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

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26 February 2026, London, UK: Six in ten UK businesses (60%) say their employees have not completed comprehensive AI training, despite AI investment set to rise by 40% over the next two years, according to research from (NYSE:麻豆原创).

, produced in partnership Oxford Economics, finds that while the average UK business is already generating around 拢2.7 million in returns from AI, many organisations are not equipping employees with the skills, confidence and guidance needed to use the technology responsibly.

The gap in training may be fuelling the rise of so-called shadow AI, with 68% of organisations reporting that staff use unapproved AI tools at least occasionally as part of their day-to-day work. While seven-in-ten businesses have begun reskilling or upskilling staff to help close the emerging AI skills gap, progress is falling behind current rates of adoption.

Katie King, Published Author & CEO of AI in Business said 鈥淪hadow AI isn鈥檛 a sign of resistance, but a sign of enthusiasm. Employees are hungry to use these tools, but this eagerness is seeing some move faster than their organisations can support them. This energy is a huge opportunity for UK businesses, if it鈥檚 guided in the right way. The answer isn鈥檛 to damper this enthusiasm and the solution is reasonably simple. Give people access to approved tools, clear guardrails, and role-specific training. When staff understand how to use AI responsibly, it becomes a source of innovation and confidence rather than risk.鈥�

鈥淎I has become a part of our every working day, and it has to be used responsibly,鈥� said Jon Curtis, Financial Systems Manager at Aspen Pumps. 鈥淲e built a generative AI tool that sorts through hundreds of emails each day, from warranty claims to price enquiries, and flags what needs a human response. It鈥檚 saving huge amounts of time while keeping customers happy. But we鈥檙e also clear with our teams about using the right tools and keeping data secure. We train people to use approved corporate systems, so they get the benefits of AI safely and confidently.鈥�

AI is shifting from the experimentation phase to becoming a tool to drive growth, competitiveness and resilience in organisations. Yet while leaders believe AI can deliver returns faster than other technologies, the report finds just 7% of organisations have adopted an enterprise-wide AI strategy. Without a long-term, robust strategy bringing together data, people, governance and partners, businesses risk missing out on the full value of the technology.

Leila Romane, Managing Director, 麻豆原创 UK&I, said 鈥淎I is fast becoming a key driver of growth for UK businesses. When organisations make the technology part of their long-term strategy, they can innovate faster, scale with confidence and compete globally. It鈥檚 essential to get data foundations right, while giving employees the training, tools and space to experiment safely. That鈥檚 how businesses create a culture of responsible AI adoption from day one. The UK already has the talent, research and entrepreneurial spirit needed to lead in AI. The question now is whether businesses will take a strategic approach and turn this potential into future growth.鈥�

Read the full report here:

Methodology

麻豆原创 commissioned Oxford Economics, an independent research services provider, to script and host an online quantitative survey of respondents fielded between July and August 2025.

The research is based on a representative sample of global businesses. The sample comprised of 1,600 senior executives across eight global markets, including 200 respondents from the United Kingdom. The sample was evenly distributed between midmarket organisations (500 鈥� 1,500 employees) and enterprises (1,500 or more). Respondents were qualified to ensure they were at least director level and above.

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�.

Media Contacts:

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

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

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This major transformation is a cornerstone of Amey鈥檚 strategy to modernise its 麻豆原创 landscape and build a more agile, data-driven, and intelligent enterprise. By adopting 麻豆原创 S/4HANA, Amey has laid the foundation for a cloud-first, future-ready technology environment that improves efficiency across finance, procurement, and supply chain operations, while unlocking the benefits of AI-powered business processes.

The transformation arrives at a critical time, as Amey continues to deliver essential infrastructure services across the UK – including transportation networks, utilities, and public services. With 麻豆原创 S/4HANA at its core, Amey can optimise resource planning, enhance project execution, and harness data-driven insights to support sustainable, cost-effective service delivery.

Partnering for Success

Amey selected NTT DATA Business Solutions for its proven track record in 麻豆原创 transformations and its ability to deliver large-scale projects with minimal disruption. Using its specialised 麻豆原创 S/4HANA Technical Conversion Centre of Excellence, NTT DATA employed a factory-driven methodology built on automation, standardisation, and pre-configured solutions. This approach reduced both cost and complexity, accelerating Amey鈥檚 journey to the cloud and ensuring a smooth transition with minimal downtime.

De-risking with Advanced Testing

To further reduce risk, Amey also deployed Tricentis test automation tools alongside the migration. This advanced testing framework validated critical processes at speed, ensuring that the new S/4HANA environment met stringent performance and security requirements while maintaining business continuity throughout the transition.

Delivering Immediate Value

Beyond the technical migration, Amey鈥檚 programme also delivered immediate business improvements. A data cleaning initiative removed more than 100 redundant company codes using Natuvion solutions, resulting in a leaner, more cost-efficient S/4HANA environment. This not only improved system performance but also lowered ongoing infrastructure costs.

Innovation was also central to the programme. Amey and NTT DATA Business Solutions successfully piloted the use of Generative AI to support safer highways, demonstrating how the new 麻豆原创 platform can serve as a foundation for digital innovation as well as operational excellence.

Looking ahead, Amey and NTT DATA Business Solutions are co-developing a long-term transformation roadmap. This outcome-driven strategy includes the adoption of 麻豆原创 Fiori, enhanced Accounts Receivable processes, Business Data Cloud, sustainability management tools, and Green Ledger capabilities. The roadmap ensures Amey鈥檚 investment continues to deliver measurable value aligned with its strategic goals for efficiency, resilience, and sustainability.

Simon Pennington, CTO – 麻豆原创, Automation & Cloud Business Suite, Amey, said: 鈥淎mey is committed to embracing the latest 麻豆原创 technology to drive efficiency and innovation across our operations. Moving to 麻豆原创 Cloud ERP is a critical part of our strategy to become a more agile and intelligent enterprise. With NTT DATA Business Solutions as our trusted partner, we achieved a seamless transition on time and under budget. This programme provides the foundation for improved service delivery and strengthens our position as a leader in the infrastructure sector.鈥�

Andy Richards, Chief Digital Information Officer (CDIO), Amey, commented: 鈥淚n NTT DATA we have found a partner for the journey ahead – to advise, guide, and implement our 麻豆原创 strategy. Their expertise and collaborative approach give us the confidence that we can continue to evolve our 麻豆原创 landscape to meet both today鈥檚 needs and tomorrow鈥檚 ambitions.鈥�

Ben Foster, Sales Director, NTT DATA Business Solutions, added: 鈥淲e are proud to have partnered with Amey on this important transformation. Our 麻豆原创 S/4HANA Technical Conversion Centre of Excellence delivers a proven, low-risk approach that accelerates cloud adoption. The project鈥檚 success reflects the strength of this model. Together with Amey, we have built a foundation for innovation, sustainability, and operational excellence.鈥�

###

About Amey

We are a leading provider of full life-cycle engineering, operations and decarbonisation solutions, for transport infrastructure and complex facilities. Our purpose is to deliver sustainable infrastructure solutions, enhancing life, protecting our shared future. We combine exceptional expertise in Consulting & Design, Advisory & Analytics, Transport Infrastructure and Complex Facilities to design, manage, and maintain clients鈥� assets throughout their lifetime. Our leading data and analytics capability enables us to create transformative solutions that strengthen resilience and drive sustainable improvements.

About NTT DATA Business Solutions

is a leading global IT service provider focused on 麻豆原创 with a powerful ecosystem of partners. With more than 35 years of in-depth experience, we enable companies worldwide to become Intelligent Enterprises. We deliver end-to-end solutions that accelerate sustainable growth and success 鈥� from strategic consulting and implementation to managed services and beyond. As a global strategic 麻豆原创 partner, we drive innovation and leverage the latest technologies to support our customers individually and across all industries. Our more than 18,500 dedicated employees in over 30 countries work passionately every day to make it happen.

NTT DATA Business Solutions is part of NTT DATA, a $30+ billion trusted global innovator of business and technology services headquartered in Tokyo. As One NTT DATA we serve 75% of the Fortune Global 100 and are committed to helping customers innovate, optimize, and transform for long-term success. NTT DATA is part of NTT Group.

About 麻豆原创鈥�听

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

The post Amey Strengthens Infrastructure for the Future with 麻豆原创 Cloud ERP Transformation and NTT DATA Business Solutions. appeared first on 麻豆原创 UK News Center.

The first of three upgrades, this one involved more than 50,000 employees and was completed in under 20 hours. Supported by a standardised technology landscape that enabled minimal downtime, this smooth transition to 麻豆原创 S/4HANA Cloud Private Edition sets a new benchmark for digital transformation in the fast-moving consumer goods (FMCG) industry.

A long-time 麻豆原创 customer, Nestl茅 since 2000 has used 麻豆原创 software as its single unified system to manage its global operations and moved to the cloud in 2022. The upgrade to 麻豆原创 S/4HANA Cloud Private Edition is a strategic leap in its transformation journey to future-proof the company as consumer expectations evolve and new technologies reshape the marketplace.

鈥淲e are building a future-ready enterprise鈥攐ne that works smarter and faster,鈥� said Chris Wright, Nestl茅鈥檚 head of IT and CIO. 鈥淗aving a common ERP system as our backbone is already a tremendous advantage for Nestl茅. It provides a unified platform and data foundation that allows us to execute end to end across the value chain and have visibility across the entire company and beyond. With the upgrade, we gain new capabilities and insights that will help scale new products faster globally to meet the needs of our customers and consumers, and with AI and automation at scale, we鈥檒l drive efficiency and effectiveness across our value chain.鈥�

With a portfolio that includes global icons such as Nescaf茅, Kit Kat and Maggi, Nestl茅 chose to upgrade to 麻豆原创 S/4HANA Cloud Private Edition to accelerate the rollout of new products and innovations across the group. The upgrade also supports it in making data-driven insights and improving processes to drive efficiency and effectiveness across the company鈥檚 business operations to better serve consumers worldwide who rely on its products every day.

鈥淣estl茅鈥檚 successful go-live of 麻豆原创 S/4HANA Cloud Private Edition showcases how scale can be a strategic advantage for innovation,鈥� said Thomas Saueressig, member of the Executive Board of 麻豆原创 SE, Customer Services & Delivery. 鈥淎s one of the world鈥檚 most recognisable and forward-thinking companies, Nestl茅 exemplifies how cutting-edge technology empowers global brands to anticipate consumer trends, optimise operations and deliver exceptional experiences at scale.鈥�

The upgrade also provides a robust digital core ready for AI and automation at scale across the company鈥檚 value chain, enabling Nestl茅 to gain real-time data insights for smarter decision-making. By harnessing AI and the Joule copilot at scale across its operations, value chain and product portfolio, Nestl茅 can personalise consumer engagement and optimise operations with greater agility. This helps ensure it remains responsive to evolving consumer expectations and lays the foundation for a truly omnichannel experience.

Media Contacts:

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

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

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 2025 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see听听for additional trademark information and notices.

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22 October 2025, London, UK: UK businesses, on average, are spending 拢15.94 million[1] on AI this year, with companies expected to increase their AI investments by an average of 40% in the next two years, according to new research from 麻豆原创 SE (NYSE: 麻豆原创).

The study, The Value of AI in the UK: Growth, people & data, produced with Oxford Economics, shows the average UK business is already realising significant returns of 17% (拢2.7m), from AI investments, with ROI forecast to almost double to 32% (拢7.5m) by 2027.听听

Over three-quarters (78%) of UK executives believe AI will achieve a positive return within one to three years, and more than half (52%) say it delivers returns faster than any other technology.听

Some of those returns are forecast to come from agentic AI. The average UK business expects ROI of 11% from intelligent agents within two years, equivalent to 拢2.7 million. These systems are designed to work across functions, for example linking finance, supply chain, and workforce planning.

Fragmented adoption undermines potential听

Despite this momentum, most AI programmes remain fragmented.听听

• 42% of UK businesses describe their investment as piecemeal听听

• 37% describe their investment as being department led听

• And 15% describe their investment as ad hoc听

• Only 7% are pursuing AI through a strategic, enterprise-wide plan听

• This gap may be why 70% of UK businesses say they are unsure whether AI is delivering its full potential.听

鈥淯K businesses have the ambition, talent, and data to lead in AI, although too many are still treating it as a 鈥榯echnology project鈥� rather than a holistic business transformation,鈥� said Leila Romane, Managing Director, 麻豆原创 UK & Ireland. 鈥淭he real opportunity is to use AI to reimagine how companies operate, how people work, and how value is created for customers. When UK organisations take that broader, strategic approach to adopting the technology and embedding it throughout their business, the results will become tangible. We鈥檒l see faster innovation and stronger growth, which can only mean a more competitive economy.鈥�听

Shadow AI highlights the people gap听

Employees are enthusiastic adopters of the technology but 68% of organisations say their staff use unapproved AI tools – known as 鈥榮hadow AI鈥� – at least occasionally. Almost half (44%) of businesses have already seen data or IP exposure and 43% report security vulnerabilities as a result of shadow AI.听

This comes as 60% of companies admit staff have not completed comprehensive AI training, potentially leaving employees eager but ill-equipped to use AI responsibly. While 71% are beginning to reskill or upskill staff, progress remains inconsistent.听

鈥淎I investment must go hand in hand with people investment,鈥� added Leila Romane, Managing Director, 麻豆原创 UK & Ireland. 鈥淩ight now, employees are running ahead of their organisations, using AI tools because they see the opportunity, although they are not always aware of the risks involved. If we give them the training, sanctioned tools, and create safe opportunities for experimentation, that energy can become a real driver of transformation and growth.鈥澨�听

Marc Bourde, EMEA 麻豆原创 Alliance Leader at PwC UK鈥痵aid, 鈥淥rganisations need to create psychological safety around AI experimentation. Employees need to feel comfortable asking questions, reporting issues, and even making mistakes as they learn. The companies that will thrive are those that can balance innovation with governance, encouraging exploration while maintaining appropriate controls and ethical standards.”听听

UK businesses are already seeing value听

There are encouraging signs of UK businesses starting to realise value from AI, with 36% of UK businesses reporting significant improvement in decision-making, 34% in customer engagement, and 31% in time to value. These outcomes matter in a service-led economy, where knowledge and customer relationships drive growth.听

However, unless investment in AI is matched by clear strategy, strong data foundations and the right skills, there is a risk that enthusiasm will not turn into productivity growth to ensure the UK remains competitive.听

鈥淭oo often, AI adoption looks more like filling a shopping basket with tools, rather than building a strategy,鈥� said Katie King, Published Author & CEO of AI in Business. 鈥淭he companies seeing real value are the ones that are linking data, applications, and intelligence into one system. In marketing and sales, that means building end-to-end use cases rather than isolated experiments and connecting customer insight to delivery and results. Moving fast is important, but it must be strategic. The businesses doing this are already turning AI from a cost line into a genuine source of competitive advantage.鈥�听

Read the full report here:

Methodology听

麻豆原创 commissioned Oxford Economics, an independent research services provider, to script and host an online quantitative survey of respondents fielded between July and August 2025.听

The research is based on a representative sample of global businesses. The sample comprised of 1,600 senior executives across eight global markets, including 200 respondents from the United Kingdom. The sample was evenly distributed between midmarket organisations (500 鈥� 1,500 employees) and enterprises (1,500 or more). Respondents were qualified to ensure they were at least director level and above.听

[1]听Respondents were asked to provide financial estimates in USD. GBP figures are based on an exchange rate of 0.7381, using the Bank of England rate as of 1st September 2025.听

听

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The global rollout of the On-Site model reflects 麻豆原创鈥檚 commitment to providing flexible sovereignty models that meet the diverse regulatory and operational needs of governments, enterprises, and regulated sectors. Customers can now choose from a range of deployment options that align with their sovereignty requirements, including 麻豆原创-hosted, customer-site, and hyperscaler-based models.

鈥淥rganizations around the world are seeking greater control over their digital environments,鈥� said Thomas Saueressig, Member of the Executive Board of 麻豆原创 SE, Customer Services & Delivery. 鈥淲ith Sovereign Cloud On-Site, 麻豆原创 empowers customers to define their own sovereignty boundaries while leveraging our global infrastructure expertise and partnerships.鈥�

麻豆原创鈥檚 Sovereign Cloud initiative is designed as a full-stack framework that enables secure, compliant, and self-determined digital operations. Rather than relying on a single infrastructure model, 麻豆原创 offers a spectrum of deployment choices so customers can operate securely, autonomously, and in full compliance with local regulations.

The offering is anchored in four core capabilities:

• Data Sovereignty 鈥� Customers retain ownership and control of sensitive data, in full compliance with local regulations
• Operational Sovereignty 鈥� Customers manage their environments with 麻豆原创 resources, with full transparency and oversight
• Technical Sovereignty 鈥� Customers can run 麻豆原创 workloads on the deployment option that best meets their needs
• Legal Sovereignty 鈥� Customers benefit from an offering that aligns with a variety of regional legal frameworks and complies with public-sector and regulated industry standards of accountability

鈥淲ith 麻豆原创 Sovereign Cloud On-Site, we are redefining what sovereignty means for our customers,鈥� said Martin Merz, President 麻豆原创 Sovereign Cloud. 鈥淏y placing 麻豆原创-managed infrastructure directly within customers鈥� own facilities, we offer unmatched control, compliance, and operational assurance without compromising innovation.鈥�

With 麻豆原创 Sovereign Cloud, customers not only gain infrastructure control but also unlock the full potential of cloud solutions from 麻豆原创. The offering enables organizations to run their 麻豆原创 Business Suite in sovereign environments while benefiting from continuous innovation cycles, including 麻豆原创 Business Technology Platform (麻豆原创 BTP) and embedded 麻豆原创 Business AI capabilities. This helps ensure that customers can innovate more securely and locally without compromising on the pace or depth of transformation.

Toll听Group extends sovereign innovation across its business to drive real outcomes for the Australian Defence Force

Toll听Group is one of the world鈥檚 leading transport, logistics, and supply chain companies, and a top 20 contractor to the Australian Defence Force (ADF).

Using 麻豆原创 Sovereign Cloud Capabilities,听Toll 4PL Supply Market Place was developed to streamline Defence鈥檚 procurement of low risk, commercial off-the-shelf (COTS) products through an extensive supplier network and e-commerce platform. , Through its 4PL model, Toll provides an efficient, customer compliant and user-friendly solution to procure Commonwealth commodities. The solution uses 麻豆原创 S/4HANA Cloud, 麻豆原创 Business Network, and 麻豆原创 Commerce Cloud to securely bring together cataloguing, purchasing, and vendor management in a central portal, ensuring a secure, sovereign process for ADF members to simply get the supplies they need.

鈥淏eing trusted by government and highly regulated customers like the Australian Defence Force requires the very highest levels of performance, value, and 鈥� most importantly 鈥� security,鈥� said Perry Singh, President of Government and Defence,听Toll听Group. 鈥淏y extending 麻豆原创 Sovereign Cloud Capabilities across our IT ecosystem, we鈥檙e able to accelerate security assessments and compliance, provide heightened cybersecurity capabilities, and provide the confidence to navigate an ever-changing threat landscape.鈥�

Visit the听. Get 麻豆原创 news via听 and .

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�.

# # #

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 2025 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 麻豆原创 Expands Full-Stack Sovereign Cloud Capabilities with On-Site Deployment Model appeared first on 麻豆原创 UK News Center.

This article examines the current state of digitalisation in procurement, the direction of travel, and key themes that will help businesses meet their digitalisation goals.

Current & Future鈥疍igitalisation in Procurement鈥��

The PwC survey highlights widespread adoption of digital procurement tools, with 92% of respondents using source-to-contract (S2C) solutions and 96% using procure-to-pay (P2P) systems. Despite this, procurement teams aim to increase digitalisation to nearly 70% for both transactional and strategic processes by 2027.

To achieve this, teams are shifting focus to invest in cohesive digital ecosystems incorporating the “plan-to-strategise” phase of procurement. The digital transition for strategic activities requires leveraging data and analytics capabilities to derive actionable insights that guide procurement strategies. This will play a crucial role, with survey respondents ranking data and analytics as the top priority area for digital investment.

The Critical Components for Enabling Higher Levels of Digitalisation

The success of procurement digitisation projects is contingent on solutions meeting team needs and adopting an efficient implementation approach. A PwC Director and expert in Procurement Digital Transformation outlined three critical areas to enable higher levels of digitalisation:

1. The 鈥淒eployment鈥� Process:鈥�

• Deploying digital solutions has historically been time-consuming and resource-intensive, often leading to incomplete implementations. To accelerate time-to-value, there is a shift toward process-based improvements rather than custom builds.
• Next generation solutions like 麻豆原创 Spend Control Tower and 麻豆原创 Category Management move away from traditional deployment models, moving to function based improvements to adopt revised operating models, requiring less 鈥渂uild鈥� and more focus on process configuration.

2. 鈥淎utomation鈥�:鈥���

• Automation is a key driver of procurement efficiency. The PwC survey found that 70% of respondents view efficiency gains as the primary reason for digital transformation. Advances in AI have significantly enhanced automation capabilities and are now an essential component in the digital procurement landscape, allowing procurement teams to focus their time on strategic activities.
• AI technologies such as data enrichment, generative AI for market intelligence, and curated data from sources like Beroe are transforming procurement. 麻豆原创鈥檚 Triple Crown approach integrates these capabilities to streamline category strategy creation and execution through automated sourcing channels.

3. 鈥淯ser Adoption鈥�:鈥��

• User adoption, driven by user experience, is critical for successful digital transformation. A seamless user experience extends beyond intuitive interfaces to providing a platform that enables efficient and accurate task execution.
• Integrating automation capabilities, offering easily accessible analytics for insights, and creating a cohesive digital ecosystem to eliminate the need to switch between solutions are essential for streamlining tasks and enhancing user experience.
• 麻豆原创鈥檚 Business Data Cloud is the backbone for the use and creation of 鈥渁gents鈥� to evolve automation and UX to the next level. 麻豆原创鈥檚 co-pilot Joule is integrated across all of 麻豆原创 solutions, allowing Users to articulate what they want to achieve, and the system then executes the desired outcome. 麻豆原创鈥檚 Intake Management solution enhances this further by allowing users interacting with multiple systems鈥痶o be guided through a single pane of glass.

In summary,鈥痬odern procurement is evolving toward becoming a best-in-class function driven by advanced technologies.鈥疊y leveraging AI, data analytics, and automation, procurement teams can鈥痷se 鈥渁gents鈥� that facilitate the desired outcome. The phrase 鈥淭he best UX is no UX鈥� is (finally) coming to life!

The post How Can CPOs Lead the Charge? Part 3: Navigating Procurement鈥檚 Digital Journey听 appeared first on 麻豆原创 UK News Center.

In this volatile environment, the emphasis is shifting from mere cost reduction to maintaining and optimising current cost structures. This approach necessitates a profound understanding of procurement blind spots and areas ripe for optimisation. The PwC Survey highlights data analytics as a significant investment priority (33% cited it as a top priority), yet many organisations struggle to fully exploit their data, affecting spend visibility, savings reporting, risk and opportunity management as well as KPI oversight.

This is where methodologies such as 麻豆原创鈥檚 鈥淭riple Crown鈥� of Strategic Procurement approach鈥攅ncompassing insights, planning, and execution鈥攑roposes a framework for managers focused on cost control:

• Start with Insights: With the advent of Data Cloud technology which utilises a vast Procurement data lake, businesses can adopt Spend Control Tower dashboards to identify procurement blind spots involving compliance, sustainability, supplier fragmentation, tail spend, payment terms, and sourcing risks. Insight examples include high levels of off-contract spending, fragmented supply bases, emissions and diversity risks and inconsistent payment terms.
• Plan Strategic Actions: Procurement teams can then leverage these insights and delve deeper into category spend and supplier analysis using tools such as 麻豆原创 Ariba Category Management, augmented by AI-driven data intelligence insights. Set goals, select value levers, and employ this data (through integration of curated data and Gen-AI recommendations) to vet strategic options. Then Document action plans and establish KPIs targeting cost optimisation鈥攅.g., consolidating demand, leveraging RFQs and e-auctions to challenge suppliers, renegotiating contracts, and potentially terminating underperforming supplier relationships.
• Execute with Precision: Finally, teams can initiate strategic sourcing events directly from category plans, updating sourcing tools with objectives and baseline data. Execute sourcing projects in alignment with category strategies using traditional RFX and auction capability as well as extending further into categories requiring complex sourcing execution and sourcing optimisation engines. Post-event, automatically incorporate negotiated savings into category plans, tracking progress and goal fulfillment within Category Management tools.

In summary, today’s economic challenges necessitate a nuanced approach to cost control, emphasising a desperate need for data-driven insights and strategic execution through greater automation. A focus on maintaining cost levels and optimising existing structures provides a resilient path forward, with new approaches such as 麻豆原创鈥檚 Triple Crown methodology offering a closed loop to achieve these objectives across all spend.

The post How Can CPOs Lead the Charge? Part 2: Mastering Cost Control with 麻豆原创鈥檚 Triple Crown of Procurement appeared first on 麻豆原创 UK News Center.

According to PwC鈥檚 February 2024 Digital Procurement Survey, which included 1,000 companies across 60 countries, procurement departments are prioritising:

1. Cost Control
2. Digital Transformation
3. Strategic Sourcing

1. Cost Control

Nearly two-thirds (65%) of procurement executives cite cost control as their primary focus. Despite inflation and interest rates decreasing in 2024, the impact on margins persists, necessitating proactive strategies for cost savings and efficient working capital management.

2. Digital Transformation

Digital transformation is a key focus for 46% of survey participants. While most procurement teams have already implemented foundational digital solutions such as Source-to-Contract (S2C) and Procure-to-Pay (P2P) systems, there is a clear ambition to extend digital capabilities beyond the traditional Source-to-Pay domain. Data and automation through AI is top of mind.

3. Strategic Sourcing

Strategic sourcing remains a top priority for 36% of respondents, vital for cost efficiency and value creation. Enhanced sourcing capabilities enable procurement departments to improve performance and manage risks effectively. Especially when looking at intelligent sourcing automation for unmanaged spend areas that go beyond traditional RFX/auctions.

Integrated Approach for CPOs

Looking at the top three priorities, it seems not much has changed during the past years. However, the challenge lies in the fact that CPOs need to address and execute on their priorities simultaneously and synergistically. This can take place by leveraging procurement technology that integrates data insights, strategic planning, and execution tools.

An example of this approach is outlined below:

1. Start with Insights

• With Data Analytics listed as the biggest area of investment for Procurement, the ability to aggregate and analyse spend data across categories, suppliers, and geographies allowing the business to identify opportunities for cost savings, sustainability, supply base optimisation, and risk mitigation is a strategic imperative.

2. Plan Strategic Actions

• Based on insights from intelligent analytics, the CPO, in collaboration with category managers, develops category strategies. Plans may involve consolidating suppliers, negotiating volume-based discounts, and selecting suppliers aligned with sustainability standards.
• AI-assisted category segmentation, cost analysis, and supply market intelligence enhance and accelerate planning.

3. Execute with Precision

• Organisations use e-sourcing tools to conduct competitive sourcing events across multiple sourcing channels to action the strategy.
• Interconnected process ensures the strategy is updated with negotiated savings.

麻豆原创鈥檚 Triple Crown

麻豆原创鈥檚 Triple Crown combines spend analytics insights with planning in category management and enables strategic sourcing execution across multiple channels. This integrated approach helps CPOs address their priorities effectively by leveraging best-of-suite and best-of-breed technologies infused with AI automation, to help procurement teams achieve greater efficiency, compliance, and strategic value.

To dive deeper into how 麻豆原创鈥檚 Triple Crown can tackle challenges around visibility and insights, stay tuned for upcoming posts detailing this innovative approach.

The post How Can CPOs Lead the Charge? Key Procurement Priorities and 麻豆原创鈥檚 Triple Crown for a New Way Forward appeared first on 麻豆原创 UK News Center.

4 February – London, UK: 麻豆原创 today launches its Supercharging Growth with AI in the UK – a Pathway for High-Growth Businesses report, which considers the scale-up opportunities and challenges facing UK businesses in 2025.

Published as the UK accelerates efforts to position itself as a hub for global innovation and enterprise growth, 麻豆原创鈥檚 report shows that as many as 8-in-10 businesses are prioritising growth over improving customer experiences. In addition, over a third (37%) have suggested that they will be turning to technology to help them manage their spending and increase automation across their businesses.

Spotlighting the value of AI

AI is a recurring theme throughout 麻豆原创鈥檚 report as UK high-growth businesses indicate that it is critical to long-term growth, with data highlighting:

路 92% rank the adoption of standard AI applications as a high or medium priority in the next 12 months

路 A similar number (91%) are actively exploring the use of emerging applications like generative AI

路 39% are prioritising AI-led business automation this year

路 1-in-2 are actively investing in advanced analytics to refine their decision-making capabilities

The UK鈥檚 high-growth organisations have also highlighted AI鈥檚 role in addressing macro-barriers to growth, like supply chain issues. As many as 91% see closing supply chain gaps as a pressing priority and 39% rank supply chain disruptions as one of the top three business challenges in 2025. To that end, more than 1-in-3 (37%) are turning to AI and automation to help them weather economic uncertainty and build supply chain resilience.

“AI is revolutionising the renewable energy sector, driving smarter decisions and operational efficiency to support growth and resilience,” said Simon Duckett, Chief Digital Officer at Sonnedix, a global renewable energy producer and 麻豆原创 customer. “In a rapidly evolving market, AI’s predictive models and advanced analytics help us strengthen our supply chain, adapt to economic uncertainty, and seize new opportunities. By combining cutting-edge technology with human innovation, AI ensures we remain agile and prepared to scale and adapt to change sustainably.鈥�

Digital immaturity remains a barrier to growth

But digital immaturity, in terms of talent, data and infrastructure readiness, continues to hold back successful AI implementation and opportunities for growth.

麻豆原创鈥檚 report shows that legacy technology was cited by 27% of UK high-growth organisations as a key barrier to scale, underscoring the difficulty of integrating cutting-edge solutions into outdated systems. Talent gaps further amplify the problem, with more than one third (34%) struggling to attract and retain professionals with the expertise needed to harness AI effectively. That鈥檚 why 40% now prioritise skills development as a cornerstone of their growth strategy.

Data continues to be highlighted as a key growth obstacle. As many as 1-in-3 indicate that insufficient datasets are hindering AI model training, while 34% point to poor data and limited planning tools as significant barriers to progress.

“Addressing barriers to growth, like digital immaturity, must be a priority for the UK鈥檚 high-growth organisations if they wish to reach their potential,鈥� said Wesley Doyle, Head of New Business, Corporate, 麻豆原创 UKI. 鈥淎s our report shows, many have identified AI as the key that unlocks business agility, resilience and efficiency, and enables innovation at scale. As we look ahead to 2025 and beyond, organisations that make bold moves in AI will position themselves to flourish in today鈥檚 data-driven economy and lead the way in shaping the UK鈥檚 growth agenda.”

Read the report here:

ENDS

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鈥痺ww.sap.com.

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