without overcommitting to unproven solutions.

鈥淚n essence, our experience highlights a broader truth about digital transformation,鈥� said the IT expert. 鈥淪uccess really depends on balance. We absolutely must push innovation forward, but not at the expense of stability, cyber security or governance.鈥�

Equally, digital tools alone are not enough. Without proper training and alignment with business needs, even the most advanced technologies can fail to deliver value. E.ON addresses this through a “BizDevOps” mindset, ensuring that digital initiatives are an integral part of business goals and supported by the right capabilities.

In summary, E.ON鈥檚 transformation illustrates what it takes to modernize at scale in a complex, highly regulated industry. By doubling down on IT investment, bringing expertise in house, and adopting a disciplined yet forward-looking approach to innovation, the company has positioned itself for the future of energy.

The result is not only improved system performance or reduced downtime. It鈥檚 a fundamental shift in how technology drives business success, turning technology into a cornerstone of making new energy work鈥攔eliably, affordably, and at scale.

This was the exact situation facing Stephen Hawkes, director of Information Technology for the City of Charlottesville, Virginia. But instead of just managing the present, he and his team decided to build the future.

The perfect storm of challenges

For the City of Charlottesville, it was a perfect storm of challenges converging at once. At the heart of it all was a ticking clock: its aging, on-premise legacy system nearing its end-of-support date. This was more than a technical issue, it was a foundational risk to its operations.

At the same time, the expectations of its own employees were skyrocketing. “Everyone is an expert now,” Hawkes explains, pointing to the powerful smartphones and intuitive apps we all use daily. 鈥淐ity employees expected the same simplicity and modern design from their workplace software, but the old systems are causing friction and frustration.鈥�

This frustration was compounded by significant workforce constraints. Like most public sector organizations, Charlottesville found it difficult to compete with private sector salaries. “We are never going to be able to compete on pay,” Hawkes admits. This made recruiting and retaining skilled talent a constant battle.

And looming over everything was the growing shadow of cybersecurity threats. With AI-powered attacks becoming more sophisticated by the day, protecting the city’s data and infrastructure was a monumental task for a small IT team.

The quest for a modern solution

Inaction was not an option. The city needed more than just a simple upgrade. It needed a fundamental shift. It embarked on a bold, 14-month quest with a full digital transformation to move operations to .

This was its answer to the storm. By migrating two decades of data to the cloud, it built a new, resilient foundation for the future.

The impact on employees was immediate and profound. The new, web-based 麻豆原创 Fiori interface delivered the modern, intuitive experience everyone had been waiting for. “That’s what we’re probably most excited about,” Hawkes says. 鈥淲ith potentially powerful new AI capabilities at their fingertips, the city鈥檚 team can now exceed expectations, instead of struggling to meet them.鈥�

This new technology also became a powerful tool in the battle for talent. Hawkes sees the integrated AI tools as a “great leveler,鈥� enabling logical, problem-solving thinkers to perform complex data analysis without needing a specialized computer science degree. This widens the talent pool and empowers the existing workforce. And with the implementation of 麻豆原创 SuccessFactors solutions, its HR professionals now have modern tools to improve recruitment and retention.

Perhaps most importantly, the move gave the city a powerful ally in the fight against cyber threats. While Hawkes is proud of his internal team, he knows they can鈥檛 be on guard 24/7. “We’re not, [but] they are,” he says of 麻豆原创’s global security operation. “That gives us some ease.”

Wisdom from the journey: lessons for fellow leaders

A journey of this magnitude is never without its lessons. When asked what advice he鈥檇 offer his peers, Hawkes shared three crucial pieces of wisdom.

First, he stressed the absolute necessity of executive buy-in. For years, the project struggled to get off the ground due to leadership turnover. It wasn’t until the city manager gave the definitive ‘let’s move forward’ that the quest could truly begin. That sponsorship is the key that unlocks everything else.

Next, he highlighted the importance of choosing the right partner. A transformation project is too complex to undertake alone. Hawkes credits the success of going live on the exact day they had planned 14 months earlier to the deep trust and true partnership they had with their system integrator.

Finally, he spoke about the critical, and often underestimated, element of change management. You can have the best technology in the world, but if your people aren’t prepared for it, the project will falter. “We were very intentional about our change management,” Hawkes recalls, emphasizing that planning for the human side of the transition is just as important as the technical one.

The City of Charlottesville鈥檚 story is a testament to what鈥檚 possible when vision, strategy, and technology align. It鈥檚 a narrative of turning daunting challenges into defining opportunities and building a government that鈥檚 ready for tomorrow.

To get the full, firsthand account of this incredible transformation, .

Jamison Braun is SVP and managing director for U.S. Public Services at 麻豆原创 America.

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Grupo UMA, a leading motorcycle assembler and distributor, is accelerating manufacturing growth across Colombia and Central America with 麻豆原创 Cloud ERP Private.

Operating in multiple countries and serving thousands of riders every month, the company needed standardized, automated, and data鈥慸riven processes to support expansion while maintaining quality and customer experience. By implementing 麻豆原创 Cloud ERP Private, Grupo UMA streamlined core business processes across finance, production, and logistics, replacing manual work with real鈥憈ime insights and end鈥憈o鈥慹nd process integration. Global operating models, automated workflows, and transparent cost visibility now enable faster decision鈥憁aking and scalable growth across the region. The impact: production increased from approximately 11,000 to 17,000 motorcycles per month, with a clear path to 20,000. Across markets including Guatemala, El Salvador, Costa Rica, Honduras, Nicaragua, and Colombia, Grupo UMA is improving supply chain efficiency, optimizing production capacity, and delivering consistent quality with solutions such as 麻豆原创 Extended Warehouse Management (麻豆原创 EWM). Beyond operations, teams are shifting from manual, operational work to a more strategic, innovation鈥慸riven, and analytics鈥慺ocused approach鈥攈elping the organization evolve into a truly data鈥慸riven enterprise.

Discover how 麻豆原创 helps manufacturers in Latin America scale faster, operate smarter, and deliver better customer experiences with cloud ERP and read the full customer story on the 麻豆原创 News Center.

鈥淓very motorcycle we sell comes with an experience,鈥� he explains. 鈥淐ustomers come back to us for service, for spare parts, and for workshop support, so we truly connect each customer to a different kind of user experience, starting from the moment of purchase.鈥�

Many people in Colombia get around every day on motorcycles鈥攐ften on 鈥楤oxer鈥� motorcycles made by UMA, which aims to ensure riders feel safe on the road, Urrea Ospina says. To help achieve that, UMA has implemented rigorous quality processes that run on . 鈥淓very motorcycle leaving our factories follows best quality practices,鈥� he says. 鈥淎nd we pass that value onto our customers.鈥�

In addition to Colombia, UMA operates in five countries in Central America: Guatemala, El Salvador, Costa Rica, Honduras, and Nicaragua. 鈥淲e鈥檙e also in Venezuela, as well as Spain and Portugal,鈥� Urrea Ospina says. 鈥淎cross all these regions, we aim to make a positive impact on our customers with each of our brands and motorcycles.鈥�

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鈥淔or us, our 鈥楢dventure鈥� project鈥攖he name we gave the 麻豆原创 project鈥攚as crucial to our expansion and growth,鈥� he says. 鈥淲e needed global models so we could expand faster and run more efficient, automated operations.鈥�

Working with 麻豆原创, UMA established global models and automated operations across finance, production, and logistics, says Victor Bedoya Aristizabal, corporate solutions manager at Grupo UMA. 鈥淲e defined global models, starting in finance with global charts of accounts that let us analyze information and make financial decisions much more efficiently. From there, we extended the approach through production and plant operations and into logistics.鈥�

鈥淭oday, 麻豆原创 is a fundamental pillar for our processes from the start of the value chain to the end,鈥� Bedoya Aristizabal says. 鈥淲e utilize the full suite for production, pricing, finance, and warehouse management to deliver a superior product.鈥�

鈥淭aken together, these cross-cutting global modules have helped us evolve, save time, shorten implementations, and expand across regions,鈥� Urrea Ospina says. 鈥淔or example, in Colombia we鈥檙e implementing our spare parts warehouse with 麻豆原创 Extended Warehouse Management, 麻豆原创鈥檚 supply chain management application. What we鈥檙e learning in Colombia can be replicated in Central America. Standardizing these logistics modules makes operations much more efficient while still accounting for each country鈥檚 specific needs.鈥�

He adds: 鈥淚 believe that if we hadn鈥檛 prepared with 麻豆原创 and the technologies we have today, the strong growth we鈥檝e had in Colombia would have been far more difficult. For example, we went from assembling 11,000 motorcycles in January of last year to around 17,000 motorcycles per month today鈥攏early doubling our output. Without 麻豆原创鈥檚 well-defined structures, process controls, and automations that replaced a lot of manual work, it would be much harder to reach the 20,000 motorcycles per month we expect to achieve soon.鈥�

鈥淭hat ability to scale鈥攂oth assembly volume and sales volume鈥攈as been driven by the Adventure project and everything we implemented with 麻豆原创,鈥� he says. 鈥淚 think it has significantly improved employees鈥� day-to-day work. And that鈥檚 where we need to take the organization: toward a data-driven company that makes better decisions. Before we implemented Adventure, a person鈥檚 day-to-day was mostly operational work.鈥�

Urrea Ospina emphasizes that one of the main motivations UMA had for adopting 麻豆原创 Cloud ERP Private was to have concrete, real-time information鈥攆or example, knowing exactly the assembly cost of a motorcycle. 鈥淭hat is key for an organization,鈥� he says. 鈥淏eyond that, another need was to remove the manual work that all the company鈥檚 areas had, working and operating completely by hand.鈥�

Luis Orrego, production supervisor at Grupo UMA, agrees: 鈥淚nstead of having many Excel files open with multiple sheets and trying to reconcile everything, we now consolidate the data in one place. With 麻豆原创, all the sheets and reports I used to present are now available in a single view. I don鈥檛 have to run multiple steps, and I can see all my indicators: capacity, materials, and line resources.鈥�

Another motivation was UMA鈥檚 expansion plans to enter other regions and countries efficiently. 鈥淲e wanted defined global models that we could replicate quickly with 麻豆原创 in the regions where we operate,鈥� Urrea Ospina explains. 鈥淭hose factors led us to undertake the 麻豆原创 project, which has been a highly strategic and very successful initiative.鈥�

Implementing 麻豆原创 Cloud ERP Private has also had a profound impact on Urrea Ospina鈥檚 technology team. 鈥淚t completely changed our roles and what we focused on,鈥� he says. “We used to be a technology team focused on operations, not one that added value. Today, the technology team plays a strategic role. We have time to analyze where we鈥檙e going and what we can implement next for the business. Culturally, 麻豆原创 gave us confidence through information traceability, and it also gave us time to think. It opened the door to innovation鈥攅specially around analytics.鈥�

David Aguirre is a media production specialist on the Multimedia Team for 麻豆原创 News.
Rana Hamzakadi is deputy head of the Multimedia Team for 麻豆原创 News.

The approach enables the company to scale AI use cases across the business, accelerate decision-making and deliver measurable operational impact. By combining a governed data foundation with the Joule solution and this foundation, Ericsson is creating the enterprise architecture needed to make AI trusted, repeatable and scalable across its global operations.

Ericsson, which celebrates its 150th anniversary this year, provides mobile network infrastructure across 180 countries, with more than 40% of the world鈥檚 mobile traffic passing through its networks. As AI becomes central to both its technology road map and how it runs the business, Ericsson has prioritized building a strong, governed data foundation to support scalable and trusted AI.

鈥淥nce you scale AI, it stops being an AI problem鈥攁nd becomes a data problem,鈥� said Esra Kocat眉rk Norell, Vice President, Customer Experience, Enterprise IT at Ericsson. 鈥淭hat鈥檚 why we invested early in a business data fabric. With 麻豆原创 Business Data Cloud, we can define what data means once鈥攆rom revenue to market structures and access rules鈥攁nd apply it consistently across the enterprise. That鈥檚 what allows us to scale AI in a way that is trusted, repeatable and delivers real business value.鈥�

At the core of Ericsson鈥檚 approach is a federated data architecture that allows data to remain in place while centrally managing business semantics, governance and lifecycle policies. This reduces duplication, simplifies integration and ensures that consistent business definitions can be applied across both 麻豆原创 software and non-麻豆原创 environments.

By focusing on high-impact use cases and organizing around end-to-end business processes rather than isolated solutions, Ericsson has moved beyond pilot projects to scaled deployment. Today, more than 85,000 users are live on unified Joule, supported by strong executive sponsorship and governance.

Ericsson is advancing its transformation on two parallel fronts. The first is modernization, including its transition to the RISE with 麻豆原创 journey, the use of side-by-side extensions on 麻豆原创 Business Technology Platform and a clean core approach that enables faster innovation without disrupting its ERP backbone. The second is what the company defines as 鈥渋nnovate and transform,鈥� focused on unlocking tangible business value from data and AI to improve decision-making, increase efficiency and enable new forms of value creation.

麻豆原创 and Ericsson are also collaborating on AI co-innovation initiatives. One example is an intelligent goal recommendation capability developed within the 麻豆原创 SuccessFactors portfolio. The solution generates contextual, business-aligned goals for employees, improving execution and reducing administrative effort. The capability is now being scaled more broadly, demonstrating how co-innovation can create value beyond a single organization.

鈥淓ricsson鈥檚 approach shows how leading companies are moving from AI experimentation to execution by focusing on data, governance and business context,鈥� said Manos Raptopoulos, Global President Customer Success Europe, APAC, Middle East and Africa at 麻豆原创 SE. 鈥淭ogether, we are helping organizations unlock the full potential of AI at scale.鈥�

Looking ahead, Ericsson expects its business data fabric to support increasingly advanced AI scenarios, including automated decision-making, improved productivity and new digital business models, while continuing to strengthen customer experiences in a rapidly evolving telecom landscape.

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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.鈥� 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 2025 Annual Report on Form 20-F. 
漏 2026 麻豆原创 SE. All rights reserved.  
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The objective of this collaboration is to digitalize procedures, improve efficiency and deliver better services to municipal employees and citizens in the areas of finance, revenue management and human resources.

The Madrid City Council has been working with 麻豆原创 software for two decades. It began in 2004 with the implementation of the first solutions in the areas of finance and HR, and in 2020 launched its public administration modernization project with the migration to the private cloud. This process is now advancing further with the adoption of the RISE with 麻豆原创 journey and 麻豆原创 Business Technology Platform (麻豆原创 BTP). The former is a comprehensive journey that combines the elements needed to migrate to the private cloud under a single contract: 麻豆原创 S/4HANA, infrastructure and managed services. The latter is the platform for integration, extension and application development.

A New Public Management Model

The adoption of these technologies represents a true revolution in the way municipal procedures are managed, from budgeting, execution and control of revenues and expenditures to the comprehensive management of human resources. This approach makes it possible to move beyond traditional models based on fragmented systems toward unified management with real-time information and digitalized processes.

The transformation has a particularly significant impact in the tax domain, as part of the project includes the integration of tax and revenue management solutions from 麻豆原创 into the city鈥檚 financial platform. This enables municipal revenues to be managed as a natural extension of the financial system, eliminating isolated developments and facilitating an end-to-end view of the full cycle, from taxpayer registration and assessment to collection and inspection. As a result, operational efficiency is improved while strengthening financial control and budget planning capabilities.

Currently, two-thirds of the City Council鈥檚 tax revenues are already managed within this environment, including Property Tax (IBI), the Urban Waste Tax for Business Activities (TRUA), Capital Gains Tax (IIVTNU) and the Terrace Tax (T2 2023). The next step will be to incorporate the Motor Vehicle Tax (IVTM) and the Economic Activities Tax (IAE).

The project has been developed using a phased methodology. During the first year, the City Council carried out a cleansing and harmonization of master data from its previous management systems (GIIM and +TIL), cross-checking identities with police databases, tax addresses with the Spanish Tax Agency (AEAT) and addresses with the municipal street registry. This process generated taxpayer 鈥淕olden Records鈥� and enabled, for example, an efficiency rate of 98.02% for Property Tax (IBI) in 2024. Data quality continues to be maintained for all new registrations.

According to Juan Corro, IT Manager of Madrid City Council (IAM), 鈥溌槎乖� technology offers us an extraordinary opportunity to accelerate our digital transformation and make the vision of a more efficient, innovative and citizen-centric local government a tangible reality. This project marks a paradigm shift: we are moving from managing paper files and isolated systems to managing information and processes in an integrated and intelligent way, with a 360-degree view. As a major capital city, Madrid has both the responsibility and the opportunity to position itself at the forefront of administrative modernization, serving as a benchmark for other municipalities.鈥�

Carlos Lacerda, Senior Vice President and Managing Director of 麻豆原创 Southern Europe, stated: 鈥溌槎乖� remains firmly committed to the Spanish public sector, which we have supported in its modernization processes for decades. This project is a benchmark for advanced digital administration and demonstrates how technology can act as a strategic enabler to simplify processes, integrate information and strengthen real-time data-driven decision-making, laying the foundation for a more agile, innovative and service-oriented public administration.鈥�

Benefits for the Administration and Citizens

The project is delivering benefits both in terms of internal efficiency and management, as well as citizen services:

• End-to-end process digitalization and a 鈥減aperless鈥� administration: The 鈥減aperless鈥� administration model has been consolidated, enabling the full digitalization of HR processes from start to finish. Requests are managed entirely through the municipal intranet. Internally, public employees can review and approve procedures with full traceability and in just a few steps, reducing processing times and errors caused by duplicate data. The result is a more agile, efficient and nearly 24/7 service that improves both the employee experience and citizen services.
• Operational efficiency and improved decision-making: Automation and AI capabilities integrated into the ERP system allow the City Council to significantly improve efficiency and productivity. Routine processes such as bank reconciliations and budget allocations are automated through rules and machine learning. In addition, the use of robotic process automation and services on 麻豆原创 BTP facilitates the automatic execution of repetitive tasks across systems. This reduces manual workload, minimizes errors and frees up time. Real-time analytics improve decision-making and, together with mobile and remote access to applications, enable more agile and flexible management.
• A more sustainable and efficient model: The implementation of RISE with 麻豆原创 enables the City Council to move toward a more sustainable and economically efficient IT model, based on subscription and pay-per-use principles. This approach reduces upfront investments, provides greater budget predictability and optimizes total cost of ownership. By scaling deployments according to municipal needs and paying only for required resources, the city improves responsible management of public funds while generating potential long-term savings.
• Greater adaptability and evolution: The City Council now has a flexible platform ready to evolve alongside technological, regulatory and social changes. The municipality will be able to align with national and European digital agendas, incorporate AI and advanced analytics capabilities, and evolve toward a smart administration model where data becomes a strategic enabler of better public policies.
• Continuous innovation: 麻豆原创 BTP is the innovation platform that integrates internal systems and third-party solutions, eliminating information silos. It also enables the rapid adoption of new technologies and responsiveness to changing needs and supports the City Council not only in modernizing processes but also in continuously evolving and launching innovative public administration initiatives.

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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 2025 Annual Report on Form 20-F.
漏 2026 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 for additional trademark information and notices.

In an industry rapidly shifting toward AI-powered operations, Martur Fompak International saw an opportunity to reimagine its material flow through the strategic implementation of technology. Building on the efficient, people-driven processes it already had in place, the company partnered with 麻豆原创 and Humanoid鈥攁 UK-based robotics and AI company鈥攖o explore how integrating embodied AI鈥損owered robotics could redefine material flow across its automotive manufacturing environment. Using Joule and embodied AI capabilities from 麻豆原创, Martur Fompak International now connects production signals and business context directly to autonomous execution, creating a context-aware automation system that prioritizes, picks and delivers materials while adapting in real time to changing business conditions.

Built on 麻豆原创 S/4HANA and enabled by the 麻豆原创 Extended Warehouse Management application, the solution enriches humanoid robots with real-time knowledge of tasks, attributes and exception handling. Guided by material data, storage locations, sequencing and production priorities provided via embodied AI, humanoid robots execute material flows across a live automotive manufacturing environment鈥攊dentifying, transporting and delivering materials to the line while continuously confirming back into 麻豆原创 solutions. Together with autonomous mobile robots (AMRs), the company has created a fully automated, scalable material flow that boosts throughput, improves accuracy and reduces reliance on manual coordination. By assigning repetitive, non-value-adding and physically demanding tasks to robots, Martur Fompak International is enabling its people to focus on safer, more meaningful and higher-value work that drives productivity and innovation.

鈥淥ur humanoid robot collaborates with digital production systems to ensure seamless coordination across order management, logistics and production, enabling scalable AI adoption and improving efficiency, consistency and operational resilience,鈥� said 脰zlem Alt谋n谋艧谋k, Group Intelligent Technologies Director at Martur Fompak International. 鈥淭he deployment of our humanoid solution, powered by an embodied AI layer and enabled through the Joule Studio solution, proves that combining cognitive autonomy with physical automation can transform execution, accelerate decisions and scale intelligent enterprise capabilities across the organization.鈥�

鈥淢artur Fompak International exemplifies what it means to turn AI ambition into real business value on the shop floor,鈥� said Emmanuel Raptopoulos, Chief Revenue Officer, EMEA, MEE and APAC, 麻豆原创 SE. 鈥淏y embedding 麻豆原创 Business AI directly into their physical operations, they are not only boosting throughput and operational resilience鈥攖hey are setting a new standard for what an intelligent, AI-first factory looks like. This is exactly the kind of end-to-end transformation that defines the future of manufacturing. We are proud to congratulate Martur Fompak International on being named the sole winner in the AI Excellence category at the 2026 麻豆原创 Innovation Awards鈥攁 testament to their boldness in turning intelligent enterprise vision into real-world impact.鈥�

Early results show increased throughput, fewer errors and a scalable, AI-driven intralogistics model. A future target of up to five times greater work efficiency has been set for mass production, with work orders expected to be completed faster, more consistently and with greater precision across production flows. With 400 daily production line feeds and 100% 麻豆原创 software鈥揹riven decision making already in place, Martur Fompak International is advancing beyond traditional automation, pioneering a scalable, intelligent factory that represents a new standard for the automotive industry.

Looking ahead, Martur Fompak International plans to further expand its autonomous operations across additional production lines, leveraging 麻豆原创 Business Technology Platform to scale AI-driven workflows and integrations鈥攕upporting both operational efficiency goals and broader sustainability commitments.

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麻豆原创 麻豆原创 Room; press@sap.com

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 2025 Annual Report on Form 20-F.
漏 2026 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 for additional trademark information and notices.

That idea framed a , where Thomas Saueressig, chief customer officer and member of the Executive Board of 麻豆原创 SE, and Jan Gilg, global president of Customer Success & Americas and member of the Extended Board of 麻豆原创 SE, set out the company鈥檚 case for the Autonomous Enterprise.

Their message was clear: As AI moves from promise to practice, customers are no longer asking whether it matters; they are asking how to make it deliver measurable results across the business.

鈥淓very day, billions of people wake up trusting that the world simply runs,鈥� Saueressig said.

But making that happen is anything but simple. Saueressig pointed to the hidden complexity behind everyday routines 鈥� from power grids balancing supply and demand in real time to global supply chains moving goods across countries and continents. Enterprise operations, he argued, are the invisible backbone of modern life, even if most people never see them.

Gilg picked up that thread by focusing on the pressure customers now face as they try to translate AI ambition into business value. Excitement is high, he said, but so is urgency.

Customers want to scale AI across the enterprise and connect it to core processes where it can have tangible impact. But according to Gilg, the real obstacle is not the AI itself. It is the enterprise landscape around it.

鈥淭he elephant in the room: AI in the enterprise is complex,鈥� he said, pointing to the disconnected applications and fragmented data many organizations still contend with.

That challenge led directly to 麻豆原创鈥檚 vision for the 鈥� one in which AI is embedded into business processes, connected through trusted data, and governed in a way that makes it reliable at scale.

The Autonomous Enterprise vision

鈥淚t鈥檚 this need for trusted, seamless integration that led us to our vision for the Autonomous Enterprise,鈥� Gilg said.

He presented it not as a future concept, but as a practical operating model in which AI drives end-to-end execution within a trusted governance framework, with people remaining in control.

Saueressig cast 麻豆原创鈥檚 role as helping customers get there: 鈥淥ur goal is to help you become an Autonomous Enterprise step-by-step. … We are making AI value real today.鈥�

He linked that approach to RISE with 麻豆原创, 麻豆原创鈥檚 AI offerings, and the 麻豆原创 Services and Support Portfolio with its Ssuccess plans, which are designed to help customers put innovation to productive use. The emphasis, he said, is on creating value throughout the transformation journey

鈥淲hen you are fully committed to RISE with 麻豆原创, we are committed to support you at every step,鈥� Saueressig said. That commitment spans even the most complex and hybrid landscapes, he said, stressing that no customer will be left behind.

Lockheed Martin: Readiness over transformation in a high-stakes environment

That customer-first approach set up the next part of the keynote, where customers took the stage to share firsthand how they are transforming their businesses in the real world 鈥�  no theory, no abstraction, just practical experience.

Opening the customer round, Lockheed Martin positioned transformation not as an end goal, but to ensure constant readiness in one of the world鈥檚 most demanding environments.

鈥淭ransformation is not the goal. Readiness is for us,鈥� said Maria Demaree, SVP and CIO of Lockheed Martin Corporation, stressing that the stakes are 鈥渉uman鈥� when systems support national defense and allied missions. Readiness, she explained, means the ability to move 鈥渨ith speed, clarity, and confidence across the enterprise.鈥�

Through its largest transformation investment in the company鈥檚 history, Lockheed Martin is redesigning processes end-to-end, connecting fragmented systems, and embedding AI into a model-based enterprise built on 麻豆原创.

Operating in a highly regulated environment with strict security and data requirements, the company is focused on reducing cycle times and improving responsiveness. Demaree emphasized that 鈥渢ransformation doesn鈥檛 start with technology. You must rethink your processes.鈥� 麻豆原创鈥檚 role, she said, has evolved from vendor to trusted partner understanding Lockheed Martin鈥檚 business and the environment it works in.

Aeropuertos Argentina: From reactive winter operations to proactive AI-driven control

Aeropuertos Argentina made history by becoming the first Latin American customer to take the 麻豆原创 Sapphire keynote stage. The company used the spotlight to share a hands-on example rooted in operational urgency and showed how a clean core and focused innovation can quickly deliver results.

Managing 90% of Argentina鈥檚 commercial flights, they need to keep airport operations running during severe winter weather. This has historically relied on manual, fragmented processes 鈥� driving up costs, safety risks, and environmental impacts. To address this, the company developed an AI agent called Smart Network for Operative Winter (SNOW) to orchestrate weather data, runway sensors, maintenance processes, and operational procedures.

鈥淲e passed from a reactive to a proactive model,鈥� said Gustavo Sabato, Chief Information Officer of Aeropuertos Argentina, highlighting expected benefits, including a 16% cost reduction and lower CO鈧� emissions. Time to value was fast: from idea to operation in 12 weeks, with rollout starting at two airports and expanding to six more this upcoming winter.

A key enabler was upgrading from 麻豆原创 R/3 to 麻豆原创 S/4HANA in 2023 and building the solution on 麻豆原创 Business Technology Platform.  While integrating multiple non-standardized data sources was challenging, the result is now that the company operates with 鈥渙nly one version of the truth,鈥� said Sabato, and requires minimal manual intervention. The company plans to scale the approach beyond Argentina and into processes at other airports they manage elsewhere, reinforcing that strong technical fundamentals are essential to turn AI into real operational outcomes.

Exxon Mobil: Clean core and solid data foundation

ExxonMobil is rethinking how its operations will remain agile and nimble amid the rapid changes driven by the global shift toward new energy sources.

Bill Keillor, Vice President of ExxonMobil Global Services Company, said the energy giant launched a business-led transformation to simplify processes and unlock data that had become fragmented after decades of customization. 鈥淥ur goal is not short-term optimization but long-term agility: standardizing on industry best practices, establishing a clean core, and becoming upgrade stable,鈥� he said.

He emphasized that both the transformation and the company鈥檚 AI ambitions depend on a strong foundation. 鈥淚f you can鈥檛 get this foundation right, you will continue to pay the price for it,鈥� he said.

Keillor closed with three pieces of advice for any transformation: be crystal clear on strategy and align leadership behind it; put strong governance in place to enable fast, consistent decisions; and choose partners who challenge you and are in for the long run.

Levi Strauss: AI at scale

As Levi Strauss accelerated its shift toward a direct-to-consumer business, it recognized that greater speed and scale would require a lean technology landscape. Jason Gowans, Chief Digital and Technology Officer, said the company started by consolidating nine ERP systems into a single global foundation with RISE with 麻豆原创, standardizing processes and establishing a clean core.

That unified backbone now supports Levi鈥檚 ambitious AI strategy, with already more than 1,000 AI agents in production across the business. The impact is already visible; one example is wholesale order processing. While 80% of orders already flow through automatically, the remaining 20% 鈥� often submitted by smaller customers through handwritten notes, emails, or unstructured documents 鈥� previously took two to five days to process manually.

鈥淣ow, with the agents that we鈥檝e built on top of 麻豆原创, that process takes 20 to 30 minutes,鈥� Gowans said. For Levi Strauss, the lesson is clear: standardization does not limit agility; it makes it possible.

Migration powered by AI

These customer examples illustrated that transformation usually follows a shared path: modernizing the core, moving to the cloud, and unlocking innovation along the way. 

麻豆原创 then showed how AI-powered agents can help customers accelerate that journey through a more integrated, AI-driven approach to transformation at scale. Migration and modernization assistants, , are designed to analyze systems, data, custom code, configuration, testing, and rollout as part of one connected process. By replacing fragmented manual work with coordinated automation, activities that once took weeks 鈥� from landscape analysis to custom-code assessment 鈥� can now be completed in a single weekend.

The world doesn鈥檛 break because of change

Gilg then widened the lens, arguing that every major technology wave brings uncertainty. But every one of these waves has in fact made the world better off by creating more jobs, new business models, and new revenue streams that people couldn鈥檛 imagine before. In the same way, he argued, enterprise software will become even more essential because of AI.

That is because the core needs of business remain the same: systems that work, people who care, and teams that collaborate. In Gilg鈥檚 framing, AI will not replace enterprise software. It will live inside it, embedded in the processes that keep companies running.

Saueressig brought the keynote back to its opening image: a world people trust to function. In a time of rapid change and unprecedented disruption, he asserted, resilience matters more than ever.

鈥淭he world doesn鈥檛 break because of change,鈥� he said. 鈥淚t breaks when change moves faster than resilience. And that鈥檚 where 麻豆原创 comes in.鈥� Underscoring the importance of people in times of change, he emphasized that beyond technology and AI, transformation remains deeply human, shaped by the people who build and use it. 鈥淭he future isn鈥檛 written by AI.  It is written by us,鈥� he said.

In his kickoff keynote at 麻豆原创 Sapphire Orlando, Florida, Klein and other 麻豆原创 Board members detailed how 麻豆原创 plans to bring agentic AI to the world’s most critical business workflows so that humans and AI can meet the accelerating demands of global business profitably, strategically, and safely.

鈥淭oday I鈥檓 super proud to launch our new 麻豆原创 Business AI Platform, which forms the basis for our vision of the future of business: the Autonomous Enterprise, where agents run the business and you can focus on what truly matters,鈥� Klein said.

Enterprise AI is at an inflection point, Klein told his 30,000-strong in-person and virtual keynote audience, and 麻豆原创 is in a unique position to deliver what customers need to turn their businesses into autonomous enterprises.

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The business AI imperative

Across industries, organizations are investing heavily in artificial intelligence, yet many still struggle to translate that investment into meaningful business value. At 麻豆原创 Sapphire, the message was clear: This isn鈥檛 a technology problem; it鈥檚 a context and execution problem.

While 80% accuracy may be sufficient for consumer AI applications, Klein said, 鈥淓ighty percent is just not good enough when you run the world鈥檚 most business-critical businesses. They [LLMs] should not guess; they should deliver accurate, compliant, and secure outcomes.鈥� 

Klein acknowledged that while adoption of AI has become near-universal, tangible business value remains elusive. Citing a recent Stanford AI survey, he noted that almost every company is now using AI, but seeing only limited return.

The reason, he argued, lies in a structural gap. Above the waterline of enterprise AI, LLMs continue to improve at tasks trained on publicly available data, while below it lies what enterprises truly need: AI that understands mission-critical business data, end-to-end processes, and operates within security, compliance, and governance frameworks.

ERP as the foundation for business AI

麻豆原创鈥檚 answer to this challenge begins with what Klein described as 鈥渢he brain of every company: its ERP system.鈥� For over 50 years, 麻豆原创 has had solutions with incredibly deep process and data domain know-how alongside the governance requirements, compliance controls, and company-specific configurations that define how businesses actually run.

Now, as part of the company鈥檚 new vision, 麻豆原创 plans to infuse this institutional knowledge into AI agents, enabling them to navigate thousands of business processes, select from more than 7 million data fields, and verify identity and access authorizations before returning any output.

鈥淲e鈥檙e bringing together LLMs with 50 years of business know-how stored in our ERP. But to do this, we had to do nothing less than completely reinvent our company,鈥� he told the audience. 鈥淭oday we are very excited to show you the new 麻豆原创 and our vision for the Autonomous Enterprise.鈥�

麻豆原创 Business AI Platform

To bring this vision to life, 麻豆原创 executives on stage announced a series of important innovations, beginning with the launch of the new 麻豆原创 Business AI Platform, a unified architecture bringing together 麻豆原创 Business Technology Platform, 麻豆原创 Business Data Cloud, and AI Foundation under a single roof.

鈥淭he heart of this new platform is the rich context layer,鈥� said Klein. 鈥淗ere, we infuse the deep ERP business domain know-how into the AI agents. Through our knowledge graphs, our AI agents have now a compass, a map, to find the right process and data in your ERP universe. And to provide the agents even more context, we are also introducing our new 麻豆原创 Domain Models. They have been trained on 麻豆原创’s code to even better understand the business logic of your company.鈥�

But, he said, 麻豆原创 is going further: 鈥淏ecause you run your business not only with 麻豆原创 solutions, our AI agents have to also understand non-麻豆原创 data. That’s why we included our 麻豆原创 Business Data Cloud in the context layer to build a single semantical data layer across 麻豆原创 and non-麻豆原创. No more silos, no spaghetti data sprawl鈥攂ecause no AI agent can compensate for a broken data model.鈥�

Echoing Klein, 麻豆原创 CTO Philipp Herzig, who presented the platform in detail, said it has been designed to close the agent adoption gap in the enterprise by delivering outcome, speed, enterprise-readiness, and context. 鈥淚t’s the place where you build, contextualize, reason, and govern AI,鈥� he said.

Herzig explained that the platform is structured around three layers: the context layer which Klein referenced, the build layer, and the governance layer. 鈥淎gents are only as powerful as the context they operate on,鈥� he said. 鈥淟acking context is the number one reason why enterprise AI projects fail to deliver value.鈥�

Within the build layer of the new platform, the new Joule Studio is designed to understand a company鈥檚 business challenges and enables the building of new AI agents quickly and easily.

The third tier is the governance layer, anchored by the new 麻豆原创 AI Agent Hub built on 麻豆原创 LeanIX. This provides a single command center to discover, manage, and govern all AI agents鈥斅槎乖� and non-麻豆原创. It will be generally available in Q3 and included in 麻豆原创 Business AI Platform at no additional charge.

Underscoring the changing AI marketplace, Herzig was joined on stage by KPMG Global Head of Advisory Rob Fisher, who told the audience: 鈥淲hat I鈥檓 hearing from clients is a clear shift; they鈥檙e moving from AI pilots to embedding integrated AI and agents into how work gets done. Where we see leaders really separating from the pack is in the execution and the organizational adaptability.鈥�

麻豆原创 Autonomous Suite

Building on the platform, 麻豆原创 Executive Board Member Muhammad Alam, 麻豆原创 Product & Engineering, announced the transformation of 麻豆原创鈥檚 SaaS application portfolio into the 麻豆原创 Autonomous Suite, described as the most significant evolution of 麻豆原创鈥檚 applications business in the company鈥檚 history.

The suite spans five domains: Autonomous Finance, Autonomous Spend, Autonomous Supply Chain Management, Autonomous HCM, and Autonomous CX, with more than 200 agents and over 50 assistants available in the coming months. Each assistant is mapped to core business roles and carries defined KPIs tracked through 麻豆原创 AI Agent Hub.

鈥溌槎乖� Autonomous Suite brings together the depth of our process expertise, semantically rich data, and built-in governance and compliance,鈥� said Alam. 鈥淭hese agents are designed with outcomes as a core objective. Each assistant has a defined set of ROI KPIs that you can expect it to deliver.鈥� 

鈥淯nderpinning the autonomous suite are out-of-the-box agents鈥攈undreds of agents cutting across all core business processes,鈥� he shared. 鈥淭hese agents come together into what we call assistants, or Joule Assistants. We’ve mapped these assistants to roles across the core processes of an organization, because we know that the first step 
in realizing value from AI is to empower your people to do more, do it better, or do things that just weren’t possible to be done before.鈥�

Turning to Joule itself, Muhammad said 麻豆原创 is fundamentally reimagining how users will interact with 麻豆原创 applications in the future.

鈥淲e call this Joule spaces and along with the familiar Joule conversations experience and Joule Studio 2.0, it is now part of what we call Joule Work,鈥� he explained.

鈥淛oule Work represents a massive step forward in super-charging the capabilities of Joule as we know it today,鈥� Alam said. 鈥淲ith Joule Work, we’re bringing a claw-based agentic harness to Joule along with computer and file access, better support for open standards such as MCP and A2A, access to a more complete knowledge base, and, of course, amazing visualizations on the fly.鈥�

Industry AI: H&M and Sector-Specific Transformation

During the keynote, 麻豆原创 Chief Operating Officer Sebastian Steinhaeuser introduced the Industry AI initiative, delivering AI-powered solutions built on decades of sector-specific expertise across 26 industries. In life sciences, he highlighted how 麻豆原创 customer Takeda is achieving up to 10% productivity gains, up to 25% reduction in revenue loss from stock-outs, and up to five percent reduction in safety stock through Autonomous Regulated Manufacturing.

He was also joined on stage by H&M Group CDIO Ellen Svanstr枚m, who discussed how the fashion retailer is embedding AI across its value chain. Built on RISE with 麻豆原创, 麻豆原创 Business Data Cloud, 麻豆原创 Commerce Cloud, and 麻豆原创 SuccessFactors solutions, H&M has developed a Store Intelligence Agent that processes real-time signals to generate actionable recommendations for store managers. Svanstrom also demonstrated the AI-powered InStore Concierge, a customer-facing agent that bridges digital and physical retail through personalized outfit recommendations and real-time availability.

RISE with 麻豆原创 and 麻豆原创 GROW: Path to the Autonomous Enterprise

Returning to the keynote stage, Klein emphasized that technology adoption alone does not create business value. Simply plugging AI agents into your system landscape will drive zero value, he said. 鈥淢oving to the Autonomous Enterprise requires serious change management. Adoption of AI goes hand-in-hand with business process change and end user enablement.鈥�

To support customers on this journey, 麻豆原创 announced a comprehensive reset of its RISE with 麻豆原创 and 麻豆原创 GROW offerings. RISE with 麻豆原创 customers will receive contractual commitment to activate three Joule Assistants within the first year, with the Max Success Plan extending adoption across the full enterprise.  

麻豆原创 GROW customers will receive more than 20 AI assistants from day one, with an AI-enabled toolchain designed to support go-live in weeks. New partnerships with Palantir and Accenture will support the most complex migration scenarios.

Closing: The Autonomous Enterprise

Klein closed the keynote by asking Joule to summarize the key takeaways and noting that 麻豆原创 is evolving from being a software company to becoming a business AI company.

鈥淲e showed how to turn the promise of business AI into reality with 麻豆原创 Business AI Platform, which provides the data processes and governance AI need to deliver accurate and secure outcomes at scale; we introduced the 麻豆原创 Autonomous Suite, where applications reason, decide, and act for you; and we showed how to manage change management with RISE with 麻豆原创. Together with customers and partners, we showed how 麻豆原创 is helping companies realize the vision of the Autonomous Enterprise.鈥�

鈥淲e鈥檝e been reinventing how businesses run for over 50 years, and now by infusing 麻豆原创鈥檚 ERP brain into the new 麻豆原创 Business AI Platform, we鈥檙e solving one of the biggest challenges businesses are facing today: how to turn AI into business value,鈥� he said. 鈥淚t鈥檚 the end of long negotiations, supply chain disruptions, financial blind spots, and the beginning of better: Welcome to the Autonomous Enterprise.鈥�

The company introduces a unified 麻豆原创 Business AI Platform, deepening partnerships with Anthropic, Amazon Web Services, Google Cloud, Microsoft, NVIDIA and Palantir

ORLANDO聽鈥� At 麻豆原创 Sapphire in 2026, (NYSE: 麻豆原创) introduced the to help enhance the world’s most critical business workflows, so that humans and AI work together to meet the accelerating demands of global business profitably, strategically and safely.

鈥淔or the mission-critical processes of our customers, ‘almost right’ just isn鈥檛 good enough,鈥� said Christian Klein, CEO of 麻豆原创 SE. 鈥淏y uniting 麻豆原创 Business AI Platform with 麻豆原创 Autonomous Suite, we anchor AI agents in the business processes, data and governance so they can deliver accurate, compliant and secure outcomes, unlocking new sources of revenue and meaningful cost savings.鈥�

The Autonomous Enterprise includes a unified AI platform for building, contextualizing and governing agents, an autonomous suite that executes core business operations and a new user experience that redefines how people work with enterprise software.

Introducing 麻豆原创 Business AI Platform

麻豆原创 Business AI Platform is a new foundation for building and deploying enterprise AI grounded in real business context. 麻豆原创 Business AI Platform now unifies 麻豆原创 Business Technology Platform, 麻豆原创 Business Data Cloud and 麻豆原创 Business AI into a single, governed environment.

At its core is the 麻豆原创 Knowledge Graph solution, which gives AI agents a structured map of business entities, processes and relationships across a customer’s 麻豆原创 landscape. Joule Studio is 麻豆原创’s AI-first solution for building enterprise agents, applications and agentic workflows. Developers can build using the no-code, pro-code and AI frameworks of their choice on 麻豆原创-managed infrastructure that is secure, scalable and optimized for enterprise AI.

Deploying 麻豆原创 Autonomous Suite Across Every Business Function and Industry

Building on this foundation, 麻豆原创 also introduced 麻豆原创 Autonomous Suite, which enables 麻豆原创’s existing business applications with AI agents capable of running processes from start-to-finish.

The suite will deploy more than 50 domain-specific Joule Assistants across finance, supply chain, procurement, human capital management and customer experience. These assistants will automate end-to-end processes by orchestrating a subset of over 200 specialized agents to execute precise tasks. For example, the new Autonomous Close Assistant can compress the financial close process from weeks to days by automating journal entries, reconciliation and error resolution across the entire process.

麻豆原创 also launched Industry AI, expanding its deep industry portfolio through seven autonomous solutions that will enable start-to-finish industry processes and embed sector-specific process logic, data models and regulatory requirements. At 麻豆原创 Sapphire, 麻豆原创 showcased its work with European energy giant RWE to leverage Industry AI, helping reduce unplanned downtime across its offshore wind turbines. With 麻豆原创’s Autonomous Asset Management scenario, AI agents are designed to analyze data from thousands of past incidents, identify the likely root cause and generate pre-filled work orders with the right tools and proven fixes from other sites.

Designing the Autonomous User Experience

The company also revealed Joule Work, redefining how users engage with 麻豆原创 software. Instead of navigating individual applications and entering data across several screens, users will now interact primarily with Joule. By describing a desired business outcome, Joule will orchestrate the right combination of workflows, data and agents to get it done.

Joule Work goes beyond conversation, proactively surfacing relevant insights and automating routine tasks behind the scenes so work moves forward even when humans aren’t actively steering it. It will be available on desktop, mobile and voice across 麻豆原创 and non-麻豆原创 systems.

Accelerating the Customer Journey Toward Autonomy with 鈧�100 Million Infusion

麻豆原创 evolved its customer and partner programs to help accelerate the organization’s journey to the Autonomous Enterprise. To catalyze adoption, the company has launched a 鈧�100 million fund for 麻豆原创 partners to help customers deploy 麻豆原创-built AI assistants and agents. The fund is also available to partners that extend or build new partner agents on the new 麻豆原创 Business AI Platform using Joule Studio.

麻豆原创 has enhanced its RISE with 麻豆原创 and 麻豆原创 GROW offerings to accelerate AI adoption. Both include access to the Joule Assistants portfolio; RISE with 麻豆原创 customers will have three assistants activated within their first year, while 麻豆原创 GROW customers receive full portfolio access at onboarding. 麻豆原创 S/4HANA on-premises and 麻豆原创 ERP Central Component (麻豆原创 ECC) customers are not excluded: those that commit to transitioning the majority of their current landscape to 麻豆原创 Cloud ERP gain access to select AI scenarios, bridging the gap between their current landscape and their cloud destination

麻豆原创 also introduced new agent-led transformation tooling that can reduce ERP migration efforts by more than 35 percent, driving faster and more predictable projects by automating system analysis, code remediation, configuration and testing at scale.

Lastly, 麻豆原创 announced a full slate of strategic partnerships across each category:

• Platform and suite partnerships include Anthropic, with Claude among the foundation models 麻豆原创鈥檚 AI platform will leverage to power Joule agents across HR, procurement and supply chain; Amazon Web Services, bringing zero-copy data integration between 麻豆原创 Business Data Cloud and Amazon Athena; Google Cloud and Microsoft, enabling bidirectional agent-to-agent interoperability between Joule and external agent frameworks; Mistral AI and Cohere, delivering sovereign model options on 麻豆原创’s cloud infrastructure; , providing visual AI workflow orchestration inside Joule Studio; NVIDIA, whose OpenShell provides the trusted secure runtime for Joule Studio; and , bringing AI agents into 麻豆原创 Service Cloud to handle customer interactions with full access to business data and service processes.
• Implementation partnerships include Palantir and Accenture, partnering on complex data migration scenarios, and for AI-powered cloud ERP migrations.

.

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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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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 2025 Annual Report on Form 20-F.
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Founded in 1899, NEC Corporation is one of Japan鈥檚 leading technology companies, operating globally across IT services, telecommunications, and digital infrastructure. Over the decades, the company has continuously adapted to new waves of technological change, but today鈥檚 shift is different. Artificial intelligence is not just another innovation cycle; it is redefining how organizations operate at their core.

For NEC, this means rethinking not only technology, but also how work gets done, how decisions are made, and how value is created.

In a recent conversation with Thomas Pfiester, head of Customer Engagement & Adoption and member of the Extended Board of 麻豆原创 SE, NEC CIO Toshihiko Nakata shared how the company is approaching this challenge and why becoming an AI-native enterprise requires more than technology.

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NEC鈥檚 journey toward becoming an AI-native enterprise did not begin with AI; it began with a fundamental shift in how the company operates. By rethinking systems, processes, data, and organization as one, NEC laid the groundwork for continuous transformation.

Over time, this meant building a strong digital foundation, standardizing processes, embracing a clean core strategy, increasing transparency, and enabling more connected, data-driven decision-making across the business.

With this in place, NEC moved early to modernize its core systems with . The ambition went beyond cloud migration. It was about creating a more flexible and resilient environment that can evolve with changing business needs while addressing the complexity that had built up over time.

鈥淏y moving to RISE with 麻豆原创, we鈥檝e laid the foundation to modernize our corporate infrastructure and speed up our use of AI agents like Joule,鈥� Nakata-san says.

Simplifying that landscape became a strategic priority. Through its clean core approach, NEC is reducing complexity and creating conditions for faster innovation, turning its core into a platform for continuous improvement rather than maintenance.

Building on this foundation, NEC is now accelerating its next phase: scaling AI across the enterprise. Rather than treating AI as isolated use cases, the company is embedding it into everyday work, supporting employees, streamlining processes, and enabling new ways of operating. In collaboration with 麻豆原创, NEC is bringing AI closer to where decisions are made, integrating capabilities such as 麻豆原创 Business AI and Joule directly into its business processes.

Looking ahead, NEC sees AI as a defining force for the next phase of enterprise transformation. At the same time, Nakata-san emphasizes that realizing that potential requires more than technology. It requires the ability to continuously adapt, and that鈥檚 the cornerstone of NEC success.

Panagiotis Moutas is part of Executive Communications, Customer Engagement & Adoption, at 麻豆原创.

Milan, Italy-based Campari Group is a global leader in the spirits industry. With a portfolio of more than 50 premium brands, including Aperol, Campari, Espol貌n, Wild Turkey, Courvoisier and Grand Marnier, the company markets its products in more than 190 countries and operates 24 production sites worldwide.

鈥淲e鈥檝e embarked on the RISE with 麻豆原创 journey to keep pace with innovations offered by 麻豆原创 Cloud ERP Private and embedded AI capabilities,鈥� said Jos茅 Silva, group head of IT at Campari Group. 鈥淭oday, we can reshape processes in line with business evolution, improve planning and make our supply chain more efficient鈥攅nsuring continuous product distribution worldwide. Moving to a centralized process model enables us to improve productivity and reduce TCO consistently.鈥�

The Campari Group go-live establishes an end-to-end digital architecture built on a core transformation backbone, embedded AI, data unification and IT landscape governance:

• At its foundation, Campari Group unifies finance, supply chain, marketing and human resources on the 麻豆原创 Analytics Cloud, 麻豆原创 Integrated Business Planning and 麻豆原创 Datasphere solutions as well as 麻豆原创 Business Technology Platform. This creates an integrated backbone for planning, analytics and application development.
• Embedded AI across 麻豆原创 solutions is enhancing both operations and employee experience. In 麻豆原创 SuccessFactors solutions, employees use the Joule solution and embedded AI to set and track goals, while 麻豆原创 Concur solutions automate expense matching. AI-assisted capabilities are streamlining order and payment posting, improving decision-making and optimizing operational costs.
• Campari Group is also implementing the 麻豆原创 Business Data Cloud solution to unify 麻豆原创 and third-party software data, delivering timely, contextual insights while preserving core business logic.
• Finally, Campari Group also adopted 麻豆原创 LeanIX solutions to map interdependencies between applications, processes and business owners, enabling more agile, informed decision-making.

鈥淐ampari is one of our best references in the food and beverage sector and is an excellent example of how 麻豆原创 solutions can transform organizational and production processes,鈥� said Carla Masperi, managing director, 麻豆原创 Italy. 鈥淏y combining cloud ERP with AI and data-driven planning, Campari is setting a new standard for digital transformation in the consumer products industry.鈥�

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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 2025 Annual Report on Form 20-F.
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Team Liquid, the world鈥檚 largest esports organization, is turning to Joule to transform how it manages the vast amounts of data generated in competitive gaming.

This decision will help Haleon operate, scale and serve consumers in new ways by building stronger, more agile foundations for delivering its trusted everyday health products. It marks a significant milestone in Haleon鈥檚 transformation into a world-class consumer company.

鈥淒elivering a better consumer experience starts with strong foundations, and leading digital technology and infrastructure are at the heart of this,鈥� said Claire Dickson, Haleon鈥檚 chief digital and technology officer. 鈥淥ur latest partnership with 麻豆原创 is another important step in our journey to becoming a world-class consumer company. It will revolutionize how we operate, with AI-enabled systems driving faster, simpler, more integrated ways of working. This will allow our people to focus on what matters most鈥攕erving consumers and unlocking growth.鈥�

麻豆原创 Business Suite will drive the simplification and standardization of critical processes across Haleon鈥檚 global operations, enabling more integrated, automated end-to-end processes across diverse parts of the organization.

With clearer visibility across markets and more intuitive systems replacing fragmented workflows, the business can operate with greater speed, consistency and resilience. These improvements strengthen supply chain responsiveness, support innovation and help Haleon better respond to changing consumer needs. This enables Haleon to deliver trusted everyday health products at scale while strengthening collaboration with the healthcare professionals who recommend its products to consumers worldwide.

Haleon can drive greater business efficiencies by integrating core processes across finance, supply chain, HR and sales in one connected system with real-time data. By building AI into everyday work and embedding it within Haleon鈥檚 digital infrastructure and across its functions, teams can make better data-driven decisions and respond more quickly to changing consumer needs. The automation of routine work across multiple functions frees up employees鈥� time so they can focus on more strategic work that delivers value for the business and consumers while accelerating growth.

This digital transformation program builds on a long-standing relationship between the two companies, with the transition from Haleon鈥檚 current platform on 麻豆原创 ERP Central Component beginning later this year.

鈥淎I outcomes depend on connected processes and trusted data,鈥� said Peter Maier, 麻豆原创鈥檚 senior vice president for strategic customer engagements. 鈥淲ith 麻豆原创 Business Suite, Haleon is building an AI-ready foundation that embeds intelligence across the enterprise, helping simplify operations, improve resilience and scale innovation.鈥�

Haleon plans to adopt 麻豆原创 Cloud ERP applications with embedded AI and deploy the 麻豆原创 Business Data Cloud solution to harmonize 麻豆原创 software and third-party data in a governed, single source of truth. This connected platform will be able to support AI-assisted innovation and enable agentic AI, where AI agents can identify issues earlier and recommend actions across key business processes.

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The agreement referenced in this announcement was signed outside 麻豆原创鈥檚 first quarter reporting period.

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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 2025 Annual Report on Form 20-F.
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The company manages an extensive portfolio of more than 125,000 products. Despite its strong market position, digitalizing procurement across diverse customer environments remains a key challenge, particularly in e-procurement, where large customers often have very different requirements, even when market standards exist.

To address this, W眉rth recognized the need to better connect procurement processes and now collaborates closely with leading e-procurement systems and platforms. The company has driven the harmonization of customer processes and ensured seamless onboarding to . At the same time, W眉rth actively supports its customers in harmonizing and digitalizing their own internal workflows.

As the world鈥檚 largest procurement platform, 麻豆原创 Business Network enables more efficient procurement and automated order processing and provides end-to-end transparency across the purchase-order鈥憈o鈥慽nvoice flow between W眉rth and participating customers. This scope involves purchasing orders, delivery confirmation, and invoices, with exceptions managed through clearly defined workflows.

Save time and boost efficiency: seven minutes saved per order

Manual processing of orders, sent as PDFs or via non鈥慽ntegrated channels, creates disproportionate effort, especially in relation to the order value, since indirect materials often involve smaller order values with many order items.

 With automation, W眉rth saves approximately seven minutes per order on average — approximately 490,000 minutes annually or about 8,167 hours. The platform enables digital order transmission, catalog exchange, and automated invoice matching, materially improving process efficiency.

Seamless customer purchasing journey

With around 3,000 sales representatives in Germany, more than 600 pick-up branches, and numerous on-site storage solutions, including automated dispensing machines, W眉rth offers customers a truly omnichannel purchasing experience. Through 麻豆原创 Business Network, all these touchpoints can be seamlessly integrated, giving customers that adopt this approach full transparency, as every order becomes visible directly within their own system.

One construction industry leader worked with W眉rth to integrate dispensing machines and branch pick鈥憉ps into 麻豆原创 Business Network, digitalizing its procurement processes. This integration has largely eliminated manual activities in day鈥憈o鈥慸ay order handling of standard processes. Exceptions are automatically identified and routed through defined workflows, while payment instructions are triggered once the purchase order, goods confirmation, and invoice are successfully matched.

Stronger supplier-customer partnership

Beyond operational savings and improved collaboration, W眉rth enhances the customer experience through near-real-time integration across procurement, invoicing, and logistics. Digitalized procurement processes help meet customer requirements more reliably and further strengthen the supplier-customer partnership.

To see how W眉rth streamlined procurement with 麻豆原创 Business Network and significantly reduced manual effort, .

Keeping FC Bayern at the top is no mean feat, and the action on the pitch is supported by a global administrative team of over 1,200, in addition to the thousands of operational staff who work to deliver a seamless experience to the fans who fill the Allianz Arena for each home match. The focus on match-day operations encompasses everything from security to ticketing to retail, as well as managing one of the largest parking garages in Europe, which accommodates up to 12,000 cars that must enter and exit within a few hours.

FC Bayern’s match-day operations generate a staggering volume of data, but capturing and making sense of every fan interaction鈥攂oth in the stadium and among the hundreds of millions tuning in worldwide鈥攚as becoming a herculean undertaking. Fan data was siloed in more than 50 legacy systems, creating a fragmented information landscape that hindered FC Bayern’s ability to understand and serve its legions of fans.

Thankfully, a club that has been in the business of winning for over a century is no stranger to innovation.

Game plan: data

, head of Development and Process for FC Bayern Munich, captured the club’s challenge in a nutshell: “Everything needs data.” Everyone from the firefighters and police who supported match days to the IT teams and retail staff “needed data, and everyone needed the same perspective on the data,” Winter explained.

But the club’s data was sprawled across dozens of siloed systems, each tied to different vendors and service providers. And when it came time to make crucial match-day decisions, team members had to rely on analog, piecemeal methods of sharing information鈥攐ften through SMS and radio. As a result, no one ever had the same information at the same time.

FC Bayern needed to harness its vast amount of information with a single, integrated system that provided a unified, 360-degree view.

From silos to a streamlined system

The storied sports club has enjoyed a partnership with 麻豆原创 dating back more than a quarter of a century. Therefore, (麻豆原创 BTP) was a natural fit for the next step in the club鈥檚 digital journey. The platform includes to help capture and combine data from disparate sources and systems, including both 麻豆原创 and non-麻豆原创 systems. This newly integrated data landscape provides a single source of truth across the organization, enabling real-time data analytics that not only streamline match-day operations and optimize the fan experience on-site but also provide invaluable insights to fuel long-term strategic planning.

For example, Winter explained, the club now has access to an up-to-the-minute, “high-level” overview of FC Bayern fans鈥�”how they behave, what they鈥檙e interested in, how old they are, whether they buy jerseys, whether they only go to soccer matches, whether they are already interested in basketball,” and more鈥攖hat has facilitated a much deeper understanding of fans, not only on the individual level but also across the entire fan base.

Forecasting the future

With a solid, integrated data foundation established, FC Bayern is looking ahead and will be adding AI to its technology line-up to maximize the value of its data across the organization, from amplifying process efficiency to developing robust, data-informed predictive capabilities.

For organizations looking to undertake their own digital transformations, Winter advised to not put the cart before the horse: “To use AI, you need to have good data.” And while Winter cautioned that every organization’s process is unique, he recommended listening as a good first step for everyone: “Talk to your users. What are their problems? What do they need to know? What processes are they trying to optimize?”

While the journey is not always easy, FC Bayern knows that winning is always worth the effort.

For the full FC Bayern Munich episode and the on-demand Better Together: Customer Conversations series, visit 

Timo Elliott is the vice president and global innovation advocate for 麻豆原创 BTP at 麻豆原创. 

Top photo courtesy of FC Bayern M眉nchen AG

With a diverse portfolio of brands鈥擪ito, Crosby, Harrington, Gunnebo Industries, Peerless, and eepos鈥攖he company has experienced rapid growth, scaling its business from millions to billions in revenue. But the number of acquisitions left the company with a fragmented IT landscape of outdated, unsupported, and unscalable systems.

To establish a unified digital core and standardize processes, Kito Crosby embarked on a journey, implementing 麻豆原创 S/4HANA Cloud Private Edition to achieve its long-term single global instance strategy.

A winning strategy

Kito Crosby chose a greenfield, clean core strategy to eliminate the existing fragmentation and enable long-term scalability, Johnson Lai, Chief Digital Transformation Officer and Chief Information Officer, . 鈥淚n the past, we did not integrate our ERP systems, and this left our IT landscape very fragmented and limited our business process capabilities,鈥� he said. 鈥淭herefore, we wanted to refresh all of our ERP systems and really lay down a greenfield start that we can begin to create a transformational change for the entire company.鈥�

Selecting a greenfield and clean core approach鈥攂asically standing up an entirely new system that prioritizes standard functionalities over customizations鈥攚as key to remedying Kito Crosby鈥檚 current technology landscape, so that processes like order to cash, accounting, manufacturing, and shipping could be integrated. This approach also allowed the company to take a close look at core processes and streamline operations, especially in warehouse management and S&OP, Lai said.

Considering the project scope, Kito Crosby did not have the internal talent needed to stand up the servers and infrastructure, so it decided to move forward with RISE with 麻豆原创 and . 鈥溌槎乖� comes with a lot of great stuff, and we wanted to take advantage of that,鈥� Lai said.

The company began the transformation in North America, as that is its largest market and therefore posed the greatest risk in operating on a legacy, unsupported ERP system.

Never underestimate change management

While Lai shared that employees were motivated and excited to get started initially, the enormity of the project quickly became overwhelming.

Ironically, many wanted to customize the new 麻豆原创 S/4HANA Cloud Private Edition solution to act like the legacy tech. 鈥淓veryone agrees to the clean core approach until it鈥檚 their turn to look at their function, at which point they want customization. There was a piece of resistance to using 鈥榲anilla鈥� functionality,鈥� Lai said. 鈥淥nce we showed people live demos with their own data, that鈥檚 when the change resistance started to decrease,鈥� he added.

In IT specifically, there was a strong desire to build and run their own infrastructure and servers rather than have another company step in. A sense of ownership and accountability is important, Lai said, but ultimately Kito Crosby鈥檚 need to get off the legacy system in North America quickly made it necessary to partner with 麻豆原创. And it was the right move: 鈥淣ow some of the folks who questioned why we outsourced some of that to 麻豆原创 are our biggest champions鈥e find working with the 麻豆原创 team is no different than working with ourselves.鈥�

For companies with digital transformation projects on the horizon, Lai cautions to 鈥渘ever underestimate the change impact that employees face.鈥� Projects of a global scale require planning on all fronts, including allocating time for employees and business leaders to get on board.

Lessons learned and benefits gained

The ERP system revamp delivered measurable business value to Kito Crosby, including improved customer service, stronger inventory control, and more efficient manufacturing and warehouse operations. Notably, the business process improvements and enhanced system functionality drove Kito Crosby鈥檚 on-time delivery to its highest levels in more than 10 years.

鈥淲e see that benefit across the globe and we鈥檙e excited about taking what we鈥檝e done in North America throughout the entire world, consolidating all those little ERPs that are outdated and unsupported into 麻豆原创 to get to that single global instance,鈥� Lai said. Since going live on 麻豆原创 S/4HANA Cloud Private Edition and fully embracing its native capabilities, Kito Crosby has unlocked measurable business value and operational excellence. The transformation has driven strong performance gains across critical KPIs, including higher customer on鈥憈ime delivery, meaningful reductions in back orders, improved inventory accuracy, and accelerated intercompany processing.

At the same time, warehouse operations are setting new benchmarks for efficiency, achieving record volumes for receiving and put鈥慳way, replenishment, and shipping. These results have been delivered safely, with zero injuries and fewer resources.

To the cloud鈥攁nd beyond

Following its recent acquisition by leading worldwide designer, manufacturer, and marketer of intelligent motion solutions , Kito Crosby is continuing to build on its strong digital foundation.

鈥淏ecause we started with a greenfield and kept a clean core as much as possible, we feel like the upgrades will go even faster and with less effort,鈥� Lai said. 鈥淲e want to get to the latest [麻豆原创 S/4HANA Cloud Private Edition] version so we can take advantage of the AI capabilities of .鈥�

Next on the ERP systems consolidation docket: the 麻豆原创 ERP Central Component (麻豆原创 ECC) 6.0 system in Europe.

鈥淭his is just one example of how our IT team is empowering the broader organization to further delight our customers and end user,鈥� Lai . 鈥淎s we continue to scale our business, we expect even greater returns as we further capitalize on the technology, expanded capabilities, and AI tools within our 麻豆原创 landscape.鈥�

Gillian Hixson is an integrated communications specialist at 麻豆原创.

Founded in 1917, the is comprised of 32 Clubs located across North America. It serves a global fan base of nearly 700 million annual spectators across in-arena, broadcast, and digital channels. With millions of fans worldwide watching and Clubs fighting for any edge they can find, the NHL needed a future-focused way to manage critical decisions shaping the game.

To develop, maintain, and grow a roster within the salary cap system’s guidelines is no small undertaking, especially given the numerous variables that change in real time. While instituting the salary cap helps maintain evenly balanced teams that deliver thrilling games, it also contributes to a complex front-office balancing act, where every potential trade or player acquisition poses a mind-numbing array of opportunities and complications, short and long term.

Across the League, Clubs develop their own roster-management approaches, each using different tools and resources. No matter the variations among the solutions, they were mainly labor-intensive, disconnected systems, which meant that teams did not necessarily have access to real-time data, let alone reliable data, or an efficient means to access and analyze the data they did have.

The NHL, however, had a vision鈥攁 unified system that would consolidate player and League data into one platform accessible to all Clubs.

The 麻豆原创-NHL Front Office App for iPad delivers on that vision by providing a centralized view of the League, down to the team level, and drilling further into player data, enabling front offices to make more informed, real-time decisions with greater accuracy and efficiency.

First steps: consolidation and collaboration

Before the League could make that vision a reality, several obstacles needed to be resolved, starting with what , VP of Digital Business Development at the NHL, described as the League鈥檚 primary pain point: disconnected, legacy data management systems. Pascal Bornet, AI and automation expert, applauded this approach, advising organizations to 鈥渟tart with the friction points.鈥�

Phase one, Foster explained, was 鈥渞eally updating our backend,鈥� consolidating all the League鈥檚 data, from contract to salary information, and combining it with player statistics and video clips on 麻豆原创 HANA Cloud.

Armed with a new database that would provide a seamless, fully connected single source of information for every NHL Club, the League was ready for its next challenge: creating a digital front-office solution that would meet the needs of 32 entirely different front offices, each with their own systems, priorities, 鈥渦se cases, day-to-day responsibilities, and current challenges with data or workflows,鈥� Foster explained.

The key to developing the League鈥檚 new application, Foster said, was leveraging 鈥渄esign-thinking principles鈥� and 鈥渁uthentic user feedback鈥� to create a single solution that would offer real added value to each user, from GMs to analysts to administrators, on each NHL team.

A power play digital solution

That disciplined, user-centered approach, combined with the NHL鈥檚 diligent attention to data consolidation, enabled the League to launch its 麻豆原创-NHL Front Office App for iPad in record time. While not mandatory, the app quickly proved its value and was rapidly adopted by all 32 Clubs. 

The app has already transformed day-to-day operations for Clubs, thanks to its ability to seamlessly access and interpret a single, reliable, and interconnected source of information on three different levels. The broadest level, the league view, offers data across the entire NHL, including current and projected salary caps for each club, off-season scenarios, and draft pick conditions; the team view breaks down the contracts of each player on the roster and provides visual cues for free agents or injured players; and the player view displays bios, contract PDFs, no-trade clauses, waiver status, performance bonuses, and even video clips of game highlights for every player in the League.

As Bornet said, 鈥淚t鈥檚 about the right data, instantly and everywhere.鈥� By rethinking the process first and prioritizing user needs, the League created a foundation for change鈥攐ne that keeps 鈥渉umans firmly in command鈥� and uses technology to 鈥渁mplify judgment, not replace it,鈥� Bornet added.

Foster attributed the new app鈥檚 resounding success to the processing power of (麻豆原创 BTP), which enables club-specific customizations and allows for real-time calculations to fuel mission-critical decision-making.

Playing the long game

The NHL and 麻豆原创 have a long-standing technology partnership that has powered several League-wide innovations, including NHL.com/Stats, the 麻豆原创-NHL Coaching Insights App, and NHL Venue Metrics. The Front Office App builds on this foundation and represents the next phase of the League鈥檚 digital transformation.

While the Front Office App is currently helping each NHL Club shape its team’s future, the League is continuing to look ahead. 鈥淭his is a project with a multi-year road map,鈥� Foster said.

As the NHL continues its innovation journey, it will remain laser-focused on user experience. Foster advised those looking to undertake their own digital transformation to take a page from the NHL鈥檚 playbook: 鈥淟et go of preconceived notions and realign your priorities according to user feedback. Be adaptable. Be fluid.鈥� And get excited, because 鈥渢he possibilities really are limitless.鈥�

That same approach, Bornet added, 鈥渁pplies far beyond Hockey.鈥� The NHL鈥檚 emphasis on identifying friction points and applying user-first design offers a practical template for any organization managing complex constraints and real-time decisions. Across industries, the challenge is the same: 鈥渢oo much data, too many variables, and decisions that can鈥檛 wait.鈥� The real breakthrough, he noted, 鈥渋sn鈥檛 the technology itself鈥攊t鈥檚 a mindset shift,鈥� from 鈥渁dding AI鈥� to 鈥渞emoving cognitive friction,鈥� and from 鈥渂uilding for power users鈥� to 鈥渄esigning for actual users.鈥�

Explore the episode, focused on the customer journey

Learn more about how the NHL engineered a game-changing, League-wide digital transformation:

• : Foster and Bornet talk with Thulium CEO Tamara McCleary about the untapped power of data, when it鈥檚 reliable, connected, and accessible, and how the NHL went from inspiration to iteration with the end users being essential to the transformation.

• : Foster聽talks with me about聽the process of creating a mobile app that聽meets聽the needs of 32聽distinct聽front offices, each with their own systems, use cases, day-to-day responsibilities, and priorities.

For five seasons on demand, visit .

Do you have ideas for topics or technologies we should cover, or would you like to be a guest on the show? We鈥檇 love to hear from you. E-mail us.

Timo Elliott is vice president and global innovation advocate for 麻豆原创 BTP at 麻豆原创.

The reimagined portfolio, which includes the Foundational Success Plan, Advanced Success Plan, and Max Success Plan tiers, aims to deliver measurable results and a consistent, ongoing experience for customers. Designed to provide continuous engagement throughout each customer’s journey, the portfolio helps with adoption of the latest innovations and continuous value from a full investment in 麻豆原创 Business Suite.

The updated portfolio addresses the increasing need for organizations to adapt quickly to market changes, adopt AI-driven innovations and support business continuity. Each success plan offers clearly defined tiers of engagement, ranging from self-guided resources and proactive support to strategic and personalized partnership with dedicated experts. These tiers help customers select the right level of guidance for their unique needs.

Foundational Success Plan, included with every cloud solution from 麻豆原创, provides essential onboarding, technical cloud operations and preventive support. This plan is centered around, and expands upon, our well-known 麻豆原创 Enterprise Support offering and is designed to help organizations get solutions running efficiently, enable business continuity and achieve ongoing value. Customers benefit from curated content, learning resources, guided transformation with application lifecycle management solutions and preventive mission-critical support, enabled by AI and all built into the solution subscription at no additional cost.

Building on this, Advanced Success Plan adds specialized expertise and AI-assisted guidance. Organizations receive proactive support to detect risks and optimize processes, as well as activation sessions to deploy new functionality and refine operations. Enhanced-support service level agreements and intelligent tools help maintain peak performance and realize measurable business outcomes.

For enterprises navigating complex transformations, innovating quickly and striving to get the most out of AI, Max Success Plan offers 麻豆原创鈥檚 premium, strategic level of engagement. It includes all the benefits of Advanced Success Plan, plus dedicated success plan managers, cross-solution process improvement and access to customer-specific prototype development to accelerate offerings such as 麻豆原创 Business AI. This tier is built for organizations seeking a true strategic partnership, guiding modernization, reducing risk and accelerating value realization across their 麻豆原创 software landscape.

鈥淥ur evolved 麻豆原创 Services and Support portfolio is designed to help customers operate with ease and apply AI to drive business efficiency. It aims at mastering transformation, innovating at scale and turning decisions into action with clarity and impact,鈥� said Thomas Saueressig, member of the Executive Board of 麻豆原创 SE, Customer Services & Delivery. 鈥淏y offering a unified, enterprise-wide engagement model, 麻豆原创 helps customers continually adopt and derive the latest innovations and realize reliable ROI throughout their entire journey.鈥�

Customers can further extend their experience with a streamlined set of professional, development and application management services that leverage 麻豆原创鈥檚 expertise and partner ecosystem. With this enhanced portfolio, 麻豆原创 reaffirms its commitment to orchestrating customer success and enabling organizations to run at their best in a rapidly changing world.

For more information, read the blog post: Orchestrating Continuous Transformation for Stronger Business Outcomes.

Visit the . Get 麻豆原创 news via  and .

Media Contact:
Martin Gwisdalla, +49 (6227) 7-67275, martin.gwisdalla@sap.com, CET
麻豆原创 麻豆原创 Room; press@sap.com

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 2024 Annual Report on Form 20-F.
漏 2026 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 for additional trademark information and notices.

In today鈥檚 omnichannel reality, delivering that elevated experience consistently and at scale is essential to protecting brand trust and loyalty. Peak moments like Black Friday and Cyber Monday amplify the challenge, when traffic surges and expectations for fast, personalized service are at their highest.

The team recognized that legacy systems couldn鈥檛 provide the speed, stability, or connected view required to meet those expectations at scale, prompting a shift to a modern customer experience (CX) foundation with 麻豆原创.

Modernizing the digital core with 麻豆原创 Commerce Cloud

Moving from legacy technology to gave Molton Brown a high鈥憄erformance engine designed for peak鈥憇eason reliability and continuous innovation. The results came quickly: 100% uptime during peak trade, even as volumes spiked to one order every three seconds during major events, freeing teams to focus on enhancing the customer experience rather than firefighting, and ensuring uninterrupted service for customers across global markets.

鈥淧eak performance isn鈥檛 a one鈥憈ime effort; it鈥檚 about reliability. We have to rely on technology operations to achieve 100% efficiency so the business can succeed, which in turn helps our customers succeed. Technology should enable business success, not block it鈥攁nd 麻豆原创 has proved that multiple times.鈥�

Naresh Krishnamurthy, Senior Manager 鈥� Business Transformation, Prestige, Kao UK Ltd

That stability also matters as product discovery increasingly begins beyond owned channels鈥攆rom social platforms to emerging AI鈥憄owered assistants鈥攚here consistent, trustworthy content and availability help the brand stay visible and credible wherever customers choose to engage. 麻豆原创鈥檚 evolving agentic commerce innovations anticipate this shift, ensuring products remain discoverable, trusted, and actionable across both human and AI agents.

A seamless luxury journey across channels

With and (formerly 麻豆原创 Emarsys) working together, Molton Brown aligns what customers see online with what they experience in store. Product categories, storytelling, and navigation are mirrored across channels; store associates can act on online browsing signals; and store teams are enabled with real鈥憈ime insight to deliver high鈥憈ouch clienteling experiences.

The result is an unbroken, premium journey that reduces friction and reinforces trust in the brand鈥攅xactly what luxury shoppers expect.

Personalization that builds loyalty, not just transactions

麻豆原创 Engagement Cloud helps Molton Brown deliver channel鈥慳ppropriate experiences, from mobile鈥慺irst engagement to email and in鈥憇tore clienteling, aligned to evolving customer preferences. These programs are complemented by thoughtful gifting moments, personalized birthday acknowledgments, and sustainability鈥慺ocused communications that strengthen repeat鈥憄urchase behavior.

Crucially, the team treats every holiday period as a data鈥憆ich learning cycle: months of performance testing, UX refinements, and campaign iteration inform what customers experience in the following season. Those insights help the team refine the experience so it remains consistent, intuitive, and premium, even under peak pressure. That consistency is what sustains loyalty, not just the promotions themselves.

As Naresh Krishnamurthy explains: 鈥淏lack Friday is not just about revenue; it鈥檚 about brand engagement and building the strong foundation that enhances the relationship through loyalty.鈥�

Ready for the next era of intelligent commerce

With a dependable CX core in place, Molton Brown is now exploring to anticipate risks ahead of campaigns, sharpen decision鈥憁aking, and streamline fulfillment鈥攁ugmenting the experience behind the scenes without compromising luxury standards.

This direction aligns naturally with 麻豆原创鈥檚 broader agentic commerce vision, where AI systems help interpret intent and keep trusted products discoverable and transactable across new surfaces鈥攁nother reason a reliable, 鈥渕achine鈥憆eadable鈥� CX foundation matters.

“Everything we鈥檙e doing ladders up to one goal: a truly connected customer experience鈥攑ersonal, consistent, and effortless in every channel.”

Molton Brown鈥檚 partnership with 麻豆原创 CX has reset what鈥檚 possible at peak, and every day after: dependable operations, consistent omnichannel experiences, and personalization that earns loyalty. The brand now scales confidently during its biggest moments, and stays ready for what鈥檚 next as AI changes how people (and agents) discover and buy.

This transformation positions Molton Brown to adapt quickly as customer expectations and digital commerce behaviors continue to evolve.

To explore how 麻豆原创 Commerce Cloud can elevate your customer experience, visit .

Germany鈥檚 most successful football club and one of the world鈥檚 leading professional sports organizations, FC Bayern has strengthened its long-term partnership with 麻豆原创 by choosing RISE with 麻豆原创 to transition to 麻豆原创 Cloud ERP Private solutions, the digital core of 麻豆原创 Business Suite. This complements the club鈥檚 existing array of cloud solutions. These include 麻豆原创 SuccessFactors, 麻豆原创 Emarsys, 麻豆原创 Concur, 麻豆原创 Analytics Cloud, 麻豆原创 Datasphere, and 麻豆原创 Sports One solutions as well as 麻豆原创 Business Technology Platform (麻豆原创 BTP), 麻豆原创 HANA Cloud and 麻豆原创 Event Ticketing software.

RISE with 麻豆原创 helps position the club to be future ready by unlocking continuous innovation, real-time analytics and AI-enabled insights. The new cloud environment enhances financial management, accelerates merchandise fulfilment and optimizes partner management to help ensure smoother logistics for kits, facilities and the supply chain. Today, more than 9.5 million fan and member data records and more than 25,000 product master data records are managed in 麻豆原创 Cloud ERP applications, providing a unified foundation for fan engagement, merchandising and operational excellence.

Cloud manages match-day peaks

By moving to the cloud, FC Bayern gains faster time to value and elastic scalability to help manage match-day traffic peaks while simplifying IT operations through a unified data platform. The transition also enables a predictable operating expense model, with 麻豆原创-managed security and compliance significantly reducing the club鈥檚 operational burden.

鈥淔C Bayern demonstrates how organizations can leverage the cloud solutions in 麻豆原创 Business Suite to drive innovation and growth,鈥� said Thomas Saueressig, member of the Executive Board of 麻豆原创 SE, Customer Services & Delivery. 鈥淭hrough RISE with 麻豆原创, the club now benefits from continuous updates, integrated analytics and AI capabilities that enhance fan experiences and strengthen operational agility.鈥�

麻豆原创 Cloud ERP Private offers continuous 麻豆原创-driven innovation and integration with services on 麻豆原创 BTP, including advanced analytics, machine learning and process integration. The solutions are hosted in certified data centers with disaster-recovery capabilities, centralized security updates and monitoring, a 99.9% service-level agreement and European Union (EU) data-residency options. This supports compliance with standards such as those of the International Organization for Standardization and the EU鈥檚 General Data Protection Regulation.

The move from a self-hosted model was completed only after rigorous assurance, governance and security measures were taken in compliance with FC Bayern鈥檚 strict operational and privacy requirements.

Putting FC Bayern at the forefront of digital innovation

鈥淥ur partnership with 麻豆原创 ensures that FC Bayern remains at the forefront of digital innovation. By moving to the cloud, we can scale fan engagement, optimize player performance analytics and streamline commercial operations across all global hubs,鈥� said Jan-Christian Dreesen, CEO of FC Bayern M眉nchen AG.

The new environment supports a clean-core approach to cloud ERP and provides a clear road map for adopting current and future 麻豆原创 software innovations including the Joule and 麻豆原创 Green Ledger solutions and additional AI-supported capabilities. This enables FC Bayern to scale fan engagement, player performance analytics, commercial operations, and HR and finance processes more efficiently and sustainably.

Visit the聽. Get 麻豆原创 news via聽 and .

Top image via FC Bayern Media Library

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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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 2024 Annual Report on Form 20-F.
漏 2026 麻豆原创 SE. All rights reserved.
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The hub brings together startups, academia, industry leaders, and defense organizations to co-create solutions that strengthen digital sovereignty, operational resilience, and readiness in response to threats to safety and security.

The launch comes at a pivotal moment. Defense organizations worldwide are shifting from traditional modernization to full digital transformation, with missions increasingly dependent on secure data flows, resilient supply chains, and systems that remain trusted even under stress. In addition, digital sovereignty has become a core component of readiness, requiring architectures that ensure customers maintain full control of their data and operations.

The launch took place in Munich, a new 鈥淪ilicon Valley鈥� for defense innovation, and featured customers, partners, academics, government officials, and representatives from 麻豆原创. The city offers a uniquely powerful foundation for the hub, gathering a fast-growing community of startups, leading research institutions such as the Technical University of Munich (TUM), and established aerospace and defense leaders. The hub unifies the strengths of these experts, connecting them so that they can coordinate their capabilities to meet defense needs rapidly and efficiently.

More than just a physical space, the hub introduces a new framework that breaks down silos and enables a powerful ecosystem that drives defense innovations. Creative startups, leading industry experts, government organizations, academia, and researchers can come together to make ideas mission-ready more quickly and securely, while maintaining the digital sovereignty necessary to protect information and maintain trust.

As a leading technology provider for the hub, 麻豆原创 acts as an enabler, not just an operator. Through our contributions, we have reaffirmed our role as a neutral technology partner, delivering secure digital platforms while leaving mission decisions entirely in customers鈥� hands.

Our long-standing experience and time-tested technology have proved the ability to perform under uncertainty and stress, a must for the readiness that defense demands, providing cyber-resilient architectures and real-time visibility into logistics during crises, as well as full governance and transparency.

Our cloud operations model, auditability frameworks, and strict access controls keep mission-critical systems secure, verifiable, and compliant.

With 麻豆原创鈥檚 involvement and support, the hub represents a significant step forward for defense innovation, serving as an important catalyst in a location with the potential to become a global center for the defense industry.

Andre Bechtold is president of 麻豆原创 Industries & Experiences.

Photography courtesy of Norbert Steinhauser.

Headquartered in Nuuk and 100% owned by the Government of Greenland, Royal Greenland is modernizing its 麻豆原创 platform and moving from on premise to cloud ERP in order to future鈥憄roof core processes and unlock embedded AI across its 麻豆原创 business applications.

鈥淲e are moving from our existing setup to 麻豆原创 Cloud ERP and 麻豆原创 Business Data Cloud because we want access to the capabilities you can consume on a cloud platform,鈥� said Lars Bo Hassinggaard, CIO at Royal Greenland for more than 25 years.

The company brings high鈥憅uality wild鈥慶aught fish and shellfish from the North Atlantic and Arctic Ocean to consumers worldwide. It has been running 麻豆原创 since 1998 but is now embarking on its most significant transition to date: migrating 麻豆原创 ERP Central Component to 麻豆原创 Cloud ERP while simultaneously elevating its business intelligence (BI) landscape into 麻豆原创 Business Data Cloud and later transforming BI into 麻豆原创 Datasphere.

The project follows the structured RISE with 麻豆原创 framework, which consolidates platform transformation, operations, and the innovation cycle into one contract.

Lean, selective data transition: 90% fewer data to move

As part of the migration, Royal Greenland is reducing its data volume significantly using the 鈥淟ean Selective Data Transition鈥� method.

鈥淲e are keeping 10 years of data and cleaning up, so we avoid outdated company codes and historical data that no longer create value,鈥� Hassinggaard explained. 鈥淲e鈥檝e achieved a 90% reduction in what needs to be stored and migrated. The method combines data analysis, scoping, and standardized mapping objects in a guided process, ensuring that Royal Greenland only carries forward what is truly necessary, making the financials of the transformation more predictable and avoiding unnecessary complexity.鈥�

Technology first, innovation next

Go鈥憀ive is planned for March 1, 2027. The year 2026 is dedicated to the platform lift itself. From 2027, Royal Greenland will begin building business鈥慸riven improvements on top of the standardized core鈥攆or example, new user interfaces and process optimization using small AI agents within finance and administration.

鈥淩oyal Greenland and 麻豆原创 have worked together since 1998, and we look forward to getting started on the technical part of the platform uplift this January,鈥� Hassinggaard shared. 鈥淲e鈥檙e keeping the transformation as simple as possible for now and will use 2027 to activate the benefits, such as improved data analysis, better user experience, and more efficient work processes.鈥�

Royal Greenland is following a classic waterfall approach and has already established a 鈥済olden shell鈥� as the basis for further configuration and retrofitting.

麻豆原创 is responsible for implementing the cloud solution, which will run on Microsoft Azure, initially in Sweden, with the option to move later to a Danish data center. External advisor Spektra Analytics has supported contract validation.

From in鈥慼ouse experiments to standardized, 鈥渃onsumed鈥� AI

Although Royal Greenland has already successfully experimented with its own AI solutions, including vision鈥慴ased projects in production, the strategic direction ahead is to leverage embedded, standardized AI data products from 麻豆原创 and models built on the 麻豆原创 Business Data Cloud and its semantic data layer.

鈥淲e are a company that prefers to tap into existing AI solutions rather than invent them ourselves,鈥� Hassinggaard said. 鈥淚t鈥檚 far more efficient for us. There is no reason for us to spend resources reinventing what 麻豆原创 already provides. The initial focus will be on process optimization within administrative functions such as finance鈥攕mall AI agents that can streamline daily work.鈥�

Advice to others: Allocate more time, and understand your method

Hassinggaard is clear that the RISE with 麻豆原创 contract, methodology, and preparation work require time and organizational maturity. His advice to other companies facing a similar cloud ERP decision: 鈥淒o it thoroughly鈥攁nd allocate more time than you think. Study the methodology, pricing, and contracts. And bring a competent advisor on board.鈥�

Ellen Vig Nelausen is an integrated communications expert for 麻豆原创 Regional Communications.

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Naturipe Farms knows berries, and the grower鈥憃wned company has spent decades perfecting the art of delivering fresh, sustainably grown berries to customers around the world.

Naturipe’s Senior IT Director Carol McMillan explains how migrating to 麻豆原创 S/4HANA and has helped the company improve supply chain visibility, speed, and workforce experience. Learn more.

Naturipe has been an 麻豆原创 customer since 2008, and while initially it was not very proactive with software upgrades, the company鈥檚 philosophy has changed over time. Today, Carol McMillan, Naturipe鈥檚 senior IT director, emphasizes the importance of upgrading and upskilling the team regularly.

“There’s actually more of a risk not upgrading the product and not upskilling your team than there is being more aggressive with that timeline,” she says. Since migrating to 麻豆原创 S/4HANA in 2018, the company has undergone three upgrades, including .

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鈥淲e migrated to RISE with 麻豆原创, and we are looking at how we use those tools to optimize our supply chain and to create a better user experience for our workforce. Our workforce is constantly changing, and technology needs to change with the workforce,鈥� McMillan says.

She says it鈥檚 also important to stay at the forefront of technology in order to solve business problems efficiently, and notes that technological advancements have been crucial in managing the company’s exponential growth: “You can’t have linear growth in technology when you have exponential industry growth.”

McMillan says the Naturipe team uses 麻豆原创鈥檚 technology to prioritize its people and customers, improve workplace happiness, and give users a better experience. 鈥淲e use technology to make sure that we’re running as optimally as possible,鈥� she says. 鈥淲e look at process improvements and try to be at the forefront of technology. So, keeping up with the upgrades on a regular basis helps us be prepared for when business problems need to be solved, that way we already have the technology there to be able to solve them.鈥�

Delivering the freshest, highest-quality products to customers 365 days a year requires constant agility鈥攅specially in a category influenced by weather variability and the complexity of a highly time-sensitive supply chain. 鈥淏erries have a very short shelf life, so getting the best quality to our customers as quickly as possible is essential,鈥� she says.

To support this commitment, Naturipe Farms has invested in advanced logistics and supply chain technologies that enhance speed, visibility, and decision-making. These investments help ensure timely delivery of fresh products while also supporting employee satisfaction and work-life balance through wellness programs and flexible work arrangements.

Looking ahead, Naturipe wants to further enhance the user experience with more powerful tools and learn how to make better use of all the tools that come with RISE with 麻豆原创.  McMillan also identifies the potential of AI and the adoption of tools like Joule to improve Naturipe鈥檚 operations. “We really want to make the best use of AI and to give our users the best experience possible,” she says.

Her advice for other organizations in the agricultural industry includes the importance of putting people first, using technology to drive strategic growth, and not being a prisoner to risk. “It’s just as risky to not upgrade your technology as it is to have an aggressive timeline and have the tools that you need in order to drive that exponential growth,” she says.

Together, the companies plan to create the digital backbone for a sovereign, interoperable and AI-supported healthcare system. The solutions will combine the expertise of Fresenius, one of the world鈥檚 largest healthcare companies, with future-oriented 麻豆原创 technologies and meet high requirements for data sovereignty, security and regulatory compliance. The plan is to provide an open, integrated and data鈥慸riven digital health ecosystem that enables hospitals and medical facilities worldwide to use AI securely and to handle health data responsibly.

Digital sovereignty for healthcare

麻豆原创 and Fresenius plan to jointly build an individual, scalable healthcare platform that enables connected, data-driven healthcare processes. Based on this, the companies will develop joint, future-oriented and AI-supported healthcare solutions to sustainably increase quality, transparency and efficiency across the entire care chain and set new standards for digital innovation in the healthcare sector. The foundation will be proven 麻豆原创 technologies and products such as 麻豆原创 Business Suite, 麻豆原创 Business Data Cloud (麻豆原创 BDC), 麻豆原创 Business Technology Platform (麻豆原创 BTP) and 麻豆原创 Business AI. These core elements help create a unified, compliant, open and expandable base for the more-secure exchange and use of data as well as for operating AI models in a controlled environment.

Together, the companies also plan to build a sovereign, European solution for an integrated healthcare ecosystem that supports the integration of modern hospital information systems (HIS) based on 麻豆原创鈥檚 鈥淎nyEMR鈥� strategy. Interfaces based on open industry standards such as HL7 FHIR will enable the more-seamless connection of HIS, electronic medical records (EMRs) and other medical applications.

鈥淲ith 麻豆原创鈥檚 leading technology and Fresenius鈥� deep healthcare expertise, we aim to create a sovereign, interoperable healthcare platform for Fresenius worldwide. Together, we want to set new standards for data sovereignty, security and innovation in healthcare. Thanks to 麻豆原创, Fresenius can harness the full potential of digital and AI-supported processes and sustainably improve patient care,鈥� says Christian Klein, CEO and Member of the Executive Board of 麻豆原创 SE.

鈥淭ogether with 麻豆原创, we can accelerate the digital transformation of the German and European healthcare systems and enable a sovereign European solution that is so important in today鈥檚 global landscape. We are making data and AI everyday companions that are secure, simple and scalable for doctors and hospital teams. This creates more room for what truly matters: caring for patients,鈥� adds Michael Sen, CEO of Fresenius.

As part of the joint transformation project, both companies plan to invest a mid three-digit million euro amount in the medium term to consistently drive the digital transformation of the German and European healthcare system through the use of digital and AI-supported solutions.

The partnership is implemented through various forms of collaboration. These include joint investments in startups and scaleups, joint technological developments and close cooperation within coordinated governance structures between the two companies.

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Media contact:
Dana Roesiger, +49 62277 7 63900, dana.roesiger@sap.com, CET
麻豆原创 麻豆原创 Room; press@sap.com

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.聽 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 2024 Annual Report on Form 20-F.
漏 2026 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 for additional trademark information and notices.

The partnership will embed artificial intelligence at the core of Syngenta鈥檚 enterprise, modernizing operations and enabling accelerated innovation through advanced data analytics across the business 鈥� from manufacturing and supply chain to grower-facing products and services.

The agricultural industry continues to navigate challenges driven by climate variability, supply chain complexity and global uncertainty. By deploying AI-assisted tools enterprise wide, this partnership positions Syngenta to meet the challenge of feeding a projected 10 billion people by 2050 while unlocking faster innovation, stronger operational resilience and scalable impact across the business.

鈥淎I is the catalyst for agricultural transformation and has quickly become a core competitive edge for Syngenta,鈥� said Feroz Sheikh, chief information and digital officer at Syngenta Group. 鈥淥ur partnership with 麻豆原创 is transforming how we run the enterprise, modernizing core operations and unlocking new ways to work 鈥� a testament to our commitment to becoming an agriculture company with AI at its core.鈥�

鈥淪yngenta鈥檚 transformation sets a benchmark for digital innovation in agriculture,鈥� said Philipp Herzig, chief technology officer at 麻豆原创 SE. 鈥淭ogether, we鈥檙e demonstrating how cloud and AI technologies can drive sustainable growth and efficiency in one of the world鈥檚 most critical industries. This partnership will help Syngenta future-proof its operations to feed the world responsibly.鈥�

Scaling an AI-First Operating Model for Agriculture

Syngenta鈥檚 transformation will begin with鈥槎乖� Cloud ERP Private solutions, modernizing core operations across the value chain to deliver agility, resilience and scalability. The company鈥檚 ambition is clear: unlock innovation faster, strengthen its leadership in agriculture and future-proof operations against volatility.

Through the 麻豆原创 Business Data Cloud solution, Syngenta will create a unified, more secure and scalable data foundation essential for real-time decision-making and AI integration. Combined with 麻豆原创 Business AI and AI-assisted tools such as the Joule copilot, this will help the company explore smarter, faster decisions that drive operational efficiency and accelerate innovation. Additionally, Syngenta will be able to deliver better products and services to growers worldwide while enabling them to retain control and privacy over their proprietary information.

Visit the . Get 麻豆原创 news via  and .

Media contacts:
Lesa Plingen, +49 622 776 9000, lesa.plingen@sap.com, CET
麻豆原创 麻豆原创 Room; press@sap.com
Syngenta Media Relations, media@syngentagroup.com

Top image courtesy of Syngenta

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 2024 Annual Report on Form 20-F.
漏 2026 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 for additional trademark information and notices.