Name: From Disjointed Systems to a Unified Experience: The New Supply Chain Imperative
Uploaded: 2026-04-14T16:16:11.608Z
Duration: 1 h 12 s
Description: From Disjointed Systems to a Unified Experience: The New Supply Chain Imperative

Transcript for "From Disjointed Systems to a Unified Experience: The New Supply Chain Imperative": Hello, everyone. Thank you for joining our webinar today, From Disjointed Systems to Unified Experience, The New Supply Chain Imperative. Vijay and I want to really thank you for spending the time with us today to go through this. One thing that we wanted to really make sure we did throughout the next forty five minutes to fifty minutes was to really give you a very, very practical or pragmatic view about how to really think about getting systems and really thinking about applying technology in regards to improving your supply chain, but really in in a different way than than maybe you have currently thought about before. It really is with this idea of a process centric viewpoint. Being a prop Appian being the process being the process company, we've worked with with hundreds and if not thousands of organizations as they're trying been trying to take a look at trying to streamline and improve their overall business process. Now typically, we could start this conversation by saying like, yes, digital supply chains are at the forefront of organizations. But we've been saying that for a number of years now. As well as then, we've always been trying to take a look at the myriad of technologies that organizations are looking at trying to use. Here's examples from APQC's recent, survey from the start of this year and really what has changed. It's about driving efficiency, trying to take a look at managing inventory and costs all the way through to trying to grow revenue. The technology mix is what we've been seeing over the last couple of years, but there is something new happening in the in the industry, and there are some changes. What is that? A greater degree of focus around the correlation between investment and return, the idea that technology has to have a value. One of the things as we take a look over the years is the an example here is from McKinsey, is that that correlation hasn't really happened. When you think about the the the millions and trillions of dollars that have this have been invested in technology, they haven't really responded in regards to the the the the level of productivity and process improvement that organizations have really hoped for, especially in those areas that we've highlighted below that very, very, very, very specific to and have very strong focus around supply chain, order to cash, order management, and like power utilities, manufacturing resources, transportation, life sciences. The reason for this is that what we've been doing over the last ten, fifteen, twenty, thirty years has been constantly layering more and more technologies on top of each other. As compared to looking at what is it that really is going to drive that unique value. Now we are all hearing about the great promise of AI, but the early consensus is that right now, the story is no different from what we just recently saw. Their value gaps exist. And the ability of trying to see where value is coming from as you're looking at these technologies, everywhere from BCG is the idea is the inability of putting these project in place and then seeing it seeing them scale. All the way through to PwC and their recent CEO survey, they just came out, like, earlier in 2026, is the idea is that the benefits are not being realized, not only from a cost management perspective, but also some of those greater promises of increased revenue. And this also is then being seen in some of the recent Gartner surveys that have shown that supply chain organizations are not being able to realize the benefits from scaling their AI projects. So one of the things we can do is we can go listen to the pundits and say, what is it that it takes to really drive value from technology as we look across the supply chain organization. Rather, what I mean by pragmatic approach is let's hear from customers. Let's talk about what clients that we're working with, what are they seeing, and how are they approaching it. So here's three examples that I just wanna bring to bear. The first of which is a very, very large, about $20,000,000,000, like, in in manufacture of medical equipment, medical devices, a key element of their focus around what they were trying to look at in in organizing their supply chain was really trying to take a look at not only order orders coming in, they focused a lot on disposables. So an order would come in, whether it be from hospitals or health care organizations. And then, basically, they had to get a very quick turnaround time for it to go out into market. And, therefore, they because it was dealing in medical, it needed to be insured compliance, and everything needs to be tracked and within policy. What they take a look at is the orders were coming in via email and how could I take these these digital documents, how can I streamline it across my 17 different systems so that I can really get to that point of straight through processing without having to redo everything on the back end? So they worked with Appian to take a look at using intelligent document processing and AI to extract the information to ensure then that information was then dynamically updated across the different systems, including a back end system focused around SAP. So that they could drive while the slide here says 95% automation, they've now gone to the perspective where they're almost at a 100%, where they can get almost get through 100% straight through order processing of the orders. Now what did that translate into? It was the translated into the ideas that their teams not as about a resource reduction, but allowing those organizations to now those those team members to focus on higher value work where they've to the point now where they're seeing a 10% increase in revenue support without having to add capacity to that resource pool. So in this case, this is about digitizing documents, automating the process, and ensuring a back end streamlined integration while incorporating and creating that integrated experience as it went forward. The second one is a large industrial manufacturer. Once again, global in their perspective, trying to deal across over 30 manufacturing facilities. Their viewpoint of it is they had technologies ranging from current to those that were almost 30 to 40 years old. Their process was had to be very structured in a point because they had very strong compliance that that needed to take place. At the same point in time, that structure was forcing them to constantly build backlog without trying to increase and being able to make headway against that backlog. They focused around their quality management systems and manufacturing to take a look at how can we better streamline and look across all the different steps on this end to end process incorporating new technologies, up upgrading some of those core ERP systems, at the same point in time consolidating many of those legacy systems into a more streamlined process. What they're trying to take a look at is trying to take a look at structured processes, but yet allowing each manufacturing facility to have some degree of leeway and flexibility into how they could take a look at and improving it. They're looking at forecasting it, and you could see here is almost 500,000 of work hours being saved by streamlining this process into an integrated single perspective based upon the process and ensuring the technology match the process as compared to the other way around. The last example is really was with the US Army. Appian has been working with the US Army for over two decades, and now what we're doing is really helping them to constantly look at improving their procurement as well as delivery cycles if ensuring the the the materials get to where they're needed in a timely fashion. The key challenge for them is that they've been trying to deal with all the different legacy technologies out there. And so now they have a core focus on reducing, retiring those legacy technologies while looking at ways to kind of streamline the processes so they can move assets in a much more efficient and effective way from their across their supply chain eight times faster. What are they doing? They're taking a look at that consolidation. They're taking a look at at at creating, new applications, leveraging technologies like AI. At the same point in time, looking at ways to improve the back end data management and data distribution to all of the existing systems as they are moving that going forward, all with the intent of being more responsive as the work goes forward. So what is the key takeaway? The idea of this is, for lack of a better word, it's about modernization, where organizations think about that end to end orchestration, the end to end process, eliminate that process debt. Many times, these processes have grown up based upon the the technology as compared to the other way around. The second key area is the idea of we've incorporated so many technologies out there for our teams to use that there is no way for them to really effectively and efficiently do their job. So now we have to they're driving an increased focus around the employee experience across these applications. And the last one is they have to unlock these legacy systems that may be incorporating those systems in new ways by applying different technologies like RPA, all the way through to thinking about the idea of consolidating and retiring these systems in a much more newer fashion even even to the point of now where is there opportunities to apply AI. Let me go into each one of these a little bit more explicitly. As I mentioned before, organizations aren't, like yourselves, aren't looking for more software. They need better processes, and it starts from this idea of a process first approach. There is a piece of work that you know, from, one of the the large consulting organizations where to date, their analysis shows that 20 to 30% of the tasks in process work done today, and especially in in areas like supply chain, inventory management, warehouse management, distribution, logistics, all the way through to order the cash, is that 20% to 30% of those steps are legacy and aren't needed anymore. Not because they're not valuable, but because they were put in place because of did you work around on around existing systems or in other areas because there there wasn't new technology available. Where now those areas can be applied, and so by taking a process centric approach, you're much more able to see that end to end point of view and being able to make the impact and drive the value forward around the different technologies that you're looking for. The other the next one is this idea of integrated experience. Whether it'd be seeing work from the APQC, American Productivity and Quality Center, to some other recent Gartner work, the idea of more technology being put in front of our frontline workers is just creating more and more productivity drains. What we think is an in process improvement is ending up being a negative and is actually moving our teams in the wrong direction. Whether it be the teams now have to be doing their workarounds, working around broken systems because we haven't really taken a look at a process view and how the experience of the users matches that process. To the point where in the Gartner study says you would think that over the years with all these technology we've put in place, we're seeing an improvement in the idea of how they're able to find information or the ability of making business decisions that have impact. But now because there's so many touch points across these lines that that productivity is actually decreasing across the different studies over a year on on different year to year basis from Gartner. What are organizations doing? Simplifying that simplifying that experience, designing it around from across end to end, and making sure that it is cross organizational by design. Lastly then, when we think about the idea of what do we need to do around the idea of modernizing the technologies that we use, There's three different perspectives around this that you from the customers and that I mentioned before, as well as many others we've worked with. The first is if you really wanna get rid of and remove the blind spots across your your across these processes, the first way a money organization is doing is focusing on those core applications. A typical organization has anywhere from 250 to 500 applications. That doesn't include the patchwork of emails, Excel files, PDFs, SharePoint files that are that are existing out there. In a case of supply chain, the typical organization will incorporate anywhere from two to three ERPs, and then you have the the other systems that you've incorporated on it. Maybe a specialty q m QMS system, a specialty, MES system, as well as then or even taken out from a logistics management. Then you have all the other systems that that all the other steps in this process gone together. The idea now is like the like the the clients I mentioned before is by now starting to incorporate these, seeing which ones make sense to keep, those that need to be updated, those that need to be retired, and connecting them and putting them into more of a streamline, better aligned to the process is one of the forefronts. Research from BCG shows that while this that has been a great approach because of what was felt like the value in return, 80% of organizations have said that transformation led via just the ERP has failed. And what has that been? Because of time, cost, and unable to meet the overall guidelines set. The reason for that is it's primary this this type of modernization or focus has only focused on the core systems. And what we've lost sight of is that legacy long tail. All of those legacy custom applications may be built around j two e e, Lotus Notes, legacy BPM, legacy ECM. Especially now as we're looking at at trying to incorporate more and more AI and trying to bring in that data, these systems are important to come in, especially if you want to think about that automation from an end to end process. We have to think about these from one access to the data, the idea of the idea of of the security risks that are inherent in many of these systems, the compliance gaps that exist, as well as then the ability now of how can I think about greater degrees of automation with these? And so now you're seeing is this this focus on and extending that to not only the core system modernizations, but also this legacy long tail. The last piece is what organizations are really dry trying to drive through, is the idea is on how in you're thinking about your supply chain processes is the myriad of document data that's sitting out there. Initially, a lot of focus was on the structured the structured side of these these documents, and even to some of the semi structured, the POs, the and the invoices. But now as we start thinking about the idea of much more in the way of the unstructured data, it could be anywhere from, like, all the way from a contract, an oil contract, which is basically anywhere from five to seven page document that is just word word documents. How do we think about getting that data today? What exists in organizations is the counterparty will send in that data, that document into a specific function. Example, an invoice maybe comes into the Treasury and Finance Group. They they take and key key in the information that's relevant to them into the system, but then the rest of the data goes to the side. That is valuable information if you're looking at it from a supply chain and operations perspective. The reason why is maybe in that logistics, you want to see about the different truck drivers, who's charging you additional fees for wait times, which facility is increasing the wait times, are there specific vendors that are overcharging you for wait times and and increasing costs that maybe you didn't recognize? But you don't have that insight because that document is sitting in a paper document or just a digital document of which only a limited amount of that data is captured by the finance team. So the idea now is how do we incorporate this type of document data more explicitly into the sense of what we are trying to do from an end to end process. This idea across these three areas of core applications, the legacy long tail, and trying to deal with document data is really coming is even becoming more explicit, and it's the ability of adopting and improving these areas is accelerating because of AI. When you think about your core applications, the ability to try to drive AI agents, which can automate different tasks across those areas, whether it be human in their loop or going forward, thinking about it much more in the way of different ways we can even take a look at it as from a straight through or direct automation. That's a key place. Two, now we have AI augmented development for the legacy long tail, which is changing the financial equation on how quickly we can bring and modernize, analyze those existing systems. No longer are we worried about the skills. Do we have skills availability on those back end systems? But now using AI to take a look at analyzing the the key elements of it and jump start the ability of being able to modernize those systems is is really changing that economic equation. To the earliest ways that organizations are adapting LLMs, machine learning, and AI in their business process is through the use of intelligent documents, intelligent document processing. The ability of being able to quickly pull in not just some of the data, but all the data, contextualize it, and normalize it, and make sure then through other and and quickly incorporate that into my business processes is the other key element here of what organization is doing in regards to modernizing the different technology that they're in using in play today. So once again, what are we seeing? In regards to supply chain, it's basically what we're seeing is there's three core areas of modernization, transformation, digital change, whatever you want to refer to it. The first one is thinking about it from an end to end process. So how can I the idea that it's just a task needs to be automated doesn't work because then that that puts pressure on the next one? It then changes and makes the employee experience. One more application, one more place to go for information, one more tool that I have to go and incorporate. To the idea then of how do I make sure then that I can use the systems so that they better align and are truly able to automate the processes and improve the overall experience of the people is we really have to think about unlocking those and and really think about modernizing those legacy systems. And so with that in mind, I'm gonna hand it off to Vijay who's gonna talk to you about the idea of how we have incorporated Appian working with some of our our clients, give you an example about how we're able to do that across the people, the processes, and the different data technologies that are in play. Let me hand it off to Vijay. Thanks, Paul, for running through that really well. What I'm gonna do today is I'm just gonna run through a quick introduction of what the Appian platform is, and jump into a demo that's relevant to the supply chain world to showcase how Appian, as a process orchestration layer will help, you know, fit into your supply chain and help you modernize, what you're looking modernize your estate. So the issue that we see in major organizations that we work with today, and across all of our customers, in today's world, especially in supply chain, I think this slide kinda sums up everything that Paul was talking about. Right? So today, in your modern organizations, you've got you've made investments into multiple different tools and systems. This could be dedicated tools like CRM, ERP, knowledge management systems, finance systems, internal databases, legacy tools, etcetera. At the end of the day, what people are trying to do is get access to the right data at the right time to be able to drive an outcome. But the biggest time people spend is first figuring out where that data is sat within your organization. Right? So there's a lot of civil sharing between multiple systems. Although these these systems are really good at what they do, they're not connected and they don't talk to each other. So what people end up doing is once they do get access to this data, typically, the process that they're looking to execute spans across systems. Right? It's not always just happening within one particular system. So, when they do get access to these tools, they end up removing the data from those systems. Right? So these lead to beautiful things that we call as Excel spreadsheets. People create that own version of that data. They run on that particular version of data. So at any point in time when your process is executing, let's say, across finance, procurement, across engineering, across, you know, invoicing and billing, people don't trust the data that they see that's coming from another department. So there's a lot of admin that they need to do to clean up that information and figure out which dataset they need to work on. And, ultimately, if they go back into the core system, which is the ERP or the KMS, the data does not match to the Excel Excel spreadsheet because people have forgotten to update those systems and keep them within sync as well. So what does Appian do? So Appian is a process orchestration platform. Right? Appian is a system that connects people, process, and data. So if you start from a data point of view, Appian has a a data anywhere policy. So what do I mean by that is we are not here to rip and rip and replace your what investments you made into your technology stack. We are here to coexist with all of those different systems that you made investments into. But the whole idea being is Appian can connect to all of those different systems to understand how data between those systems are related. So for the process that you're looking to execute, Appian can tap into your CRM, your ERP, your legacy systems, your internal systems, your knowledge management systems, etcetera, to understand how data is related between those tools. Now once Appian has an understanding of your data landscape, it knows where your data is. And another thing I wanna add here is you don't have to migrate your data onto the Appian platform to be able to use it. You keep your data where it is, and Appian just connects, to that data source. Now once Appian's got an idea of where the data is, how do end users interact with that data is through an Appian term called records. Right? So record is an Appian term, but, basically, what a record is is anything that's important to you as an organization. You get to define what a record is. So in supply chain, terms of record can be an asset. It can be an approver, a buyer, a client, a machine, a vehicle, a car. Anything that's important to you as a business when you're looking to execute a process, you get to define it as an Appian record. But in its simplest of definition, a record is basically, a mishmash of all the relevant data from those sources that Appian's connected to, showcased to the end user on a single user interface. Now once end users have access and they can see this information, it just doesn't stop there. The Appian platform gives you the ability to define what that workflow should look like or what your end to end workflow should look like. So once you've created your process, people can actually start taking actions and interacting with that data through that single pane of glass. So this going back to the point that Paul is mentioning where you don't have to server chair between systems, you don't have to know where the data lies, etcetera, and what actions you need to take where. Appian does all of that orchestration. Right? People just interact with an Appian screen, where you've laid out the process. And what are the advantage of doing this is because now you start taking actions and start changing, the data points. At any point in time, if there is a data point that gets changed or edited, Appian is smart enough to make those underlying changes to the systems that it's connected to. So at the end of the day, Appian helps give good user experience, but also improve, data quality and data trust within within the organization as well. Now once people start taking actions, obviously, work will start getting generated. So that's when tasks, will start getting assigned to people. But Appian gives you the flexibility to choose when you wanna have the human in the loop and what you're looking to automate. Right? So at any point during your execution, mundane task, repetitive task can be sent off to artificial intelligence or automation to pick up and execute, but mission critical tasks and information that probably needs a user's input, can be sent to a single user or a group of users to pick up as well. And last but not the least is the report. So at the end of the day, across people process and data metrics, you will be able to go ahead and build reports on the App In fact, platform to monitor progress. Right? So you can see how many claims you've settled, how many suppliers you work with, or how long is it taking for, suppliers to get a particular asset to you. But not just that, you can also report on where the bottlenecks are in your process. How long is it taking for you to execute a workflow? Which team is getting handed the most number of tasks? What's their average execution time? So any sort of metrics that's important to you across people process and data, you will be able to go ahead and report on as well. Now, what does all that mean? Right? So now I'm gonna jump into an Appian demo to give you an example of what all of this means, to show you what Appian looks like in flesh and blood. But the example that I picked for for today is, something close to supply chain. Right? So if I jump into this particular screen here, I'm currently logged into, an Appian application as a supply chain manager. So typically, a supply chain manager's life, would, involve, you know, having conversations with external third parties who are suppliers and delivery agencies, but also managing internal conversations with people within the organization, and also maintaining a smooth flow of supply that's coming in in terms of delivery so that production does not stop a halt as well. So, typically, their life would be in an email inbox where they have to manage all of those conversations, but they also have a massive Excel spreadsheet of all of the deliveries that are coming in, what needs their attention, what they need folks on, etcetera. So that is a very disjointed process. When I log in on a Monday morning, I don't wanna be jumping from an email inbox to an Excel spreadsheet tracker to have a conversation with somebody externally or internally, etcetera. So on Appian, as you can see here, when I logged in as a supply chain manager, anything that's important to me as a supply chain manager is visible on the screen over here. First thing is, obviously, Appian is completely customizable. So whatever see you see over here, you can change and and the look and feel and what is shown, not shown can be changed and entered. And it's smart enough to understand that whoever logs in sees information that's pertinent to them. So as a supply chain manager, like I said, stuff that's important to me in terms of where our sales are going on, what the sales forecast look like, is shown up top. Any sort of attention that it needs in terms of tasks that have been assigned to to me, in terms of, let's say, if I have to take a look at a stock transfer or any incoming deliveries, I have that information over here. But also on the right hand side, I have information from, internal conversations as well. Right? So what Appian is doing is is tapping into multiple different data sources. So all of the sources behind this data on a single screen can be coming in from, Slack or MS Teams for chat, for example. The graphs can be coming in from your CRM or your ERP tools. Tasking can be an Appian, application. So the user doesn't really have to care about where this information is coming from. Appian does all of that work under the hood, but shows what is important to a supply chain manager for them to go ahead and then do something about it. So I can see here that someone has required for a new purchase order or somebody has acquired for a last minute order from a particular supplier that I need to go ahead and fulfill. So I can then kick off actions as well. So when I click on new supply purchase order, under the hood, Appian is firing off a process, which is then allowing me to navigate through this in a very guided fashion to be able to go ahead and procure the the the raw materials that I need, for example, to manufacture a product. So the example here is when I select this drop down, Appian is smart enough. And this is an example of how Appian can be integrated with your ERP solution. Right? That could be SAP. It can be anything that you use today as a business. When I select a product here, for example, I wanna make breaks and I wanna make this specific one ProBrakeMax. Appian knows exactly what raw materials are required to be able to manufacture, a single break. Right? But the use, or the order has come in to be able to manufacture a 123 of these units and automatically Appian can calculate what the quantity of raw materials will be required to be able to go ahead and fulfill that. Now all of these calculations are gonna are running in the background. You can define these business rules and you can define the guardrails that people have to interact with the process. I can then go ahead and say I want a delivery on a particular date and time at a site. And when I hit next, the business logic again runs in the background, and you can also have artificial intelligence take a look at this to then probably, you know, send off the data that was captured to a supplier relationship system that you have to figure out or to give you the suggestion of who's probably the best supplier that you can work with to get the order to you on time. So Appian's done all of that work for me. If if Appian wasn't there, I would have to understand which supplier, what are their lead times, what are their scores, how quickly can they get them to me, probably another Excel spreadsheet tracker, and it's a very manual process, which I would probably spend two days to do. But here, I can quickly say, okay. I'm happy that, you know, AutoCraft Solutions is, pretty good for this particular process. I can click on AutoCrafter Solutions. And, obviously, if you've got information about their rate card, which is probably stored in another system, Appian can quickly say, okay. For this particular order, it's gonna cost you about £46,000. And it's done that math under the hood as well. And depending on the cost of value, you can again create a workflow that says has to go through an approval or not, etcetera, x y zed. But let's say £46,000 is pretty okay, and I can then go ahead and place the order. Now my job as a supply chain manager is done. I have kick started the process and sent off a notification to a supplier. So what I'm gonna do now is I'm gonna switch hats to show you how a supplier experience can look like when they interact with Appian as well. So first things first is now if I'm logged in as supplier, Appian can understand that I'm logged in as supplier and change the experience completely to monitor or showcase what is important to me as a supplier. So I might wanna create an alert to notify the supply chain manager of issues. But on this dashboard, it shows me all the information that I need. And if you see here, the new purchase order that the supply chain manager just pushed through came to me as a task. Now from a supplier point of view, I can then go ahead and pick up this task, and I can see information about the particular order in terms of how many units, where I need to deliver it, what is the cost, who is the customer, and what I need to go ahead and do and where the location is to be able to deliver this particular, shipment as well. And as a supplier, I can then go ahead and take action. Right? So this kind of becomes that one stop shop of back and forth communication with the supply chain manager. I can either accept the order completely if I can fulfill it, part accept it, or completely reject it, and the supply chain manager will duly get notified as well. So across this whole end to end process, even though you have different personas who are interacting with Appian as a system, it is tailored, to showcase information that's important to them and for them to be able to take the action that they want to. Now if I go ahead and reject this order for some reason, the supply chain manager here will get a notification that this has been delayed or it has been rejected. But, obviously, the system does not just leave the supply chain manager out, high and dry, to figure it out by themselves. They can click on this particular notification. The supplier probably said I cannot get this to you because of x y zed problem on date, and initially, it was supposed to come in for this time. But Appian can immediately take a look at data, not just within the Appian system, but across the whole of your supply chain. So this could be ERP, CRM, any of the internal tools that you have. And it says that, okay. Probably, the best action for this case is to accept the revised offer because I see that you can probably still meet your outputs that you're looking to do. You will be also the second option is to reallocate stock internally so Appian can tap into your, ERP planning schedule to figure out is there any stock available at any other site that you could probably use to then move it so that you can then go ahead and make sure you don't run into any issues at any point in time. Alright. So that was a quick whistle stop tour of what Appian can do. What I wanna do is sum this up before I hand it off to Paul is to showcase because, Paul talked a lot about AI artificial intelligence and document processing. Right? Now let's say all of this process has been done and the supplier sends you an invoice which needs to be processed. We have this offering called doc center, which you have the ability to go ahead and, configure different models either to extract information from a document or, in the first place, classify a document if you want it to be either an invoice or a purchase order or a bill or whatever, different kinds of documents that you have. For the purpose of this demo, I'm quickly gonna show you what an extraction model looks like. Right? So on Appian, you can configure to have multiple models, that extract information from different kinds of documents. This could be, like I said, invoices, purchase orders. It could be complex documents, free text, word documents, etcetera. And you can have different models that do the same. But in terms of, what that looks like is when you feed the document through, you will be able to go ahead and see how and this is something that I ran before this, demo to show you what it looks like. So when I open up a a particular document and head to reconcile, when a document comes through, you can see that this is a pretty complex document in terms of a purchase order. So you've got the invoice number. Quickly to zoom in. Got the invoice number, the date, you know, who it's billed to, where it shipped from, who is the seller supplier. There's a lot of information in different tables. What are the different parts that are part of the shipment, the cost of each part in a in a table, and also what the payment details, etcetera, are. So what Appian has done is the AI has been able to read this multi page document through different tables. And very quickly, it's been able to pull out all the important details that you probably need to then go ahead and process downstream. So it's pulled out the invoice number. It's pulled out the dates, etcetera. But if I scroll down, it's also very neatly pulled out all the information from that table of what, parts are part of this particular document as well. It's put it all into a different column and digitized it completely. So what you can then go ahead and do is you can use this data downstream wherever you have to. You either write it back into the systems where it needs to get updated or send it off to the finance team for approval. But it has taken out a really huge manual step of somebody having to read a document and rekey data into systems or an Excel spreadsheet. It has pulled all the information out of the document and automatically made it usable downstream in your process as well. Cool. That wraps up what I was planning to showcase today, so I will hand it back to Paul. As you've seen through the through the demonstration and and Vijay's overview, you can see about the different ways of how those three areas of modernization really come to life. The first of which is think about it from an end to end process. Remove work where it's not necessary, but really think about streamlining it and incorporating it across multiple organizations as you go forward. The second key piece is driving through that unified experience. Simplify the work. We know today that one of the top challenges within supply chain organizations is in the area of skills. Can we find the right skills? Do they have the right level of digital skills? The skills that we have in the organization are retiring. We're having a tough time bringing new people into the organization to hiring. So automation and the and the ability to really digitizing and capturing much more in a way of the processes within the technology is critical. But making sure that those that require the human in the loop kind of element are simple to use, so they're making sure that we make those skilled resource we do have much more productive. And the last key piece is really thinking through about the technologies we have on the back end side, which do we need, which do we need to incorporate, how can we reutilize, and how can we really map a trajectory so that we can constantly make sure that the technologies we put in place have a return to value. Appian, as process experts across multiple different areas in multiple different industries, has really, really put a focus on whether it be on some of the areas from a supply chain, we mentioned before, the overall supply chain perspective to logistics, to the idea of planning to the idea of thinking about through like now you can incorporate that into broader risk to the idea then how well the supply chain marry up with some of the finance and accounting, whether it be from order to cash to procurement to vendor management to, to all the different process we have going forward. Lots of different opportunities for you to work, with with Appian or ways that Appian can really help and support you in a number of the initiatives that you have underway. So what is it that you can do today to really start getting going and moving forward on this journey? Well, one area to do is get up set up a a a customized demo very specific to your needs and wants, gonna forward. Click on the link. It will send you to a form to fill in to sign up for that demo. If you're still trying to figure out what are some of the best opportunities or where you could see this maybe being applied within your organization, download our ebook, the top five, AI use cases for supply chain orchestration. It is about connecting those different areas across your process and what role AI, as the next wave of technology is coming forward, that we can think about how best to apply. The last thing in which I always strongly encourage with the clients that I work with is listen and talk to others, whether it be coming to the website and downloading the case studies that we have or come and participate in an Appian event, whether it be some of our our Appian or, local Appian events that come to you as well as then some of our more global events, whether it be in The United States, across Europe, and in and in Asia Pacific. Come talk to Appian, but more importantly, talk to your peers, talk to others that are also on this journey, and maybe a little step ahead, learn some of those best practices, and maybe find out and and plot the best journey for you. So thank you very much. Appreciate your time and have a good day.