London, UK 鈥� April 15 2026 – (NYSE: 麻豆原创) today announces that Colt Technology Services has successfully completed its cloud ERP migration through RISE with 麻豆原创, marking a major milestone in the global telecom provider鈥檚 digital transformation journey.

Colt鈥檚 RISE with 麻豆原创 deployment combines with , , and to unify its ERP estate. The migration has consolidated disparate data sources into one single platform, improving business analytics, decision-making and driving departmental cost savings.

Operating across more than 40 countries, Colt faced operational complexity compounded by a legacy hardware environment and recent business acquisitions. In close collaboration with 麻豆原创鈥檚 Enterprise Cloud Services (ECS) team, Colt pursued a company-wide transformation programme to clean its data core.

This programme enabled Colt to uplift its hardware, move its customer data into the cloud and create a streamlined ERP platform – a single source of truth for all strategic decision making, while creating opportunities for future growth. In embracing the cloud, Colt now covers 80% of its business capabilities through fewer platforms, reducing complexity, simplifying its digital estate, and boosting workforce productivity.  

The migration was projected to require 14-hours in business downtime, but thanks to thorough mock rehearsals and close collaboration between Colt and 麻豆原创 ECS, this was reduced to just 6.5 hours. This minimised disruption, enabled faster customer response times and lowered the need for manual interventions. 听

鈥淏y modernising our core systems, we are better equipped to deliver for customers, bring new telco services to market and compete on an international stage,鈥� said Ashish Surti, Chief Digital & Information Officer, Colt Technology Services. 鈥淥ur trusted partnership with 麻豆原创, particularly the support from the 麻豆原创 ECS team in rehearsing and trialling our new environment, has given us confidence in the strength of our new cloud platform. With this digital foundation in place, we are ready to scale and explore new opportunities in AI and automation that will shape the next generation of telecommunications.鈥�

The upgraded platform aligns with Colt鈥檚 strategic business objectives to contribute to a more sustainable future, while also unlocking major network developments to support its customer services. The completed migration lowers Colt鈥檚 environmental footprint with more efficient operations, reduced energy use and fewer hardware refreshes.

鈥淐olt鈥檚 successful cloud migration strengthens its ability to compete on the global telecom stage where reliable, smart connectivity is essential,鈥� said Leila Romane, Managing Director, 麻豆原创 UKI. 鈥淏y unifying its ERP and unlocking clear, strategic data insights across its critical business functions, Colt has the digital foundations to drive future growth, innovate with AI and advance its sustainability ambitions while confidently meeting rising customer expectations.鈥�

Looking ahead, Colt will continue working closely with 麻豆原创 on its long-term digital transformation programme, with plans to adopt AI, expand its cloud footprint and onboard and .

ENDS

About 麻豆原创

As a global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创) stands at the nexus of business and technology. For over 50 years, organizations have trusted 麻豆原创 to bring out their best by uniting business-critical operations spanning finance, procurement, HR, supply chain, and customer experience.

For more information, visit .

About Colt Technology Services 

We鈥檙e Colt. We own and operate exceptional digital infrastructure which powers the global AI economy, connects societies, builds communities and transforms lives. 6,000 colleagues across Europe, Asia, and North America share a deep commitment to delivering an outstanding experience and making every interaction effortless for our customers. 

Customers and partners choose our award-winning fibre infrastructure, digital platforms and security solutions, delivered across a network that spans continents and crosses oceans. We鈥檙e Europe鈥檚 largest B2B operator: we connect 40+ countries, 32,000 enterprise buildings, 275+ points of presence, and 12 cable landing stations and we manage eight subsea cable systems. We also co-manage AS3356 – the most widely peered network in the world. 

Founded in London over 30 years ago, we鈥檙e privately funded and driven by values of fairness, inclusion and equity. We鈥檙e known for our urgent call for social and sustainable change and we’re guided by our purpose in everything we do: creating effortless connections and extraordinary outcomes for our customers, communities and people. Be a part of our story: come on over to   or join our amazing communities at , , ,  and  

Media Contacts:

Lawrie Benfield, lawrie.benfield@sap.com, +44 7776 515259

Sonya Domanski, sonya.domanski@sap.com, +44 734 546 5928

The post Colt Technology Services shapes next-gen telco offerings with 麻豆原创 appeared first on 麻豆原创 UK News Center.

London, UK 鈥� 20 August, 2024 鈥� More than a third (34%) of leaders from water companies across England and Wales are facing 鈥榗hallenging鈥� cost pressures, while almost a fifth (18%) describe budget constraints as 鈥榰npredictable鈥� as the next asset management deadline looms.

In a survey of 50 leaders from water companies across England and Wales, 麻豆原创 highlights some of the key challenges facing the industry as it prepares for the eighth Asset Management Plan cycle (AMP8). The research has found that as economic pressures continue to build, water operators are struggling to meet the impending regulatory requirements and transform service delivery to meet customer demand.

Over 41% of leaders believe these pressures are caused by a lack of digital infrastructure, while almost a third (31%) report challenges are the result of attempts to upgrade 200-year-old water networks. As public opinion in the industry wanes, water companies must accelerate digital adoption to understand the nation鈥檚 water network, operate efficiently and optimise the way services are run.

Preparing for AMP8

Against a backdrop of growing inflation, supply chain challenges and a rising cost-of-living, water companies are preparing to submit their spending plans to the Water Services Regulation Authority (OFWAT) for AMP8 or risk reputational damage and significant financial penalties. Despite this, 麻豆原创鈥檚 research shows leaders understand significant progress needs to be made if they are to meet the regulator鈥檚 requirements.

Rising cost pressures are a key obstacle as companies look to comply, with 94% of leaders believing investment will need to increase considerably or they will be unable to transform their infrastructure to meet customer needs. This burden is particularly acute for smaller businesses, rising to 96% for water companies with between 500 – 1,999 employees.

This is translating into greater demand for external support, with almost a quarter (22%) of leaders reporting they will be 鈥榲ery reliant鈥� upon third-party partners to keep their services on track and business running efficiently.

This is leading to almost a tenth (8%) of leaders believing their company will struggle to meet the KPIs and objectives established by OFWAT. Alleviating these cost pressures will therefore not only support businesses in complying with the regulation, but allow leaders to avoid significant financial penalties that the majority can ill-afford in the current economic climate.

鈥淭he water industry is currently facing significant challenges in meeting the regulatory targets set for AMP8. Maintaining high service quality is crucial, and there is a pressing need to reevaluate and enhance the operational strategies of the UK’s water network,鈥� said Greg Moyle, Head of Energy and Discrete Industries at 麻豆原创 UK&I.

Battling ageing digital infrastructure

麻豆原创鈥檚 survey also reveals that alongside macro-economic pressures, a lack of digital infrastructure is impacting the industry鈥檚 ability to enact crucial improvements to service delivery.

Just 1-in-5 (20%) leaders strongly agree that their organisation is currently using data effectively to manage and gain insights from water infrastructure. There is a digital divide among smaller and larger businesses, with almost half (42%) of those employed at larger companies agreeing, compared to just 8% of those employed at smaller operators.

A lack of digital tools is the common denominator for leaders being unable to enact change:

路 55% report they do not have the monitoring capabilities needed to understand water demands and consumption.

路 45% do not have a complete picture of their pipeline infrastructure.

路 43% do not have a complete data capture of the environmental emissions of their water network.

路 30% do not have a complete picture of their sewage network.

鈥淟ack of visibility into the water network hinders the industry’s ability to understand and address key infrastructure issues. Adopting digital tools and real-time insights are key for business transformation to drive long-term improvements in service delivery,鈥� said Hamendra Gupta, Business Architect for Water Utilities at 麻豆原创 UK&I.

Despite the absence of a digital backbone, leaders remain positive about the impact existing and emerging technologies such as artificial intelligence (AI) will have on service delivery. 88% believe AI will shape the future of water service delivery and help to address leaks, spillages and optimise usage, while 40% say initial AI implementation is already generating positive results and demonstrating return on investment.

But, the industry continues to face significant barriers to digital adoption and a substantial gap between intention and implementation exists as a result. Over half (52%) of leaders suggest ERP transformation must come first to avoid silos affecting AI decision-making, while 48% require help in understanding how AI can enhance their ageing infrastructure. An inability to source and acquire talent also remains a roadblock, with two thirds (66%) lacking the skills and talent needed to implement AI effectively across the network.

ENDS

About 麻豆原创

As a global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创) stands at the nexus of business and technology. For over 50 years, organizations have trusted 麻豆原创 to bring out their best by uniting business-critical operations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit .

# # #

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 2023 Annual Report on Form 20-F.

漏 2024 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 post Majority of water companies face 鈥榗hallenging and unpredictable鈥� cost pressures ahead of AMP8 appeared first on 麻豆原创 UK News Center.

These awards celebrate the achievements of future-minded companies that have harnessed 麻豆原创 technology to showcase new ways of thinking and set the benchmark for their industry, ultimately making the world run better.

The Transformation Titan Award – For customers that have implemented Business Technology Platform (BTP) products to solve business problems and accelerate innovation.

• Accenture developed an Interactive Finance Narrative Generator solution that harnesses 麻豆原创 solutions, human collaboration, and AI technology. This accelerates key financial close milestones, improves timeliness, accuracy, and cost-effectiveness, meaning Accenture can focus on analysing and identifying key insights from reports.
• Harrods used a mix of 麻豆原创 ERP Core Component and 麻豆原创 BTP to deliver a solution that provides a single view of truth for their Hamper planning and logistics business unit. The solution provides staff with easy to consume data, eliminates bottlenecks and improves customer satisfaction.

The Sustainability Hero Award – Recognises customers that use 麻豆原创 technology to shape a sustainable future and are creating a positive social or environmental impact.

• Spirit Energy Limited opted for a single solution within the 麻豆原创 framework to automate and streamline its Ex/ATEX inspections, which are conducted in potentially explosive environments. The approach has automated several critical process steps minimising the risk of human error.
• Fyffes Group Limited consolidated its business, onto one sustainable platform, ensuring the business is 鈥榝it for future.鈥� Fyffes has maximised efficiency of its natural resources whilst protecting the planet and conserving for future generations.

Industry Leader Award – For customers that have modernised their businesses, and even their industries, by utilising technology in an original way.

• Haleon transformed its Operational Transfer Pricing processes into a single process using 麻豆原创 Profitability and Performance Management Cloud. This eliminated the need for manual work by automating key aspects of the process.
• Princes Group adopted a fully integrated 麻豆原创 Ariba solution to gain greater visibility and control of its end-to-end processes, as well as improving supplier collaboration and providing a more user-friendly interface for internal users.

Business Innovator Award – Dedicated to customers that are transforming and future-proofing their businesses using 麻豆原创 solutions in the cloud.

• Touchlight Genetics implemented 麻豆原创 S/4HANA Cloud to undergo a full digital transformation to replace all non-integrated applications and provide real time visibility. This sets the foundation for Touchlight to become an intelligent enterprise.
• Cadent Gas opted to use 麻豆原创 Datasphere within 麻豆原创 BTP to get a robust and intelligent data synchronisation solution that meets strict government requirements. By using 麻豆原创 Datasphere, the Cadent Gas data and analytics team have been able to double their productivity as the solution allows for rapid implementation of API changes and faster access to new data.

The Experience Wizard Award – Recognises customers that have developed and implemented the best customer or employee experiences.

• Vodafone Group As part of its 鈥楪row with Vodafone鈥� project, Vodafone implemented 麻豆原创 SuccessFactors fully integrated talent suite. This solution was picked to support with employee growth across the entire lifecycle and to improve employee loyalty, advocacy, and talent progression.
• BrandAlley deployed the Customer Advocacy Intelligence Platform integrated with 麻豆原创 Emarsys Customer Engagement solution. This enabled BrandAlley to identify its most loyal brand advocates, track the spend of their entire referral network, and send referees and referrers personalised timely messages.

The Service Supernova Award – For customers that have successfully adopted 麻豆原创 Cloud solutions to meet or exceed business goals, optimise IT resources, increase user enablement, and improve productivity or learning.

• Inchcape plc chose RISE with 麻豆原创 to standardise its IT landscape and create a technology foundation that would support its continued rapid growth. Since implementing RISE with 麻豆原创, Inchcape has improved efficiency and collaboration, resulting in a better employee experience, and greater compliance.
• BT Group opted to build on existing foundations of 麻豆原创 SuccessFactors HCM to create a superior, digitally enabled colleague experience across all talent management touchpoints. 麻豆原创 SuccessFactors HCM solution has enabled BT Group to become a skill-based organisation that allows colleagues to be in charge of their own careers.

Congratulations and good luck to all the finalists! Thank you to everyone who participated and submitted an entry this year! The winners will be announced on April 12^th, and we鈥檒l be celebrating virtually on April 26^th.

The post Congratulations to 麻豆原创 UKI Customer Success Awards Finalists appeared first on 麻豆原创 UK News Center.

These market conditions fall into three main areas: Money, Energy and Supply. The cost of capital, energy cost volatility, regulation, and geopolitical disruption have all impacted on business and will continue to change the cost base of a business on short notice. Modern, high performing finance functions recognise that the speed of change has radically increased requiring much higher precision and speed in forecasting and decision-making, to ensure that relying on yesterday鈥檚 information won鈥檛 sink today鈥檚 business.

Finance must be in the driving seat for designing new organisations which can cope with these changes, because no one else has a complete view across the landscape and making decisions in isolation leads to local failure. Only finance has visibility covering everything from input and overhead costs, to consumer preference, to the impact on margin.

We see this review reflected in the priorities of FTSE 40 controllers, who highlight the need for:

• (Affordable) Beneficial technology, getting the most return on investment
• Value from their data assets, to respond to shocks quickly
• Staying ahead of new controls regulations and requirements
• Responding to changes in ESG reporting and compliance

Getting these decisions right will give the business confidence to continue investing in growth platforms like new sales channels, new business models, store modernisation, marketing and developing their people, providing the right platform for the future.

Technology to beat the business trap 鈥� What are the 鈥榩ivot鈥� options?

Businesses are faced right now with either pushing up their prices and hurting customers or cutting their margins and swallowing supplier price increases, neither of which is palatable; technology can offer a third option; using the capabilities we will describe in this article, the CFO can direct resources to help sustainably grow the revenues, margin, and remain competitive. How does this modern technological alchemy work?

The CFO supports the top line and bottom line of the enterprise, traditionally in a relatively passive manner delivering visibility and controls over profitability, liquidity, auditability, and compliance. Technology is giving the CFO the opportunity to become active in the health and growth of their businesses. To make the CFO a 鈥�star鈥� contributor to the business, at a time of severe challenge, we would encourage exploring the innovative finance capabilities described in this article.

Reimagine Finance Operations

The CFO has the opportunity to leverage technology, data and insights to model future business options indeed, to critically analyse prior decisions, what worked well and what didn鈥檛. According to Gartner, decisions governing everyday operations often lack financial rigor, which can result in a loss of 3% or more of profits for organisations. This is primarily due to fragmented systems with siloed operations and an inability to access financial information in real time to make proactive decisions. As a result, CFOs recognise the need to modernise finance operations to reduce manual effort and enable their employees to focus on more value-added activities. A case in point is , which faced rapid growth after COVID-19, resulting in high volumes of data and an accelerated need for the company’s digital transformation. The e-commerce and fintech leader in Latin America achieved an 85% automation rate in treasury and cash management by streamlining their finance operations on a unified platform.

Delivering Assurance

It is expected that over the next 6 months the UK will be transferring from the Financial Reporting Council (FRC) to the Audit Reporting and Governance Authority (ARGA). Although recently the government have stepped back from their plans to introduce UK Corporate Governance Code led improvements around Financial Controls and CFO attestation statement on Fraud, the change in regulator is expected to deliver sharper teeth and greater pressure on external auditors to report more accurately. The upcoming changes to the Economic Crime and Transparency Bill, relating to Fraud, will include a new 鈥榝ailure to prevent鈥� offence and is currently moving through parliament, due in the firstquarter of 2024. A recent University of Portsmouth report outlined that Fraud may have cost the UK private sector in the region of 拢158Billion in 2022. Fraud still represents a 5% revenue loss for many organisations, money which if protected could be reinvested to promote growth. Business resilience is a key area where an integrated controls, risks management and machine learning/AI technologies have proven to deliver significant loss avoidance whilst also enabling businesses to remain on the correct side of regulatory requirements.

Optimise Cash Management

The CFO and the finance team need to have great visibility, effective control and collaborative execution for that finite, and most valuable business resource, cash! The poor understanding of cash flow is the key reason why many businesses fail. Businesses need integrated, intuitive tools that give them instant insights on the complete value chain, including receivables, payables, and associated supply chains. They need actionable information about cash, liquidity, and working capital, and their treasury platform should allow them to predict liquidity, make proactive decisions and mitigate financial risk. Zalando achieved 100% visibility into cash and accounts through redesigning their treasury and risk management and Zalando Payment system built their unique computing and monitoring model to provide deep insights into its factoring related cash flow movements and became compliant for regulatory requirements as a multinational .

Manage Profitability

Finance teams need to be active participants in managing profitability for the business, they may not be responsible solely, but they can best support the business by providing finance data and models in a timely, reliable and enabling fashion. The typical challenges that prevent retailers from proactive steering is the poor visibility to the real economic costs of products, customers and channels. According to Ventana Research, the most commonly mentioned challenge for companies in managing customer profitability is analytics. Using the right technology retailers can understand the real cost dimensions of their business and better control the margin challenges. Brakes 鈥� leading food service supplier in UK 鈥� achieved 2% improvement in margins through remodelling and digitizing their pricing and .

The CFO and his team have the opportunity to play an even bigger part in the future success of their business. Not only are the Finance team the keepers for financial data, they have the opportunity to proactively consult with the business teams; partnering in agile decision-making, providing business insights, actively supporting investment choices, helping identify success or failure in a rapid manner. Transforming the finance function provides the opportunity for businesses to escape the business trap of higher prices or lower margins, it can help you to pivot to increased competitiveness, revenue growth and success with customers, these are definitely the numbers worth pursuing.

If your organisation would like to know more about how these solutions can support your success, then please contact the authors:

• Shaid Latif, Industry Advisor Expert 鈥� Retail & Life Sciences at 麻豆原创
• Elif Kuralay, Industry Advisor at 麻豆原创
• Blair Robinson, Partner, Business Consulting at EY
• Matt Smith, Alliances Director at EY

The post Using Finance To Manage The Bottom Line And Pivot To Growth鈥� appeared first on 麻豆原创 UK News Center.

This is the first peak season where all of these macro-economic factors have culminated at once, making it unpredictable, to say the least. Not only is this peak going to be a test of retailer鈥檚 internal systems, supply chains, sales forecasts and overall resilience, it will be an acid test for consumer confidence, which could potentially provide some signalling of what the economic outlook for the next year may look like.

So how can retailers work smartly to make a successful Golden Quarter? Having a strong brand and product proposition is always key, supported by attracting customers through effective marketing strategies, all underpinned by secure multi-channel trading systems.

We know your plans for a prosperous peak are well underway and while there鈥檚 no silver bullet to ensure success, we share a few last-minute tips to help retailers tackle the Golden Quarter as efficiently as possible:

1-听Attract Customers Through a Bit of Christmas Cheer听

Still reeling from the impact of a global pandemic and lockdown life, combined with multiple wars disrupting supply chains, a climate crisis, high inflation and cost-of-living concerns, and it鈥檚 fair to say the world looks a little gloomy right now. But Christmas is a time where consumers want to get lost in the magic of the season, so this year provide escapism to solidify brand loyalty.

The importance of the physical store remains a critical part of every retailers delivery strategy. Absorb the Christmas atmosphere, embed it into your physical and virtual presence, making sure every customer visit is a happy & memorable experience. You just need to look to the master鈥檚 of the art like Harrod鈥檚, Selfridges and Fortnum & Mason鈥檚 festive displays, to see how Christmas cheer and branding make a tangible difference to mood, footfall and crucially trading performance. Online, offer that memorable experience by using personalisation technology to better understand individual customers, and serve them accordingly. For loyal shoppers, offer little acts of kindness such as free delivery or a surprise gift, to reward them for spending their hard-earned money with you, it doesn鈥檛 go un-noticed and loyalty is worth the effort.

2- Revenue Diversification

Over the last year, more and more retailers have been developing own-brand products to reinvent their assortment and value proposition to improve margin. Now is the time to really let those products shine and encourage customers to try out something a bit different, in the hope that they keep buying that own-brand label throughout 2024 and beyond.
Equally, in a worrying time for the balance sheet, subscription services are making a comeback. Just take a look at Pets At Home which is combining product and services as part of its medium-term strategic vision announced in its record financial results earlier this year. Using its app, shoppers can book veterinary appointments, order repeat prescription deliveries and manage nutrition subscriptions, all in one convenient place.

The retailer understands the importance of having that consistent and repeated cash hitting the P&L, while customers can plan their finances more efficiently. Just make sure it鈥檚 what shoppers truly need, so it鈥檚 not the first direct debit to get cancelled when wallets tighten. So when that customer comes in to look for a stocking filler for Mr Meowington, just make sure that you share that a discounted subscription is also offered for the day-to-day essentials at the same time.

3-听Improve Cost-efficiency听

The main way to improve cost efficiency and protect profitability is to reduce business costs to cope with external pressures. You can start with streamlining processes with the use of process insight tools like , then use 鈥榩rocess automation鈥� where the Signavio report shows you how you can improve your business and where you can benefit the most. Also consider a technology platform to boost innovation and democratise coding as well as getting the business departments involved in supporting your competitiveness. It鈥檚 not just the IT department that can develop apps to boost your differentiation, or turbo boost important processes you identify. 听Low code/no code solutions such as which allows retailers to be agile and accelerate innovation, even if the big technology transformation project is still underway 鈥� integrate existing applications, dabble in AI, and create useful apps, automate processes and design business sites with drag-and-drop simplicity.

Take the great British retail Icon Harrods. The 174-year old department store was looking to and is using on 麻豆原创 Business Technology Platform, to connect both cloud and on-premise technologies, whilst simplifying it鈥檚 technical landscape, to ease communications and transactions with technology partners. By connecting several systems and vendors across myriad technologies, this helps Harrods address integration challenges and become more flexible to meet the fast-changing business needs 鈥� especially during peak season.

And talking of external pressures, when it comes to Black Friday, keeping an eye on competitors will be essential. But having intelligent software will allow retailers to implement smart pricing and promotions, to get the business through the period selling successfully whilst maintaining as much margin as possible.

4-听Look After Your Workforce听

Tis the season for the 鈥楥hristmas temp鈥� and last November there were nearly 28,000 jobs available across the UK, . That鈥檚 a lot of additional people to keep contented, meaning HR systems are critical to manage the extended team. Use AI like to sift through CVs or find the right internal talent, whilst making sure to take the time to ensure contracts are up to scratch, training is simple and effective, and complex shift patterns are easy to navigate. Why are you doing this, because at the end of the day, a happy workforce will drive better customer experience, and be more successful at selling during the busiest time of year.

5- Make Sure your ESG Strategy is Up to Scratch

This year, customers will be scrutinising prices and value for money like never before meaning they will spend more time assessing brands to make informed decisions rather than last minute panic buys that no one actually needs. The more time spent with a brand the more opportunities there are to surface ESG endeavours 鈥� tell the story of a fair supply chain or the net zero and green endeavours the business is making to future proof the planet 鈥� this is the time of year all eyes will be on retail, so make it count.

The post Retail鈥檚 2023 Golden Quarter 鈥� The Critical Christmas Countdown appeared first on 麻豆原创 UK News Center.

London, UK 鈥� 19 September, 2023 – (NYSE: 麻豆原创), today announced it has selected to drive its digital procurement transformation programme as it embraces a single modern procurement platform in the cloud.

This new partnership with 麻豆原创 will streamline sourcing, contracts, supplier risk and procure to pay operations across two Trusts, addressing its legacy technology deficits and risk. The move to 麻豆原创 Ariba will help enable BWPC鈥檚 vision for procurement; 鈥淭o provide procurement support to the whole Healthier Together Partnership, improving patient care through effective management of the supply chain, whilst leveraging value across all our spend鈥�.

BWPC is staffed by NHS employees hosted by North Bristol NHS Trust and its听services include all aspects of clinical and non-clinical purchasing, supply chain management and capital equipping (CES). BWPC currently supports two NHS Trusts including North Bristol NHS Trust and University Hospitals Bristol and Weston NHS Foundation Trust, representing over 23,000 employees.

Close working relationships with these Trusts, and collaboration with other organisations, brings economies of scale, sharing of data and best practice so that they maximise savings and efficiencies.听BWPC works closely with each client to support compliance with all purchase-to-pay procedures and delivering improved efficiencies in all areas including automation, consolidation of invoices, strictly controlled access to purchasing systems and so on.

To enable collaboration with other NHS organisations that are using Atamis for source to contract activity and to ensure compliance with transparency notice publication requirements, BWPC will be adhering to national data standards and building relevant process and integrations during the implementation of their new procurement platform.

To drive more efficiency and ultimately significant cost savings, BWPC has partnered with 麻豆原创 to digitially transform its entire source to pay processes. By implementing 麻豆原创 Ariba Strategic Sourcing, Supplier Risk and Procure to Pay, BWPC is looking to generate over 拢16m savings over five years as part of a multi-trust initiative.

David Druett, Director of Procurement at BWPC, said: 鈥淭he delivery of a comprehensive end to end procurement system will support our overarching vision to improve patient care through effective management of our supply chain. We look forward to partnering with 麻豆原创 to help us meet our objectives and ultimately provide a better service to our customers and patients.鈥�

Ellie Lamey, Head of Intelligent Spend & Business Networks at 麻豆原创 UK&I, said: 鈥淭oday鈥檚 partnership with BWPC is further proof that we are the perfect scale and innovation partner for public sector organisations. With the speed, flexibility and agility of the cloud, organisations like BWPC can effectively manage costs and spend, while future-proofing their procurement operations against what challenges may come. We鈥檙e excited to help BWPC with its procurement transformation journey and ensure it continues to deliver the best possible patient care.鈥�

About 麻豆原创

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

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London, UK 鈥� 31 August 2023 鈥� Over half of UK SMEs (52%) are reassessing their bank鈥檚 suitability for them, according to new 麻豆原创 research. Similarly, less than a quarter (22%) of UK consumers are currently satisfied with their bank鈥檚 support, suggesting the moment for change is now.

In a survey of 2000 consumers and 500 senior decision makers within the UK鈥檚 growing SME鈥檚 cohort, 麻豆原创 reveals interesting insights into customer banking behaviours to help banks and financial services providers pivot from a one-size-fits-all approach to customer experience, and deliver bespoke, targeted solutions.

In times of high personalisation and 鈥淒igital everywhere鈥�, banks need to think differently and create a stronger empathetic relationship with their consumers. It鈥檚 time to understand better, be more proactive and communicate and engage better.

A closer look at segment insights

麻豆原创鈥檚 research looks at how gender, age, business type and turnover determine the variety of attitudes and behaviours customers have towards financial services.

In sync with societal changes where gender plays an increasingly important role in the way products and services are consumed, banks need to rethink their go-to-market strategies. There are marked gender differences in how customers work with their bank. For example, almost one fifth (19%) of females check their account after every transaction (compared to just 14% of males). Females are also almost three times less likely to have moved money from online-only providers to high-street banks (11% of males vs 4% of females).

The emerging call is that of 鈥榞ender relevance鈥� 鈥� an opportunity for banks to relook at their products and messaging to ensure gender relevance and to address different needs and behaviours.

Age too determines banking behaviour as customers look for different financial options and services based on digital and financial maturity. Baby Boomers, those aged 55 and over, are more than twice as likely to switch provider based on sign-up offers and better interest rates compared with Gen Z audience (36% vs 16%). Meanwhile, appetite to adopt digital services paints a different picture. Almost a quarter (24%) of Gen Z have switched their bank in the last year based on digital experiences – while less than one in 10 (9%) of Baby Boomers have done the same.

鈥淭he message from UK banking customers is clear 鈥� providers are failing to deliver the personalised services and support and this is breeding dissatisfaction. The time is now for banks to hit the re-set button and ditch the one-size-fits-all approach to targeting and recognise each segment acts and behaves differently,鈥� explains Anuj Kumar, Industry Strategy and GTM lead for Financial Services at 麻豆原创, UK.

It’s a similar story for SMEs with turnover influencing banking behaviours and engagement. Businesses that turn over between 拢100m and 拢499m are almost twice as likely to be reliant on their bank for support and guidance during the cost-of-living crisis than those that generate between 拢10m and 拢49m each year (61% vs 37%).

Michael Walsh, Head of Financial Services, UK, suggests 鈥淪MEs are key to the growth of the UK and banks need to re-think how they engage with them. Size, experience of the executive, industry and the businesses own growth ambitions are significant factors driving how they use the Financial Services sector. Typically, focus has been on working capital such as financing, lending and overdrafts. With the ever-increasing digitisation of capabilities, banks need to serve SMEs in different ways. Future focus has to be on helping SMEs access new customer bases with a collaborative ecosystem and networks leveraging emerging intelligent platform technologies.鈥�

Seeking personalised education and support

麻豆原创鈥檚 survey also reveals that UK banking customers, whether SMEs or consumers, are calling for greater personalised education and support to offset economic concerns.

On average, 1-in-5 (20%) of consumers call for better and easier access to support, education and digital tools amidst current economic pressures. Age once again plays a key role here with Gen Z (20%), Millennials (23%) and Gen X (20%) calling for their bank to deliver guidance on where to access support when things go wrong. Fewer than one in 10 Baby Boomers make the same demand.

Gender also informs calls for greater education. Females are twice as likely to (21%) ask for their bank to post more online content with tips and advice, compared to males (11%). While both men and women place equal demand on interest rates support and education (16%) and the development of accessible budgeting tools (16%).

Similarly, UK SMEs are equally clear on where banks need to deliver education and support. Over half (53%) of companies that turnover between 拢100m and 拢499m want to be informed on where they can access lending and funding options, while four in 10 (43%) of much smaller companies, generating between 拢100k and 拢999k, would like more communication and advice on where to access support when things go wrong. 麻豆原创鈥檚 survey also finds that over half (60%) of companies sized between 拢50m and 拢499m would like their bank to invest in additional analytics and automation to help drive new insights and streamline their operations.

鈥淐ustomer first is the call of the hour. Banks must accelerate adoption of digital capabilities but in doing so need to ensure that they can communicate enhanced value and experience to the end consumer, both for retail and SME groups. With new technologies, including AI, enabling new ways of doing business, limitations of current architectures can no longer be the excuse to decelerate innovative disruption,鈥� says Walsh .

Kumar concludes: 鈥淚n times of financial strife, it鈥檚 the responsibility of banks to listen and respond to their customers, upgrading their support from both an educational and technology standpoint. Customers demand constant, proactive engagement and reassurance across multiple channels, with content that educates, digital tools that empower smarter financial choices, and advice that鈥檚 readily accessible and on-demand. That鈥檚 the modern banking experience that the UK has come to expect, and financial services must keep up or get left behind particularly in an era that is seeing a growth in alternative banking service providers.鈥�

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Almost every business in the region admit their supply chain needs improving (93%), with 32% saying they need to make significant changes in order to meet the challenges in the year(s) ahead. This is particularly acute for businesses in the Netherlands, where 97% agreed improvement is needed 鈥� followed by 87% in France and 84% in Belgium.

The findings from the report highlights that since the start of the pandemic, supply chain issues have been disastrous for businesses. One in two businesses have been held back by delays in production of goods/delivery of services, rising to almost three quarters (71%) in the healthcare sector, and a lack of raw materials (34%). The knock-on impact of these has been significant 鈥� with a third reporting these issues have led to a decrease in revenues (33%), 31% saying they have been unable to pay employees (31%) or make rental payments (41%); as well as a loss of customers (35%) and damage to their reputation (27%).

Given this outlook, it perhaps comes as little to no surprise that they鈥檙e pessimistic about when the issues will be resolved. Over half (52%) of businesses believe that their current supply chain issues will continue until the end of 2023, with only 1 in 10 predicting that these will be resolved by the end of the summer. Almost a quarter (21%) of businesses believe disruptions will continue until the situation in Ukraine is resolved.

This knock-on impact of this will be felt by consumers. With ever-increasing record inflation figures for many businesses, increasing the price of their products/services isn鈥檛 an option to cover increases in supply chain costs. Instead, staff will bear the brunt of any cost rise, as 63% plan wage/recruitment freezes and 51% plan job cuts, only further exacerbating the challenge of recruiting and retaining staff who may be forced to look at alternative job options.

Business in Europe looking to local and global options

While 61% of European businesses say they think that deglobalization in Europe鈥檚 supply chains would help economic growth 鈥� the feelings are not shared across Europe. Two thirds (66%) of business leaders in France support this statement 鈥� rising to 100% in Belgium, but it has significantly less appetite in The Netherlands (34%).

And while nearly two-thirds are prioritizing home-based supply chains, 100% near-shoring remains unrealistic in today鈥檚 intertwined global world, hence companies need to find the right balance between global and local.

To make this happen, businesses across Europe are calling on the government too for more guidance and support to overcome the supply chain crisis. Half of business leaders (50%) want governments to offer incentives to attract and up-skill people to available jobs and over a third (37%) want increased collaboration with industry 鈥� rising to 50% in France. Forty-two percent think the government should monitor Europe鈥檚 supply chain itself and invest where necessary (increasing to 51% in The Netherlands), while 38% would like increased industrial policy and trade policy that is targeted at overcoming supply challenges.

鈥�Business leaders and Executives are confronted with disruption being the new norm. The ability to respond to any given disruption within a finely tuned supply chain represents a competitive differentiator in the battle for growth, consumer trust and market share鈥�, comments Sascha Kunze, Head of Digital Supply Chain and Industry 4.0, Northern Europe at 麻豆原创. 鈥�Seamless information & data flow across the supply and value chain from product design to planning and handover to manufacturing are crucial. Businesses that invest into Supply Chain 鈥渇itness鈥� will be able to navigate the next chapter of growth鈥�

To overcome potential supply chain crises in 2023, more than 8 in 10 businesses see a need to move on from a 鈥榡ust in time鈥� supply chain model to a 鈥榡ust in case鈥� model. This figure increases to 9 in 10 in France and Belgium.

Elsewhere, findings from the study show that European businesses are exploring various other avenues to improve their supply chains:

• 65% plan to prioritize in country-based supply chain solutions
• 67% plan to adopt new technology to help overcome challenges in the next 1-2 years
• 67% plan to find new environmentally friendly supply chain solutions

鈥�Before the COVID-19 pandemic, the supply chain was taken for granted. It was an intangible part of business operations that just 鈥榳orked.鈥� In fact, logistics as a topic of conversation rarely made headlines and bulletins, certainly less so the dinner table, business meetings and on social media鈥�, concludes Kunze.鈥� With the spotlight firmly fixed on the supply chain, and as this research identifies, businesses across Northern Europe are having to re-think their supply chain policies to build additional resilience to withstand being affected by more acute issues than ever before.鈥�

Customer quotes

Dieter Verlaeckt IT Director at Bru Textiles 鈥�Of course, we also felt the effects of the crisis. Transport was really under pressure, but thanks to our investments in software, we can control, manage and automate our costs and business processes well. That really makes a difference. The study shows that 1 company in 4 does not know how and where to start with sustainability. With us, it was actually the other way around. We rolled out software, based on sustainability considerations.听 Soon we saw how improving the flow of information in our supply chain also opened up numerous opportunities to better plan our inventory and, as a result, provide better customer service.听 By collecting and enriching data, we have a complete overview of our supply chain.鈥�

听

Olivier Kessler-Gay, Managing Director for Western Europe at Pandora: “Our challenge today is to meet the new expectations of a transparent, personalized and omnichannel shopping experience. By fully integrating our value chain, from the design of our jewelry and its manufacture in our workshops, to the supply of our stores, we have eliminated some of the problems faced by other market players. We can thus better anticipate the impact of macroeconomic developments and manage risks. While many uncertainties remain complex to grasp, the knowledge of our customers, the data and the tools at our disposal allow us to improve growth through a much more sophisticated approach and a finer understanding of demand.”

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• Thirty-four percent believe challenges will peak in summer 2023, while twenty one percent see challenges lasting through until Christmas 2023
• Thirty-three percent of the travel workforce say they鈥檙e planning to leave the industry in the next 12 months because of added workload and stress
• Senior leaders know exactly how to address staffing issues, citing top three priorities as:

1. 1. Ensuring an optimised supply chain to ensure a constant availability of resources and equipment (34%)
   2. A greater understanding of why employees leave and how they can retain them (33%)
   3. Better processes to speed up onboarding processes and checks for new hires, particularly for recruiting international talent (32%)

• Over one third (35%) worry they鈥檒l have to allocate budget away from ESG in order to implement positive changes

London, 11 January 2023 鈥� New research released by reveals that the worst is yet to come for the UK鈥檚 travel industry as staffing shortages continue to challenge airlines and rail operators.

In a survey of 401 senior decision makers from within the UK鈥檚 airline and rail operators, fifty-five percent of respondents say staffing challenges will impact customers鈥� 2023 travel plans with thirty-four percent believing it will peak in summer 2023. While, overall, twenty one percent see challenges lasting through until Christmas 2023.

麻豆原创鈥檚 research also reveals that in addition to passenger and travel disruption, staffing shortages are having a profound impact on the industry鈥檚 senior workforce. Thirty-six percent of those surveyed say the added workload and stress will have a negative impact on their mental health. With the same amount admitting they鈥檙e worried they鈥檒l have to take a pay cut if the challenges aren鈥檛 resolved. These pressures are also pushing one third (33%) to think about leaving the industry in the next 12 months.

Leaders clear on the source of the challenges

In recent months, the travel and transport industry has faced numerous staffing shortages, leading to queues, delays and wide-spread disruption. According to the survey, senior travel executives from within airline and rail agree somewhat or strongly that these issues were largely impacted by an inability to forecast supply and demand to keep up with an unexpected surges in passenger numbers (40%); as well as a lack of collaboration or intelligence sharing between the industry and government (40%). For thirty-eight percent, Brexit is the cause, while for thirty-six percent, slow onboarding processes and excessive employee checks are to blame. Almost a quarter (24%) of those questioned say the industry faces irreparable damage and customer loss because of these issues.

Scope to stabilise the industry

The good news is that the industry overwhelmingly realises that it needs to address these shortfalls, with a staggering ninety-six percent of respondents saying their ability to recruit and retain talent needs improvement. 麻豆原创鈥檚 research finds that both airline and rail leaders know exactly what they need to do to stabilise recruitment and source talent. They list their top three priorities as ensuring an optimised supply chain to ensure a constant availability of resources and equipment (34%), building a greater understanding of why employees leave and how they can retain them (33%); and better processes to speed up onboarding and checks for new hires, particularly for recruiting international talent (32%).

Many worry sustainability sacrifices will need to be made

Given the industry disruption over the past few years, it follows that UK travel leaders believe sacrifices will have to be made in order to ensure staffing pressures are relieved. Just a couple of months after COP27, as many as thirty-five percent of respondents state they鈥檒l need to allocate budget away from ESG to address ongoing staffing challenges. This need to refocus budgets is particularly concerning as almost one third (30%) admit they鈥檙e not on track to meet their net-zero target; with almost another third (29%) revealing they鈥檙e still not taking any immediate action to reduce their environmental footprint.

鈥淭ravel providers have seen some significant challenges over the past few years, and many have as a result amended or fundamentally changed their business and operating models. The pandemic, a strong focus on sustainability and changes in customer behaviour underpinned by digital technologies have been accelerating factors in this transformation of the travel sector. There is now tremendous opportunity to reshape the future, especially for those rail and airline leaders who are willing to take definitive actions and utilise technology to make better informed and more predictable decisions,鈥� explains Dominique Kunze, Head of Telco, Media and Service Industries at 麻豆原创.

鈥淲hen we look at the workforce perspective, it鈥檚 encouraging to see that many are clear on why they鈥檝e faced staffing struggles, what they can do to ensure the future health and wellbeing of their staff, and ultimately emerge on top. But they do not need to sacrifice ESG efforts in order to do so. There is a raft of cost-effective, flexible and carbon-friendly technology out there to help them accelerate recruitment and relieve workforce planning pressures. This allows travel providers to focus on what they do best 鈥� helping people get to where they need to be in the most environmentally friendly and cost-efficient way possible.鈥�

About 麻豆原创

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

About the research:

Censuswide surveyed 401 senior decision makers within the travel and transport industry just airline/ rail (Aged 18+) between 03.11.2022 – 11.11.2022.

Censuswide abides by and employs members of the Market Research Society which is based on the ESOMAR principles. Censuswide is a member of the British Polling Council (BPC).

The post UK Travel Staffing Shortages Set To Peak In Summer 2023, But Industry Identifies Path Forward appeared first on 麻豆原创 UK News Center.

London, 10th November 2022 鈥� New research released by 麻豆原创 reveals that despite ongoing cost of living challenges, over half (52%) of UK consumers aged 18-34 are actively looking to shop more from retailers with strong sustainability credentials this Christmas.

Less than a third (30%) of all UK consumers are prioritising sustainable purchases, but two in five (39%) of 18-34-year-olds are even prepared to pay significantly more for a sustainable product or service.

Findings from 麻豆原创 show that growing consumer demand for better sustainability credentials has not taken a backseat during challenging times for consumers. Supply chain issues have been disastrous for organisations in the UK this year and consumer-packaged goods/retail brands are hoping the run up to Christmas will see the traditional spike in retail spending.

Four in ten (40%) UK consumers are prioritising food and drink, when it came to their Christmas spending this year, and more than four in ten (43%) are looking to buy locally sourced products for their Christmas dinner or lunch, this rises to over half (54%) in younger respondents.

Locally sourced food is the most popular sustainability option among UK consumers. Second hand goods were far less popular with only a quarter (27%) saying they would be looking for second-hand or upcycled products as Christmas gifts. Again, young consumers buck the trend as almost half (49%) will be looking to buy second-hand or upcycled products as gifts this Christmas, compared to only 12% of 55+.

Only a third (33%) of all consumers are willing to wait longer if it means they can obtain sustainable products and/ or services. Younger consumers are more patient, with over half (51%) of 18-34-year-olds willing to wait longer for sustainable purchases, compared to 28% of 35-54-year-olds and 24% of 55+.

Despite total spend over the upcoming Black Friday and Cyber Monday weekend likely to decrease from traditional levels, it still presents itself as one of the key calendar events for consumers looking to grab the opportunity to shop discounted products. Over a third (36%) of UK consumers plan to shop more online this Christmas, signalling a need for retailers to review their online assets to ensure a fast, seamless, and personalised experience during this year鈥檚 major shopping weekend:

• Younger generations are more in favour of online shopping, with 46% of 18-34-year-olds planning to do all of their shopping online.
• Almost half (45%) said that they plan to shop equally between online and in-store
• For those shopping more online, convenience was the main reason for this (56%). Other factors included avoiding the crowds (47%), better prices and offers (40%), saving money on travel expenses (24%), wanting to avoid COVID-19 or other illnesses (17%).

鈥淏rands have come a long way towards putting purpose first and empowering the consumer to make sustainable decisions in their everyday lives. It was a priority for most CPG and retail brands towards the end of last year, in response to rising consumer demand, and this research reiterates just how front of mind sustainability must be, particularly to younger consumers, despite ongoing cost of living issues,鈥� comments , Vice President, Strategic Customer Program and Consumer Industry Group, 麻豆原创 UK&I.

鈥淐hristmas is fast approaching, which will hopefully provide some much-needed festive cheer for consumers and brands alike. Our research showed that while consumers need to be watchful of their spending, over a quarter (26%) felt that advertising in the holiday period had become melancholier since the start of the COVID-19 pandemic. Two thirds (65%) believed that Christmas adverts should be jollier, in spite of the current economic climate. There鈥檚 still much to look forward to during the holiday season.鈥�

Goutam concludes, 鈥淭o continue to attract customers, retailers and consumer goods organisations need to focus their efforts in three key directions 鈥� providing unrivalled customer experience, maintaining high sustainability credentials, and ensuring resilient value chains. As we all navigate the rocky path ahead, there is still hope that consumers and retail and CPG brands can have a good end to 2022.鈥�

About 麻豆原创

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

The post Young Consumers Dream Of A Green Christmas: 18-34-Year-Olds Prepared To Pay More For Sustainable Products/Services Despite Cost-Of-Living Challenges appeared first on 麻豆原创 UK News Center.