Welcome to our breakout session, How's it by Tata Consultancy Services. A warm welcome to everyone with me today. Our Ashley, Norton, Ashley Supply Chain Practice Head, UK and Ireland at Manufacturing at the Manufacturing Business Practice at TCS and also. Very warm welcome Michael Johnson. Michael is Vice President IT at Bridgestone Emia and also Luis Angel Bernal. Luis is CIO at Lafargeholcim, India. Thank you for joining us today. And actually over to you, Ashley. OK. Thank you, Stephanie. So thanks. Thank you all for those of you that are watching and joining us here today. So just to kind of lead into this, we're going to be talking today about promoting, promoting superior customer advocacy through ecosystem services. So just to give some context, the migration of buying behavior from consumer products and services to bTB. In the manufacturing enterprise is now presenting itself opportunities across the buying and life cycle. So with this brings a longer opportunity for businesses to connect across this life cycle and really this is now leading into an establishment of a service LED economic model and historically customers would have limited touch points of engagement. Potentially at the initial sale of the goods, but recently consumers are now researching A portfolio of assets and products and services to meet their overall business needs. So the enterprise needs to orchestrate a coalition of ecosystem partners which can deliver these needs and there's a basically a shift on conventional product centric transactional based business model to a service centric 1. So the service model revenue will now largely depend on the customer's output, such as guaranteeing levels of availability of the products along those service lines. And with that redesign business model, organisations will need a revision of their business logic. So manufacturing enterprises would historically understand the value chain as being somewhat linear. But now what we're starting to see is an emerging ecosystem where services are delivered simultaneously And that seamlessly switched together list of services really now forms what we would call an experienced journey. So would this increasing evidence. It suggests that customers are now valuing the integrated experiences and this is actually driving advocacy. So if we take automotive as one example, so we often find ourselves now buying a product based upon the personalization of the services that product can bring us. So if we think of connection subscription based service offerings, that's what tends to drive us towards the product. So it's no longer necessarily just getting from A to B, it's actually the experience which which generates the product sale. And in the business context, we can consider this to migration towards advocacy as being a group of intensely network partners and through cognitive connected and cloud based ecosystem, the door knob of mural manufacturing is now becoming largely upon us. So as part of that breakout session, we're gonna explore this with a couple of panel guests that we've got here today and we're gonna explore how they see this paradigm shift towards a connected service driven business model. So as Stephanie mentioned, we've got two executives from a from leading manufacturing organisations in the European segment. One of our guests is from the cement industry and we all know that they serve the building industry. Grade deliver build assets to the end customer. And in a similar way we've got a prestigious tyre manufacturer that works carefully alongside businesses to develop you know, offerings and products in line with fuel efficiency, wide comfort and safety to name just a few. So differing businesses, but hopefully we'll explore how they will approach this journey towards customer advocacy. So with that, I've got a couple of questions and just kind of going into this first one really and this will be aimed at yourself, Michael. Help us understand how the engagement is with your end customer and how it's changed over the last decade or so. We understand that the distribution channel remains at the forefront of the market mechanisms. But with that, what do you see the change in demand patterns and how do you see the need to participate in ecosystems and gearing toward that shift from B2B to B2B to C So over to you, Michael. Sure, Ashley, thanks. That's a great question. At Bridgestone, I think we're pretty well known as a world's leading tire manufacturer, very product centric organization and over the last several years, we've been heavily focused on transforming into more of a service centric organization and mobility solution provider and we have several lines of business. 1 1 in truck, another in passenger tire and let me talk about the passenger tire market for just a minute. You know this digitalization, this transformation into a mobility solution provider requires us to digitalize our business model and our customer experience. And on the passenger tire side, most of our tires are getting to the end consumer through a channel, retail channel, dealer channel. So we're we're very much operating in a B2B2C World today. But as we continue to work on building services and solutions for our customers, we're creating a highly networked ecosystem of partners that include our channel and OEM partners that include startups, traditional cloud or typical cloud providers and others to really Co create solutions based on the needs of our customers. So we're working on getting closer and closer to the end customer. It's a very important and then working with an ecosystem of partners of varying natures to develop solutions that are uniquely tailored for what our customers need and want. A lot of this is driven by, you know, some disruption in our industry, whether it's a sharing economy, autonomous driving, electric vehicles, you know, there's a whole different way that the individuals are wanting and needing to consume mobility. That's really requiring us. To make quite a dramatic shift in our industry. OK, thank. Thank you for that. Michael and Lewis, same same question, know how do you see the demand patterns changing and your approach to engaging in this ecosystem and migrating more towards the B2B2C model. So over to you Lewis and we'll be glad to hear. Thank you, Ashley. And likewise Michael, I mean we are also shifting a bit from the producing treatment setting to something more. Service oriented and for this is all about information transparency and collaboration with partners. So really providing real time information. We have been focusing a lot on the supply change management piece of the whole, the value proposition and not only in the planning activities but also in the execution activities particularly with carrier selection and segment consolidation and the route optimization and for this is all about having the customer empower. To do things on his own with customer order management enablement but then at the same time providing real time information about all the relevant events that they can manage in order to optimize their own supply chain model. So we are connecting ourselves with other partners and suppliers ecosystems in order to share information and allow to reduce transportation costs by optimizing loading, planning at shipping point but also providing. Real time information about estimated time of arrival so they can organize the whole activities in relation with the supply of a product and becoming much more service oriented organization. And would you say Lewis that pace that speed of change is accelerated in the last year or two? Definitely a lot. I mean the cloud is bringing new capabilities. So definitely this as well permits that we can connect with other systems, with other ecosystems and really bring transparency in information serving up to a very different level. COVID has really translated this much more. So now we see electronic proof of delivery almost in every single market. We are in around 50 different markets and we are seeing a very significant acceleration in that regard with QR codes. With the SMS driven delivery notes. So at the end of the day we are moving into a paperless environment while five years ago it was a much more different situation or even two years ago. OK. Thanks. And that really leads us in quite nicely to the next question, which was more around the technology. So just staying with you there for a minute now, Lewis, what, what's the approach that Lafarge Holcim is taking towards technology? How's that particular particularly enabling this collaboration in the ecosystem? And is that really now starting to translate into more strategic engagements? So just expand on that if you would, please. Absolutely. I mean basically we have a very large program which is from globally which is called Plants of Tomorrow, where we are bringing all the digitalisation up to a different level within the manufacturing sector and particularly for logistics and supply chains. We are with machine learning and supervised algorithms. And so at the end of the day, we are able to really learn from the past and apply those algorithms and those models in order to optimize all the dynamics and relationships with our. Furniture places, we are already connected through API's with all the ecosystems. So as of today, we are able to optimize the loads not only for a carrier delivering services to Lafarge Holstein, but also when this same carrier is delivering services to other partners or to other let's say companies in the sector. So we are already providing services to them that go beyond the boundaries of Lafargeholcim. I'm personally being a logistician supply chain person. I'm very happy to hear some of the things that you've been mentioning there, Lewis, so great, great to hear. So same question to you, to you, Michael, in terms of technologies and how are you approaching that and what leverage is upbringing for new strategic engagements with your journey? Yeah, sure. That's a great question for us. A very important part of our strategy is creating what we call the digital thread, which is that complete digital feedback loop from the end consumer all the way back through the supply chain to R&D. So many of our tire centric solutions are based on IT technology and we're consuming fetching a lot of data from vehicles. That data is being ingested into the cloud and then we are orchestrating that through the entire supply chain in order to create better experience for our customer through more just in time delivery of product, but also being predictive having predictive models where we can anticipate where or damage in a product and alert a consumer of that event, but then also route them to one of our. Network service partners to have the maintenance that they need done to avoid downtime and that applies on the passenger tire side or the trucker commercial tire side. So for us it's all about big data, it's about data, it's about making sure that we are capturing data, we are able to manage data, we're able to orchestrate and route data and use that data through the entire value. Thank you. And I for one certainly in our brief conversation was quite surprised to hear. About the migration to service isation, and I used to think of tyres as being commodities and actually based upon the transformation and the experience that you give, I'm now starting to see the actual tyre as a service product rather than just a commodity, so really interested in that. That's one of the drivers for the transformation actually is the product itself is more and more being commoditized. We still have good competitive advantage in some segments, but in others it's you can make the same tire pretty easily in other other parts of the world, different manufacturers. So that's a big motivation for us to transform our organization to deliver better higher valued services that in consumers need more predictive services and maintenance. And leveraging our ecosystem, including our retail and service network is completely key to that. Cool. Thank you. So, Stephanie, have we got any questions? We haven't received any questions from the audience or the audience is a bit shy, but I have actually one question for Michael and Lewis, if I may. So in terms of what would be your recommendations for your peers, how to start off that transition in one sentence, maybe each of you there isn't and Michael? One sentence recommendation for me. Please identify a pain point and work together with your partners. Thank you. Definitely agree, start small and move quickly. Thank you. So look, so I think we're probably about time in conclusion. I think for me the striking points here are the differing businesses in terms of the unique sectors that you serve, but the similarity in some of the challenges and how you're approaching overcoming those obstacles through technology, through partnerships and building. The ecosystem where you can actually create exponential growth and value. So I think it's really insightful and really interested in that we can all connect and see those similarities all coming from different backgrounds and different business environments. So really, really good discussion. Thank you so much for your, for your participation and your insights, Sir Michael and Lewis and thank you again. Thanks also for my side. And actually every conversation can be continued or actually be started at your booth. So make sure to Popeye, the TCS booth in our Expo session in the next networking session. And thank you to you, Ashley, Lewis and Michael. And we will continue actually in 3 minutes at the Mainstage section. So please, everyone is of course invited to return to the Mainstage. Thank you very much. Thank you. Thank you, thank you, thank you, thanks.