Laying Out The 2023 Supply Chain Playbook

Today’s supply chain professionals are grappling with a list of challenges, issues, and new technologies. As we look ahead to 2023, CG leaders are taking stock of what the upcoming year might hold – and what they should be doing to prepare. In this transcript of CGT’s latest webinar, Tom Madrecki of the Consumer Brands Association, and Lindsey Peters of Celonis join CGT’s Lisa Johnson to pull back the curtain on some of the potential opportunities and challenges for CGs in the next few months. In this conversation, Madrecki and Peters lay out a playbook of actionable strategies for next year, setting up a solid baseline upon which to build our 2023 supply chain plans. Read on to learn innovative ways CGs can act now to bolster their resilience, build stronger networks, and meet future demand. Lisa Johnston: Hello, welcome to “Supply Chain Strategies for 2023.” I'm Lisa Johnston, the editor-in-chief of CGT. This webinar is an extension of a special report CGT recently published called “Navigating the Supply Chain Do-Over.” I’ll do a quick overview of the report, and then introduce our guests, Tom Madrecki of the Consumer Brands Association, and Lindsey Peters of Celonis. Each year, CGT publishes a special report on the supply chain. This year's report focused on the supply chain characteristics of companies that are having the most success. 2022 was once again an extraordinarily disruptive year for the consumer goods and retail industries. Manufacturers and retailers were faced with rising costs and stock outs, and as noted in the report, the clear advantage went to those with better visibility into inventory at every stage of the game and the tools to make smart decisions when the goods finally arrived. Some of the challenges that CGs confronted this year include extreme weather, political unrest, inflation, rising input costs, elevated demand, and labor shortages, just to name a few. It was not an easy year for any company by any stretch of the imagination. Who is having the most success and why? The report honed in on three pillars: Visibility, agility, and resilience, exploring where investments were being made. In visibility, more companies are investing in capabilities for a deeper understanding and control in order to more easily access the insights they need across the organization, as well as through the supply chain with partners. AB InBev is one example of a company doing this, of course there are many others. Building on that, brands like Nike are not only investing in visibility, but also agility to be able to quickly make decisions and pivot when necessary, as outside forces impact logistics, which happens frequently. Finally, as part of becoming more resilient, others are investing in capacities and technologies to fuel supply chain efficiencies. IDC has identified a few predictions: By the end of this year, half of all manufacturing supply chains will see the benefits of supply chain resiliency. By the end of next year, half of all supply chain forecasts will be automated through the use of AI. By 2026, nearly one-third of logistics companies will have geo-diversified manufacturing hubs and suppliers to supplement current supply chain operations. CG leaders have devoted this past year to identifying vulnerabilities in their current supply chain environments and addressing them with thoughtful future-focused investments and are seeing results. As IDC’s Simon Ellis noted — which sets this stage for the next part of our conversation — "Companies that have aggressively pursued business transformation are outperforming those that have not." To share more about that, welcome to the virtual stage Tom Madrecki, VP supply chain and logistics for Consumer Brands Association, and Lindsey Peters, global retail and consumer goods industry lead at Celonis. Tom and Lindsey, it's great to have you. Can you start off by sharing a bit about yourself and the Consumer Brands Association, Tom? Tom Madrecki: The Consumer Brands Association represents the totality of the consumer packaged goods industry — food, beverage, household and personal care manufacturers — many of which are the biggest, most recognizable names that American consumers know, love, and find in the grocery store, whether it's morning breakfast cereal, deodorant, shampoo, toilet paper, you name it, our manufacturers make it, and they're products that are most in-demand through COVID. We have great insight as it relates to how to meet that consumer demand, how companies are adapting and utilizing new technology to accelerate supply chains. Johnston: When the supply chain first started going haywire in 2020, you were one of the organizations that we initially reached out to to get the pulse of what was going on. Lindsey, can you tell us a little bit about yourself and about Celonis? Lindsey Peters: I'm Celonis' retail and consumer goods industry lead. I joined Celonis by way of consulting, where I've spent my entire career helping customers transform their business across process, people and technology. Celonis was a great transition for me, where we help our customers identify inefficiencies within business processes and help them operate more effectively. I’m excited to speak a bit more about how we're helping consumer goods and retail companies. Johnston: Tom, can you give us a sense of how things are going right now? How much progress has been made this year and what continues to be the biggest pain points right now? Madrecki: I wish I could tell you that everything is back to normal and things are settled, it'd be easy sailing. But we talk about what is “a return to normal?” There is no more normal. That has been proven time and time again, and the “new normal'' is a persistent state of anticipating the next disruption knowing that there's some other chaos-causing event on the horizon. I don't want to say we should get with the program, but this is the state of things now. We live in a global economy, we have global supply chains — there is constantly going to be disruption. From a state of supply chain, looking at the consumer packaged goods industry, this is an industry that continues to see record levels of demand. We all know the panic buying in March, 2020 when everybody went out to the grocery store and tried to find canned beans or toilet paper, whatever they were trying to find. People recognize that there were high levels of demand because they were out-of-stock products. It's harder to see now, but the demand today actually vastly exceeds those panic-buying levels because, by and large, those manufacturers have stepped up to the plate and continued to deliver the timely arrival of goods to ensure consumers have what they need. That being said, we also see higher prices when we go to the grocery store. That's due to war in Ukraine, it's due to higher commodity costs, and due to the scarcity of manufacturing and transportation labor that continues to bog things down. We're seeing good reports come out of China or recent progress, although there is a COVID surge that's happening. There's some momentum there as it relates to ocean shipping and the progress of goods, and in what to expect into the new year. All-in-all, the supply chain is going to continue to see disruption, and that's why we're having these conversations today about how to mitigate that. How do you anticipate if there's another looming event around the corner? What are the technologies and tools to invest in today so that you're in a better position going forward? We're at a pivotal moment, that’s how I would describe it. Johnston: I almost sense a little frustration, almost as if you wish people would stop saying normal, stop saying new normal, stop saying return to normal, stop saying next normal. This is just how it is, this is how it's going to continue to be for some time. Madrecki: A bit of job security. Johnston: It's a good way to look at it. Lindsey, what are you hearing? Is this dovetail with what you're hearing from your end-users? Any insight you can share about what they're telling you? Peters: Absolutely. Every company that we talk to is talking about resilience, solving for supply chain, and efficiency, especially to combat the unpredictability we're seeing in the supply chain. Planning and execution continue to be some of the challenges that are most top-of-mind for customers. Instead of having not enough inventory, now the pendulum is swinging and we're seeing it in the other direction where there's too much inventory, overstocks, or the challenge that consumer goods companies and retailers have more goods than before. Then, with inflation and people spending less on goods, companies are either paying more in fees to help store items from a supply chain perspective or selling goods at deep discounts. It's a perfect storm for retail and consumer goods companies. As Tom mentioned, it is the way of the world today and it'll continue to be the way in which our CPG companies and retailers will continue to have to operate. Johnston: I mentioned some of these challenges earlier and they're driving the need for supply chain resilience — you've both just mentioned a high overview of a number of them. I'm curious to get your take. Is there a particular one, or maybe more than one, that is having the most significant impact on the need for supply chain resilience? Are you able to share any examples of ways you're seeing companies respond and react, or react and respond, to them? Madrecki: I go back to the operative words demand and disruption. If you think about those two concepts as moving the needle, or elevating supply chain resilience to being a C-suite conversation, you see companies having a more intense discussion around what investments are required. It's no longer the domain of the supply chain professional, but something on the CFO's mind, or the CEO's mind, because it's a core aspect of the business. The way we've seen companies approach supply chain is also increasingly as a competitive differentiator in the marketplace — this is something that sets companies apart. Those that have made strategic investments and built out greater supply chain resiliency are ultimately the ones that are able to ensure the availability and affordability of products and are able to meet retailers demands. If the CPG landscape is intensely competitive, they all want to win and they're going to be prioritizing the supply chain going forward. There are a couple of trends to know, which are essential for companies to understand what decisions they are truly making, or what bets they need to make because it is increasingly a competitive differentiator. There's a real benefit to companies that look to an impending recessionary environment coming out of this inflation, and recognize that now is the time to double down and make a big bet or big play. There's a lot of push-pull dynamic with the investment community, within even private companies, depending on which C-suite member you're talking to. The street wants to see something in the short-term, but you have to be able to make that strategic play right now. We've seen this even a couple of years ago. P&G went through a series of operating transformations or other network configuration changes. They were able to open some sizable manufacturing, as well as distribution and warehousing networks, really investing in that. They're better primed for disruptive events because they made some of those strategic plays. You'll see other companies doing something much the same, but it requires a high level of investment for that level of change. You also see companies taking off manageable bites at the apple, if you will, trying to be strategic and prioritize initiatives where they see immediate payoff. We'll get into this a little later when it comes to the types of technologies that are impacting business positively. It could be as simple as how to reduce paperwork at the guard shack when a driver checks in, or how to provide a different dashboard or a different view to the supply chain manager — being very strategic, understanding processes and then being able to simplify each. That can go a long way. It all rolls up to getting that buy-in and support for the supply chain function so that it's not a cost containment or a control center, but it's something that sets you apart going forward. Johnston: Lindsey, where are you seeing customers making these strategic bets? Peters: I agree with Tom. As we spoke about, the uncontrollable will continue to affect consumer goods companies supply chains. The brand that's going to win is the one that knows how to manage against these disruptions, how they affect the end-customer, understanding how to mitigate that risk, and how to reset customer expectations. Many customers are looking for visibility and collaboration across — whether it's systems or platforms — and are looking for that one source of truth to help track and manage against the challenges as they come up within the supply chain. Many consumer goods companies are investing in capabilities to better enable the supply chain and meet those needs in the future. Going back to Tom's point, the companies that are investing and making big bets are the ones that will ultimately win and have more of that resilience. Johnston: Can we talk about DTC specifically? The report notes that channel proliferation was one of the challenges for consumer goods companies this year. Direct-to-consumer experienced a significant acceleration during the pandemic and a lot of consumer goods companies rushed to go DTC. This meant, of course, rethinking supply chain operations. E-commerce levels haven't returned to pre-pandemic levels, but they're still elevated. What's your sense on what this has meant for consumer goods organizations for supply chain operations? Which of the changes that they've made seem to have staying power? Peters: As you mentioned, a year ago, the push to D2C in updating companies operations to accommodate direct-to-consumer was prevalent with the e-commerce boom. Many larger consumer goods companies either made acquisitions of smaller brands, or were looking to stand up those capabilities themselves. Specifically, to the customers that we interact with, many of those companies have decided to let the smaller D2C brands operate more autonomously versus folding in some operations. Or maybe we've gotten less questions around direct-to-consumer because many of the companies are looking to get back to basics as it relates to supply chains, and focus on core capabilities. It doesn't mean it's not a priority, but there's other fires in the short-term that companies are looking to put out. However, with that said, owning the brand voice, brand experience, and customer experience is top-of-mind for consumer goods companies, and in turn retail customers who are looking to give consumer goods companies more of the opportunity to interact more closely with the brand. Look at companies like Chobani, for example, that open storefronts in New York, or retailers like Neiman Marcus who are clearing more space for consumers to interact with the brand. We'll continue to see consumer goods companies looking to own the end-to-end experience no matter the channel in which a customer is buying the product. Tom, what are your thoughts from a supply chain perspective, are you seeing anything different or specific there? Madrecki: The channel proliferation, especially during COVID, is driving some of these changes that companies need to react and respond to. At the end of the day, it's the big, looming question of e-commerce, how consumer goods manufacturers rise to that opportunity and live into it. I don't think that any company has it fully figured out. You see a lot of continued testing, different iterations — maybe chips and different varieties of flavors can go through one channel, and different types of product aren't suited for e-commerce. Companies are dabbling and trying to figure out what's going to be both sticky with the consumer to get their buy-in, but also what has the margins associated with it to be worth your time at the end of the day. There's still a lot of questions — at least from a food beverage, household, and personal care perspective, with the exception of certain brands and types of products — on how to make it profitable given shipping costs, the last mile, all of that. There's a lot of open questions there. There's a lot of opportunity for supply chain solutions providers, tech companies, and other consultants to fill a void and help the CPG industry along in that journey. Ultimately, it’s going to require strategic vision on the part of those companies to figure out where they want to play. You can't play in every space or be everything to everyone. That's true not just across our manufacturers, but the broader consumer goods retail space. There’s this desire on the part of the consumer to seek out what works for them. That's a consumer-led experiential thing on the part of the consumer and the e-commerce side. Then, brands have to be reactive to that and figure out if this is the lane they want to play in or if this is how they're going to play in this space. They have to have a strategy that goes with that. It very much goes back to the strategy side and having a buttoned up approach on how to do direct-to-consumer, how to take advantage of e-commerce. Johnston: We hear from a lot of companies that the value of being DTC and having that connection with the consumers is well-known and there's no dispute on that. But as consumer expectations ramp up, if you're going to play in that lane, you have to do it well because otherwise you're just contributing to bad experiences to associate with your brand. Let's talk about the technologies, some of the different ways that it's being used for success for the companies that have figured things out a little bit and perhaps are trying some new technologies. Peters: When thinking about supply chain resilience, it's not just technology. As I mentioned, I was a consultant in my past life. We always stress the importance of people who process technology and data. The key to a company's success is unlocking the value trapped in those business process inefficiencies and receiving visibility end-to-end across disparate systems to help employees collaborate more effectively across teams. Also, enabling tools that ensure employees are able to focus on those most value-added activities that take the monotony out of one's day-to-day job. The war on talent continues to be a huge challenge and roles remain open, increasing the need for automation or increasing the need to retain and upskill employees to meet the demands of today because you may not be able to recruit that new talent, and instead you're upskilling the folks from within. Technology should be implemented to increase visibility through data and empower employees to work more autonomously across the end-to-end ways of working within one's company. Johnston: Tom, we talked about creating efficiencies and consumer brands played a role with this with creating the taskforce. Can you talk a little bit about that? Madrecki: There's no shortage of buzzwords you'll hear from myself or Lindsey as it relates to what types of technologies are changing things. Frankly, that's because these are the technologies that companies are prioritizing. You will hear us say visibility over and over again because everyone wants to have access to information about what's happening across the supply chain so that they can make better decisions. That's a no-brainer priority — if you're a company, you should have those tools and be able to share across different platforms that they should integrate together. Maybe I'm making this sound very easy, of course it’s not, but that is the aspiration: to provide those personnel that you have running your operations and managing your transportation, the information that they need to make better decisions. At the same time, you're going to be looking to leverage the data that exist — AI tools, automation — to fill some of those gaps on the workforce side and try to figure out if you can run your operation in a leaner fashion or be more predictive. Can you be more resilient? Before our co-op we had started a survey of some member companies, talking to senior supply chain leaders about what challenges they were experiencing and where they saw the future of supply chain. One of the interesting aspects of that report (frankly, it's old, it's been on the shelf for two years), is that if you pick it up and read it, it remains very relevant to the conversation today. What was outlined was that through this combination of visibility, data, AI automation, and other tools, there is a shift happening across companies away from the term of supply chain to considering operations as networks, how everything fits together, how to manage that in a more integrative way, and that it aligns not just within the supply chain function, but also unites and brings in the sales function, go-to-market, and different aspects. This allows everything across the company to be increasingly streamlined. It's powered by the underlying information and data that flows across those networks. That remains to be the aspirational holy grail of where companies are headed. More tactically though, things like this task force that we launched around contactless delivery, being able to take some of the waste or paperwork out of the supply chain. There's some philosophical aspirations, or big picture aspirations, that companies have as it relates to network design, how they manage their business, and how they utilize all of these cutting edge technologies. There's also a one- or two-year return on investment priority that you can seek. For example, if there’s a lot of paperwork, or a lot of person-to-person interaction at a dock or at a guard shack, how can that be streamlined? How can dwell time at a facility be reduced? Tools like contactless delivery and some of the technology both through visual recognition software, apps on someone's phone, even analyzing processes and drilling how much time is spent on something, whether or not something needs to be signed, passed, etc. Do they know where the restroom is? All of this stuff can be automated or made simpler. Every time we take some of that waste out of the system, you're not only enhancing your own efficiency, but also reducing dwell time. Then, that puts trucks back on the road. You're hypothetically shoring up other aspects of the supply chain and reducing transportation costs overall. There's a lot of opportunities, if companies are willing to have some short-term technology bets for tangible things, they might be going a long way in a short period of time. Johnston: Are we seeing more systems and demand insights being shared, or how is technology being used to drive collaboration and have more frequent discussions? Does this speak to what you've just been saying or specifically with insight sharing, do you see potential progress being made? Madrecki: There's two dynamics that I've seen. First, as technology adoption has become such a priority across the CPG industry, nobody can know everything about every technology. There's just so much out there. There's a lot at an executive level of peer-to-peer exchange. We have achieved a supply chain officer network bringing together CPG executives. A lot of those conversations are around what each other is doing, what they’re prioritizing, how they’re thinking, what they’re piloting, and utilizing autonomous trucks. That's great. Maybe someone's going to learn from that. Someone else is pioneering and looking at visibility tools, they'll share some of that. This executive peer-to-peer exchange is happening because there's so many different technologies, ideas, and new ways of doing business. This peer-to-peer exchange has almost replaced sharing reports back and forth. Now, people are picking up the phone and talking to each other. Frankly, that was accelerated by COVID and the urgency of response on the industry's part. People liked getting together and both having almost a therapy session sometimes on the supply chain side where they could share their problems and realize they were in this together. Of course, people also then started to share some of the solutions that come out of that. The other aspect that you see is the power of data and those visibility tools to anonymize, share, and link — whether it's manufacturers, retailers, or other stakeholders — throughout the supply chain, transportation carriers. There's efforts like the Flow Initiative at the Department of Transportation that are thinking about how to exchange information and promote collaboration across the supply chain, but in a way that doesn't bump up against the competitive nature of things, and helps to bridge some of those information gaps that have historically existed or resided in different silos or at the end of the day, people make money on information in the supply chain. How do you break that down to help promote a democratization of information and better flow across the different parties that are all working together to ultimately deliver goods for consumers? Johnston: Lindsey, can you build on that? I bet you have some insights to share, especially when it comes to democratization of data across an organization. Peters: What we're seeing with a lot of customers, especially leveraging Celonis, is that if you're looking at the order-to-cash process as an example, it touches many different areas of the business and there's different teams that are involved. A lot of times customers that are leveraging a tool like Celonis, where you have increased visibility into what the end-to-end process looks like and where there might be challenges within that process, it's helping to increase collaboration and ways of working across teams because they have visibility into if the PO is stuck and the order can’t be processed. That's a big change for a lot of the organizations and it's helping to improve the employee experience as well. Providing visibility into which suppliers may be delayed in receiving or providing goods to the company, is also helping a lot of CPG companies. Then, they’re able to have data-driven conversations with suppliers to address other providers or suppliers that are operating much more effectively, and need to get them up to this level. Having that data-driven conversation is helping consumer goods companies get the outcome that they need to better serve customers. Johnston: You both alluded to the idea of getting back to basics, whether it's focusing on core capabilities like customer service or simplifying portfolios in order to deliver as promised. Can you provide a sense of how much SKU reduction has taken place to help the simplification? I'm curious whether this is a temporary staying power or if this has lasting staying power? Peters: Getting back to basics and trying to improve both planning and execution to ensure customers have the right inventory in the right places at the right time and working to improve upon that supplier experience and reliability again, to make sure they're meeting customer needs. Having visibility into where and when issues might arise is key to being able to proactively communicate to customers. This is something we'll continue to see and continue to evolve. We all know, especially as consumers ourselves, that customer expectations are at an all-time high and we all expect that visibility into where an order is. I'll use a personal example. I recently ordered bar stools and the company told me, "this is a 16-week lead time," which is longer than anyone would like for bar stools, but the customer experience has been fantastic. They've communicated with me every step of the way — the bar stools are in production, they’re now complete, they’re under review. They even sent me a photo of the bar stools completed in the warehouse to show they’re making great progress on my order. However, I recently received an email that my= order is now delayed due to supply chain challenges that they’re facing. As the end consumer who already had an extremely long lead time, I'm not super happy about the delay, but I'm also understanding because they've proactively communicated with me throughout the entire process. For this company, I'm not reaching out to customer service looking for my bar stools or wondering why they aren’t here yet because they've proactively communicated with me throughout. Many customers, as they're identifying inefficiencies throughout the business process, in turn are able to improve that customer experience, that operational efficiency, and optimize the working capital to make sure that they're set up for more success long-term. Looking at what is important to the customer and getting back to what's going to make the experience the most successful is where we'll continue to see supply chain and consumer goods companies look. Johnston: Tom, when we were preparing for this webinar, I had asked if we were preparing for the next black swan and you had derisively said what a cliche it was, which I loved. We heard a lot of conversations about the pandemic as the black swan, but in your sense, that it's just going to be another black swan, that there really is no black swan. Can you talk a little bit about what you think we're going to see within the next year and further? Madrecki: The more something happens, the less unique it becomes. Where are things headed? From a geopolitical standpoint, a consumer standpoint, an innovation and technology standpoint — all of this is accelerating at a faster pace. You'll see disruptions come faster, harder than they ever have before. At the same time, you see companies laying groundwork to build greater resiliency and that's encouraging. From a consumer side, it's an exciting thing. Your needs will be met in a more personal way, in a more expedited way, and then we're driving that change as consumers every day that the companies are responding to. These are exciting times for supply chain professionals, but they're not short on challenges or difficulties. Otherwise, we wouldn’t be having these conversations today. But, there's a path forward for the companies that are prioritizing and trying to think outside the box, trying to leverage technology. I was intrigued by some of the things that Lindsey was saying about how to use visibility. It very much picks up something in which I believe, which is that these are just tools that can be used in any number of different ways so long as you have a company that has creative problem solvers that can leverage them. If you want to use visibility to drive operational efficiency and know where things are at any given moment in time and then coordinate resources or figure out a better way of getting something to the consumer — great. If you want to use visibility tools because you want to inform the consumer and provide a best customer experience — great. If you want to use those same tools to mitigate upstream risk in your supply chain, figure out how to address forced labor concerns or deforestation or anything else — that’s great too. But it's just information. It's just a tool and technology that leverages that information. It requires people to actually execute it to think outside the box, but I am encouraged by the ability of the companies to rise to the occasion, confront those future events ahead. Peters: Tom said it nicely. What we're seeing is there's going to continue to be this disruption as we talked about at the beginning, and continuous transformation and reinvention will become the status quo. As companies look to future-proof their business, they're going to continue to invest in those digital capabilities, the customer experience as well as getting closer to the end consumer. It's exciting and the companies that will win are the companies that see supply chain as a key growth enabler and not just a cost center. Johnston: We have a question specifically about using AI and ML within demand planning to improve forecasting accuracy rates. Is it increasing in use? I’m curious if either of you have thoughts on that. Madrecki: It's certainly an area where companies are exploring the use of it. Everybody wants to believe in the promise of it. At the same time, you saw some of these tools and demand planning functions start to break down under events like COVID, where you saw these huge spikes in demand, outside the normal events, or where there was a spike in demand, but also corollary events on the supply side, what was happening, and how to bridge all that together. At the end of the day, these are all just complicated equations, but they're just equations. If you throw in some extraneous number or thing it doesn't work, so you saw companies defaulting back to people sharing documents with each other or picking up the phone and calling. There has to be a better process for both of those things, but those tools will require someone to take them to the next level, and then better articulate what the value proposition is to companies versus existing processes and why they should be focused on that over the many other things that they could be investing or could be considering. There's just so much happening that companies can only prioritize so many things. Obviously, meeting demand is critical, but it has to be markedly different from existing tools and to have that ROI associated with it. Johnston: On that note, I’d like to leave the audience with some best practices as they're prioritizing so many things. What is one piece of advice you would leave our audience with when it comes to increasing supply chain resilience? Peters: This is where I put in a shameless plug for Celonis, because I can't help myself. What we're seeing is the top performing CPG companies in the world are leveraging Celonis to improve upon supply chain resilience, and they're seeing great results. If today your company isn't using process mining or execution management type software, I highly recommend evaluating the potential needs for your company, because a lot of consumer goods companies are leveraging Celonis to get great results. Johnston: Tom, can you close us out with any final advice? Madrecki: This needs to be a priority and so it is going to be this competitive differentiator. The other thing I will say though is that while this is a competitive issue, nobody can do it alone. There's a greater emphasis than ever on collaboration and having those dialogues with peers and to say, "Don't do anything immoral, but steal shamelessly. If you see someone doing something good, figure out how it works for you." There's a lot to be gained by the industry as much as legally possible, like collaborating and helping move things together. Johnston: Great words to leave us with. Thank you very much. I'd like to thank both Lindsey and Tom for giving us their time and subject matter expertise today. As a reminder, you can read our full report on consumergoods.com and a replay of this webinar will be available later today. Finally, thank you to our attendees for giving us your time today. We hope you found it worthwhile. Thank you to Celonis for sponsoring today's event. Have a great rest of your day.

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