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I just attended

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a conference

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recently where

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theme of key

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supply chain

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officers was

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supply chain

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management has

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become more of

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a firefighting

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exercise,

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right?

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We don't want

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anyone to

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constantly

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firefight.

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everybody to be

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on top of

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that.

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And so our

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answer

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to that is

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having an

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always-on

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digital twin

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in the market

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where you have

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your supply

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chain model

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ready and it's

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all refreshed so

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periodically, so

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frequently that

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it's always on,

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meaning I have

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the most current

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view of my

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network.

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And then

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I'm either

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anticipating

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and modeling

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what can go

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wrong.

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And I have

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a really a

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playbook of,

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this goes wrong.

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I'm going to

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take these three

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decisions first.

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If this goes

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wrong, I'm going

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to take these

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decisions first.

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And it's not

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too hard to

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understand what

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can go wrong

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because you have

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a good history,

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but you also

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know your

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current metrics,

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right?

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It's like, what

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are my current

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metrics that are

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exposed

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to risks like

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these?

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And so being

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prepared

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to...

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disruptions are

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not going to

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stop.

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We are not

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going to

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in the business

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of stopping

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disruptions, but

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we want to

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make sure that

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you're prepared

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to handle that.

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You can

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anticipate those

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and you have

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a playbook of

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actions ready.

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If that happens,

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you're not

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starting from

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scratch.

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You're really

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getting into,

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okay, where

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should I act?