Smart Factories & SKU Simplification: How to Build a Resilient Supply Chain

For many consumer goods brands, COVID-19 has served as a make-or-break moments for their supply chains, with some trailblazers using it as a catalyst for digital advancements so they can meet (and even exceed) consumer demands and behaviors. In order to keep pace with the rapidly changing marketplace and evolving customer demand during this pandemic, the Pulse Check webinar series is providing data and insight into how CG leaders have kept pace during this aggressive time and built unprecedented levels of supply chain resiliency. Read on for the webinar transcript and presentation slides. Albert Guffanti: Good afternoon everyone. Welcome to our webinar. I'm Albert Guffanti, group publisher of RIS and CGT here at EnsembleIQ, and I'm thrilled that you've joined our highly-anticipated webinar today entitled, “Resilience in the Consumer Products Supply Chain.” I will be your moderator today and will introduce our great speakers in just a moment. In today's webinar, we will dive deeply into the work being done by CGT, SAP and Deloitte to benchmark the industry's response to the COVID-19 crisis, we call it the CPG Pulse Check. You'll hear fresh data on how consumer products organizations have responded to the crisis and in particular how they've built an astounding level of supply chain resiliency moving forward. It's undeniable that supply chains across the consumer products industry have seen a fair share of disruption over the last several months, and over the last year, really. Yet, some brands demonstrate an astounding level of long-term resilience when planning around short-term supply and demand shocks. In a time of constant change, resiliency is now considered a key factor of success. I'm pleased to be joined today by two incredibly accomplished and experienced speakers from Deloitte and SAP. They will both share their Pulse Check survey findings, but they'll also discuss how consumer products companies are handling supply chain challenges, such as demand spikes, supply shortfalls, and ever-shifting packaging and fulfillment requirements. I'm sure you're all going through the same thing. They'll also provide an inside look into why greater visibility leads to fewer disruptions and which capabilities can supercharge the balance between supply and demand to create an always on strategic differentiator. With that, I'm very pleased to welcome Vadhi Narasimhamurt, principal at Deloitte Consulting, and John Buckley, industry executive advisor of consumer products at SAP. Vadhi and John, thanks so much for joining today's discussion. I'm really excited that you are able to join us on this important discussion. John Buckley: Great, Albert. It's good to be here with you. Good to have the chance to talk with Vadhi. Vadhi Narasimhamurt: Same here, looking forward to it. Guffanti: Great. So before we dive into a conversation, Vadhi and John, why don't you give us a little background into yourselves, your roles, and what your organizations do. John, let's start with you. Buckley: Okay, thanks, Albert. My name is John Buckley; I've been with SAP going on five years now. I've had two different stints — I worked for SAP from 2011 to 2013, and then returned in 2019. My current role with SAP is IM and industry advisor for consumer products goods. The industry advisors help with some of the demand generation and work with our customers to help them understand what's happening in the industry, what are the trends, what's the opportunities. Then also have those discussions with what are the customers are doing to tackle some of those trends. SAP, as we know, is the global leader in end-to-end solutions for our customers. Outside of the CPG industry we service about 28 industries. I have over 30 years within the CPG industry, largely in the supply chain leadership space, also handling some business transformation prior to coming here. It's great to be part of this and you're going to tell that I have a high degree of passion for this particular topic. Vadhi? Narasimhamurt: Thanks, John. Really looking forward to working and chatting with you for a little bit as we go through. I'm principal with Deloitte consulting, I’ve been in this business for over 20 years and with Deloitte for over 17. In those 17 years, a large portion of that has been spent working with consumer products companies, helping them reduce operating costs, improving supply chain efficiencies, and all of that through technology-enabled business transformations, largely SAP. I grew up originally in the supply chain, doing a lot of inventory optimization work and then moved into consulting. This has been a passion of mine for decades now. I'm really excited to be here to share some thoughts and perspectives on the survey results that you've created along with SAP and CGT. Guffanti: Great, thank you, gentlemen. There's certainly no short of passion in the room for this topic, I'm looking forward to diving in with you. We're going to really dive into this survey that we've been talking about, the “CPG Pulse Check,” and we're going to talk about how it was structured, who responded to it, some overall findings, and what the findings were relative to or specific to the supply chain organization. John, why don't you provide a little insight as to why SAP created such a survey. What was the reasoning and what value is it going to bring to all of us? Buckley: Great question, Albert. The purpose of this survey, when we took a step back, was to get in touch with our customers — to have the customers be able to tell us what's happening in their world. We all know that 2020 brought a lot of challenges, so as we were going through that we saw the demand volatility and the supplier issues that were coming up with this. We felt that it would be good to go out and actually get the feedback from our customers. What's happening out there in the industry? Give us that indication so that we can get the results, look at them, and see if we could better help you get through some of the bad times that we're going through right now. The results of the survey showed us a lot of things. We're very excited about some of the results that you gave to us and a lot of our initiatives that we have going forward are going to be based off of the CGT findings as well. Thanks to those of you who have responded to it, we do appreciate you taking the time and giving us your feedback. Guffanti: I know a lot of you are probably asking, "Well, who participated in the survey?" Here's the makeup of respondents — you'll probably see yourself in here somewhere because there is a wide variety and a really strong representation of the industry here. You can see the largest respondents within categories are food and beverage, followed by health and personal care, apparel and footwear, and then consumer electronics, household products, durables, and tobacco. That may not be by coincidence, it really reflects the focus of the CGT categories, as well. Those happen to be the main categories and how they're prioritized in terms of representation in our readership. You'll see the representation in terms of size of company. We have a pretty strong equal representation across small and medium, large and enterprise organizations, as well. It's a really good representation of the industry, as you would want a survey like this to be. John, Vadhi, any insights on the survey respondents that stood out for you? Buckley: The first thing I noticed when we got these responses back, Albert, was when I looked over here at the consumer product categories that were represented and I saw food and beverage, health personal care, consumer electronics, durable goods, what came to mind is, boy, consumer products are huge. It deals with an awful lot of products that you, myself, and others purchase out of this. But when you started peeling the onion back a little bit and you saw that even within some of those categories, like food and beverage, the dynamics that you get between retail and food service, and then when you talk about durable goods, you got the large appliances and the small appliances or the toys, or fashion — 2020 impacted all of us in different ways. It's going to be interesting when we get into this dialogue between Vadhi and I, when we talk about some of the planning aspects of things, a lot of similarities between all of these. It's good to see the results come in from a wide array of segments within consumer products goods. Narasimhamurt: I would say if you look at the size of the organizations across those sectors, there was very good representation across the size of organizations, but interestingly, the types of problems and the types of challenges that we're facing and how well they adapted to a lot of these challenges was very similar. It was very interesting to hear back from John on that aspect as well, and we talk a little bit about this as we go through this. Guffanti: Great, thank you. Here we’ll look at some of the key findings of the survey. The vast majority of it, the number one priority for consumer companies, as you can see here, is employee health and wellness, which makes a lot of sense. We have to protect our employees who are largely coming from the essential worker category and are really on the front lines, so good to see that as number one. John and Vadhi, do you want to talk about the other findings and ultimately the supply chain resilience topic as well? Buckley: I want to spend just a second on this, as well, and just reiterate the point that Albert mentioned with this. I told you that I was a veteran within the CPG industry for over 30 years and after we got these results back and we looked at the number one item that mattered to the companies was employee health and wellness — kudos to those of you that are on the call. That makes me feel good being a veteran within the CPG environment that we did keep our health and wellness as number one going into this. That should always be the case. It's hard for us to think, many of us had that new work from home situation, but 60-70% of our employees working for us, actually had to go into manufacturing facilities and keep the product moving and flowing. So I want to take a moment, even though this is on supply chain resilience, to give kudos to the CPG companies for their focus on making sure that health and wellness with their employees is number one. Thank you for that. Let's jump into supply chain resilience. There's a lot of things that we learned out of this, but why don't we start, Vadhi, with what you saw from a demand perspective when we start talking about supply chain resilience. Narasimhamurt: Interestingly, when we think about supply chain resilience, the first thing that comes to mind is how are we handling demand volatility and are organizations set up to do that well? Based on the survey what was interesting was there was 78% of you that responded saying you are absolutely seeing and expecting shifts in consumer demand. This is across all of the sectors we were talking about on the previous slide. Interestingly, while 78% expect shifts, there's probably about 40% that felt like you were in good shape to address those shifts and the remaining 60-odd percent that felt you probably had some opportunities to continue to improve in addressing the shifts that we expect to see in the marketplace. As I see the demand patterns, if you use food and beverage, if you look at the changes in demand between retail and food service, that's a pretty significant shift for a lot of you. The food service demand dropped dramatically because we were not all going to restaurants anymore, but then we really wanted to eat a lot more at home, and so our retail demand just shot up. In fact, most of you probably had empty shelves as you went to the stores at the beginning of the pandemic, and then things gradually started improving. What to me was really interesting is while the initial part of the pandemic you could see those empty shelves on the store, as you started getting through it, those shelves started to get filled up again and the demand in what you saw, organizations were able to make the shift in their product mix from food service into retail in that example, and continue to serve their customers extraordinarily well. That's a pretty significant change, but obviously as you think about it, that type of forecasting effort, if you use past history it's a little bit hard. John, what are you seeing? Are you seeing your clients do things differently in how they're starting to forecast for these types of scenarios? Buckley: We are, Vadhi, and it's interesting because you had mentioned when we think of supply chain planning and demand planning one of the first things that come to mind is the long term, the statistical forecasting. You can basically throw that out the window last year. What we were seeing in this, is that agility was better than predictability. What do I mean by that? The product that was being produced needed to go to the right spot. What they were doing is changing it and becoming more of the demand sensing, rather than the demand forecasting — they were taking those short term signals and determining when the production came off where they were going to put it. Demand sensing came to be a better topic for those companies as far as moving inventory around. A couple of other things that we saw as we went through this was the use of analytics, and not just internal analytics but external analytics. John Hopkins provided an awful lot of data. How could you take that external data — and was it moving across different states — and apply that to your demand, your production, and your suppliers in order to make you have better decisions. Then probably the last thing that came up, and this is probably the biggest thing that helped CPG companies get through it, at least from our point of view, we've tried to remove the complexity. What do I mean by that? It's limiting SKUs, bringing SKUs down to the select number, focusing in on those, and making sure that they could deliver products maybe in different packages. As consumers were changing their equation on what price and value was, and thinking through those CPG companies that were successful were also being able to change what they focused on by segmenting their product, but eliminating some of those SKUs. One of the interesting things there was the consumer. Consumers have certainly changed and the behaviors that they've had has changed, and I think it's no surprise to anybody that e-commerce has really jumped up to the forefront. Some of the research that was done by a partner of ours said 75% of U.S. consumers have changed — have new shopping behaviors. Vadhi, how you see e-commerce changing with some of the customers that you have. Narasimhamurt: It’s interesting, it's taken a dramatic impact. Even before the pandemic hit there was definitely a shift in consumer behavior towards e-commerce. I, myself, am buying a lot more on Amazon than ever before, even before the pandemic. Once the pandemic hit it was almost like there was no choice. In a lot of situations we went to e-commerce and, as a result, it really tested the organization's ability to be resilient, but also be nimble and agile to make the changes that they needed to make in order to get to e-commerce. Think of e-commerce, the issue isn't just about being able to sell online. The real issue is actually in the supply chain. Well, what should the special requirements of products be? Do they now need to be in unit sizes instead of a case? Do you need to change your warehousing processes so you can actually pick individual units? How does shipping work? Do we now need to have small parcel shipping instead of shipping pallets of products or large cases? All of those changes started occurring at a dramatic pace across a whole bunch of consumer product organizations. Interestingly, what I would say is, as I've spent time in the industry over the last year, the ability of organizations to make that shift has been varied, as the survey says. Forty percent are above average and the remaining 60% are average or below. Every one of them has actually been thinking about it and making the changes to the best they can. When you top it with the fact that employee safety is number one, they're working from home, and they were trying to do all of the changes that they had to do in their individual lives, I actually commend a lot of organizations in their ability to make that type of a shift happen. That continues and what we see is that trend not stopping. I see that trend continuing to be present, and this will continue to have organizations evolve into more of the balance between brick-and-mortar and e-commerce, and that is going to continue to evolve. John, one thing that organizations were seeing was this notion of scenario planning, at least that I’ve been dealing with, it's been very significant because it's very hard. What you were talking about earlier, to use historical data to predict the future. So what is your perspective? What are you seeing around scenario planning in other areas? Buckley: I agree completely with what you had mentioned before, Vadhi, we're not out of this yet. What we're seeing now is a lot more customers are doing more scenario planning. What do I mean by that? Let me take you a little deeper, they're putting out multiple different scenarios that could happen with their demand. Demand could go up 10%, 20%, 30%, demand could be flat, demand could go down. Because, honestly, right now, the ability to predict what's going to happen next week or next month is very difficult because there's still a lot of balls that are up in the air. With scenario planning, what our customers are doing is making business decisions, they're supplying decisions on what they would do from a production standpoint, a supplier standpoint, ahead of time. Then, when the reality of life is starting to come and they can then go down the path, they don't have to take the time to make those decisions. Those decisions are already premade. As we head into 2021 we expect that scenario planning is going to be very top-of-mind to a lot of customers, and it should be. I still think we're in that point of volatility, up or down, where we really don't know what the next day is going to bring to us. When we talk about that scenario planning and we talk about end-to-end, we mentioned the production aspect of things. One aspect that we don't want to forget about is that of our suppliers. Last year was a year that introduced supplier interruption to a lot of customers. Vadhi, why don’t you kick it off for us on the procurement aspect and how that applies to the resilient supply chain? Narasimhamurt: Absolutely, John. We're talking about demand and how do we predict demand, but frankly, the other aspect of resiliency is how do we make sure that our suppliers are first, stable financially and operationally, and second, they can continue to provide the product necessary for consumer product companies to serve the consumer market in general. If we look at the last 10-15 years consumer product supply chains have become more and more global. They've expanded globally, we've been able to get multiple sources of supply, focus has been on cost optimization, service level improvement efficiencies. As that happened, maybe the balance between supply chain risk, other typical efficiency drivers, and cost drivers started to get skewed a little bit. Last year was a bit of a wakeup call to say, "Well, we all soon need, in addition to balancing cost and efficiency drivers and service levels, we need to balance the notion of supply chain risk." I've seen a lot of my clients start to look at, in addition to their global sources of supply, more local sources of supply. An attempt to try and balance that risk between suppliers, help suppliers in some way to make sure that they are focused on the nature of products that consumer product manufacturers need from them, and also helping them to be financially and operationally stable. So I've seen a lot of that interaction and integration going on. Are you seeing increased levels of collaboration within the supply chain? Buckley: We have and it's interesting because a lot of the customers that we have have extended collaboration or are bringing suppliers into the planning process of that. Going out and sharing information, sometimes that was looking like we don't necessarily want to do that. Now, those progressive companies that are being successful at this, are sharing more information with suppliers. They're sharing production schedules, inventory levels, what future forecasts are going to be, and getting commitments from the suppliers into what they can do. Granted, it may not give them all of the product that they need in order to manufacture what the desired amount is, but at least it gives them the opportunity to plan accordingly for that. They know what is coming in. Collaboration has certainly been a huge aspect as we head into this. Vadhi, I'd love to get your perspective on manufacturing. I know you have a passion for this area, tell us what you're seeing in the manufacturing space. Narasimhamurt: We talked about demand, then shifted into the supply equation, both the procurement side and the manufacturing side. What was interesting is a very significant amount of respondents actually said that from a manufacturing standpoint technology is playing — starting to play, or really continuing to play — a very significant role on the shop floor. Whether that's to enhance employee safety, enhance efficiencies in the manufacturing operations, provide better information in order to drive to more predictive behaviors in our manufacturing — there's a whole host of factors driving it. But what is becoming clear is that a significant number of consumer product companies are now starting to invest in this notion of what I call a smart factory. I've talked about smart factories for several years now and every one of the organizations has gone through some level — maybe a proof of concept — they've all dabbled in this space, whether it's robotics, sensors on the shop floor, IOT technology. Clearly, a lot is being done in the analytics space in terms of taking the information and translating it into something meaningful for the organizations to act on. All of that has traditionally been, depending on the sector, a maturity scale from a POC to full blown execution. What this pandemic has done is it's forced organizations to move much faster into driving more automation on the shop floor. At Deloitte, we have created a globally connected smart factory. We have one in Wichita, Kansas, in Dusseldorf, and other parts of the world where we're using [these] technologies. Working with SAP and several other partners we’re able to create and paint the vision of what a smart factory would look like. The pandemic is accelerating that need for our clients and I really think it's a game changer in how clients are looking at it. Buckley: I would agree with what you're saying, we are seeing the movement to more of the robotics and automation within manufacturing. They have to keep that flow of product happening, they can't have those interruptions that they experienced last year, and they have to maximize capacity. When you think about digital supply chain and manufacturing, think of what's going on out there. We're also seeing the same aspects happening within a warehouse. Whether it's your plant warehouse or the distribution centers that are happening out in the field. The automation that's happening with this, the robotics, the machine picking, all of those things are happening right now, so the key to watch out for is making sure that you have the technology that can support these things. Most companies say they want to go that direction, but do you have the infrastructure that's going to set yourself up in order for those things to occur? Narasimhamurt: If you look at the key takeaways in the notion or the area of supply chain resiliency, one is that supply chain risk has become an important factor. While it was always a factor, it started to get skewed as we looked at costs, service levels, efficiencies and supply chain, but it's come back strong as a really important factor in order to create this notion of a resilient supply chain. In addition to the other parameters, they haven't disappeared, we just add a risk to it in equal strength, and organizations are working extremely hard to find that right balance. The second one is this notion of digitalization of the supply chain. We talked about it on the demand side, the manufacturing side, you'll hear a lot more about it on the procurement side — even the distribution side as well. In every one of these areas we are seeing organizations move from POCs, ideas, into operationalization. A full-blown operationalization of all of these ideas across the plants, distribution centers, and their facilities. Then the last one is the connectivity. This notion of connectivity has actually really moved, and continues to move, supply chains from being linear supply chains — if you think of plan, source, make and deliver — into an interconnected digital supply network where you now have quicker information sharing as a result driving quicker decision making. Technology's playing a key role in all of this, but frankly, it's not just technology. It's the ability of the organization, and the talent pool within the organization, to adopt that technology, drive information sharing, and the culture to drive that information sharing, which is creating the network. Organizations that did really well in adapting or handling the pandemic, did really well in creating these networks. Buckley: I would like to challenge the people joining us today, when you start thinking about your digital supply chains, think of it in three different areas. Number one, is it connected? Are you connected to your partners both to the left and also to your right? Do you have an intelligent? Is it digitized? Are you able to share information? Are you able to use some of the IOT, AI, the ML to your benefit to help drive costs within your business? Then, is it an integrative supply chain? Is it able to service what the changing demands are from our consumers? The one thing that we learned last year is the consumer does drive our business. Ultimately, they have the say in whether companies are successful or not. They will change on a dime, they have many different avenues that they're mixing and changing the way that they engage with the retailers and also with the direct to consumer companies. So do you have an integrated supply chain that can also support that? Guffanti: Thanks, gentlemen. I think you struck a chord with a lot of the folks listening in. Vadhi, maybe you can touch on this, how do you limit your SKUs when you're still in competition to drive business having a variety of offers? Narasimhamurt: I think SKU rationalizations and limits are very dependent on the nature of the business that you're in. What I have seen in the last year is because demand shifted from channel A to channel B, in the case of food and beverage, as I said, from food service into retail. That naturally led to a shift in the SKUs that are being produced and are being focused on. That is just the nature of the marketplace driving organizations to focus on some SKUs. It didn't mean that they would eliminate SKUs in the food service channel, it just meant they were "on hold" until that business would come back. The same thing happened on the other side, there was an increase in SKUs when you look at the e-commerce, because you started to get smaller and smaller quantities, there was a need to drive that. What I would say is that the limiting of the SKUs was less about saying that we would consciously just take off some SKUs, it was more about the fact that the market was driving it. Now, the second in some cases, I will give you some examples of organizations, you look at folks that make hand sanitizers. Well, guess what? They've absolutely focused just on making hand sanitizers because that's really all the demand was. It wasn't driven by channel, it was driven by volume of certain SKUs. That volume of certain SKUs automatically caused a reduction in the volume of production of certain other SKUs. I think a lot is market driven, a lot consumer driven, and in CPG companies especially, I continue to expect that to happen. Buckley: I'll maybe take a different perspective with this. What I saw last year with some of our customers is that they made a concerted effort to get rid of some SKUs because they knew that they weren't going to be able to supply the whole demand. In order to maximize their profits, they cut off some of the SKUs. The analysis that they actually went through, and you could say that was consumer driven, but they tried to limit that down so that they could almost get back to the Henry Ford method — let’s produce one model, it's going to be black, and let's just pump it out as fast as we can. That was the mindset. While some of the companies did that, they found out that their productivity, their margins and all that, were higher than they expected them to be. They saw huge benefits for that. Companies don't like to go through SKU rationalizations. To a marketing or a salesperson that is a four letter word. But it is — a lot of times — the right thing to do. What we're seeing right now is for those companies that did reduce their SKUs, they’re starting to add a few more SKUs back into their portfolio that they're offering. An interesting trend that we're also seeing is a lot of them that are outsourcing. They might be taking the SKU, but they're outsourcing it to someone else to manufacture and make for them, so they're using that total infrastructure, the ecosystem that they have, in order to fulfill the demand. Not with their own capacity, but with other capacity. Guffanti: That actually brings me to the next question. Have CPG companies taken steps towards marketplace ecosystems where products can be processed and shipped directly from supplier to consumer? Buckley: Absolutely. The more that they can do that — and we're also seeing that with maybe a direct-to-consumer approach — they're having co-manufacturers make the product and actually take the fulfillment for it. The typical CPG company that is out there is used to dealing in large pallets, I say that in generalities. I know that there are some that don't deal in that, but generally, you're dealing in pallets or large case sizes. When you start shifting it down to the smaller sizes to fulfill, that’s seen as creating havoc and stress within CPG companies. Often, one of the solutions is to outsource some of that, not only the manufacturing of the product, but also the fulfillment of the product. They have a designed amount of SKUs that they're going to be going to market with. On a broader scale, we are seeing more co-manufacturing play into the manufacturing so that they can keep the CAPEX dollars and use them for other things. Guffanti: We saw the variety of consumer brand size organizations, ranging from small, mid-size, all the way to enterprise-level organizations. Each is in a different place in the digitization of the supply chain in their organization. Assuming that they don't have a fully-evolved digitized supply chain, what would you say would be an immediate focus coming out of this webinar to realize some ROI? Some quick wins in order to achieve that. Narasimhamurt: There’s different points in which an organization can start. It's actually driven almost by what their immediate need is. To give you an example, one of my clients actually started the digitization journey more in the manufacturing space, simply because of the employee safety concerns that we were talking about earlier. They have a lot more enablement of things like control tower, so they can actually start to measure things centrally rather than have to have people in every single plan for certain capabilities. That might be driven by the need in the manufacturing side, depending on how heavy you are from a people standpoint. It might be driven from an asset efficiency standpoint and monitoring the quality and state of your assets in these manufacturing sites, that could be a space again, think of maintenance areas as another place. A third area could be demand as we were talking about. Because of the huge populations in demand, you might start the notion of digitization — how do you get better information not from history, but from what's actually happening in the marketplace today and use that information to make better predictions on how you're going to forecast your product portfolio. Then, as a result, drive your production and distribution. There could be completely different situations of what digitization looks like. One of my clients used digitization to actually forecast how much protective equipment they needed at their facilities, even if they had a shortage of protective equipment across 400 of their manufacturing sites. They said, "You know what, maybe using SAP IEPs is not a bad idea," and I think they've been very successful at it. They created a demand planning process and a demand and supply balancing process within SAP IEP for their protective equipment (PPE), that they had never thought of before. Not only are there ideas in the course of areas of supply chain demand planning manufacturing, there's some really innovative ideas that are coming up that organizations are using and have been extremely successful at it as they've gone through the pandemic. Buckley: I can't disagree with anything that you said, Vadhi. Let me just add a couple things. If I left and said, "Okay, from this what do I need to go out and do?" I would look at, number one, being connected. Are you a connected supply chain? Are you having those collaboration discussions with your suppliers? Are you having those discussions with internal four walls? Are you making sure that you're connected so that you can share information more real-time so the decisions can be made faster for organizations? One of the things that we learned last year is that we need to be fast, and we can be faster. Last year challenged us and pushed us to be faster. We know that we can be, but don't let that rubber band go back to that state. Continue to push your organization and make sure that everybody's connected. The last thing that I would say is, really look into scenario planning. You heard Vadhi and I both say that we don't know what 2021 is going to look like. None of us do. Our crystal balls are real foggy and being able to use last year as a starting point for next year, or for the next three to four years, probably is not going to be the case. Think about putting in some scenario planning capabilities that can make those decisions up front. Again, agile is the new way of doing it - being predictive is going to be a little bit tougher for a while. Guffanti: Well, those are great words to end on. I want to first thank you both for supplying some great guidance, direction, and insight that you used based on the survey. Again, thank you Vadhi and John, and I want to thank all of our attendees for taking the time today. We hope you found this information valuable. Enjoy the rest of your day, be safe, and be well.

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