Gathering project requirements is laborious – and often incomplete or inaccurate. Here’s how Gen AI can make the process more efficient and comprehensive

The cornerstone of any successful software development project is comprehensive requirements. But gathering, analyzing, documenting, and structuring requirements can be tedious, and the results are often laden with errors.  

The traditional process for gathering requirements and documentation is manual, which makes it time-consuming and prone to inaccuracies, omissions, and inconsistencies. This can lead to miscommunication, missed requirements, and costly reworking needed later in the development process, all of which can impact the success of a project. 

Here’s a glimpse into how our team has been leveraging generative AI to improve the process of requirements gathering. Here’s how.  

Taking a RAG approach  

The retrieval-augmented generation (RAG) approach is a powerful technique that leverages the capabilities of Gen AI to make requirements engineering more efficient and effective. 

What is Retrieval-Augmented Generation (RAG)? 

According to Google Cloud, RAG (Retrieval-Augmented Generation) is an AI framework combining the strengths of traditional information retrieval systems (such as databases) with the capabilities of generative large language models (LLMs). By combining this extra knowledge with its own language skills, the AI can write text that is more accurate, up-to-date, and relevant to your specific needs. 

As a Google Cloud Partner, in this instance we refer to text-based Gemini 1.5 Pro, a large language model (LLM). Gemini 1.5 Pro automates and enhances requirements engineering, by using a retrieval system that fetches relevant document chunks from a large knowledge base, as well as an LLM that produces answers to prompts using the information from those chunks.

This system excels at interpreting the nuances of human language, allowing it to grasp the true intent behind user inputs and project documentation. Its deep language understanding leads to more accurate and relevant requirements.

Unlike conventional tools that simply rephrase existing information, Gemini 1.5 Pro can generate entirely new content, drawing on its vast knowledge base and understanding of user needs. This fosters innovation and ensures the system caters to unforeseen scenarios.

Gemini 1.5 Pro automates a significant portion of the manual work involved in requirements analysis, saving time and resources. It can handle large volumes of data with ease, making it ideal for complex projects. It’s also able to handle various document types, including Word, PDFs, CSV files, etc. It learns quickly with limited data, can reason through complex problems, leverages real-world knowledge, and transfers its learnings across tasks.

The following example illustrates a detailed response delivered through our RAG-based custom LLM, as compared to the response produced by a public LLM:

As these examples clearly show, the benefits of a RAG-based approach with Gemini 1.5 Pro include the ability to capture a wider range of stakeholder needs and expectations, which leads to more complete requirements.

Automating manual processes involved in gathering and documenting requirements reduces time spent and minimizes errors. It also proactively identifies dependencies between requirements and ultimately generates well-defined requirements with clear metrics. Thanks to Gemini 1.5 Pro’s ability to process large amounts of data, along with the scalability of Google Cloud, complex projects can be handled effectively.

What are the pros/ cons of using Gemini 1.5 Pro for RAG vs. other multimodal AI models?

Pros:

• Enhanced accuracy and relevance: Gemini 1.5 Pro combines traditional information retrieval systems with generative large language models (LLMs), resulting in more accurate, up-to-date, and relevant text generation1.
• Deep language understanding: It excels at interpreting the nuances of human language, leading to more accurate and relevant requirements2.
• Innovation and flexibility: Unlike conventional tools, Gemini 1.5 Pro can generate entirely new content, fostering innovation and catering to unforeseen scenarios3.
• Efficiency: It automates a significant portion of the manual work involved in requirements analysis, saving time and resources4.
• Scalability: It can handle large volumes of data with ease, making it ideal for complex projects4.
• Versatility: It can process various document types, including Word, PDFs, and CSV files4.

Cons:

• Dependency on data quality: As with all AI models, the effectiveness of Gemini 1.5 Pro depends on the quality and comprehensiveness of the data it retrieves and processes.
• Complexity: Again, as with all AI models, implementing and maintaining a RAG-based system with Gemini 1.5 Pro may require significant technical expertise and resources.

Use cases for a RAG-based approach to requirements engineering

The following use cases showcase two scenarios where we’ve found a RAG-based approach to requirements engineeringto be valuable.

User research and behavior analysis

• Use case: Analyze user interviews (audio and video data)
• Benefit: Gain deeper insights into user needs, pain points, and behavior beyond what’s explicitly stated. For example: identify frustration in user tone during interviews or observe user body language in videos.
• Expected outcome: Develop software that better addresses user needs and provides a more intuitive user experience.
• Challenge solved: Uncovers implicit user behavior and emotions not readily captured through traditional surveys or questionnaires.

Identifying operational inefficiencies

• Use case: Analyze security footage, equipment operation videos, and employee training sessions (audio and video data) to generate the functional requirements, user stories, or epics for the solution.
• Benefit: Identify and capture requirements for the potential security risks, inefficient processes, and areas for employee training improvement.
• Expected outcome: Develop software that optimizes workflows, strengthens security protocols, and enhances employee training methods.
• Challenge solved: Gain objective insights into operational processes by analyzing visual data alongside audio instructions or explanations.

Leveraging the cutting-edge capabilities of RAG and Gemini 1.5 Pro LLM offers a promising solution to the challenges faced in traditional requirements engineering. Automating generation, improving accuracy and scope, and ensuring security and explainability revolutionizes the way software requirements are gathered, documented, and managed, leading to a more efficient, effective, and secure the end-product.

Customers can connect to have a detailed discussion on their modernization journey where we can help them through the requirements analysis, functional requirements, epics and User stories generation.

Interested in exploring the Google Cloud RAG Based Custom LLM for your Analysis Phase Journey? Contact us for more information and an assessment – googlecloud.global@capgemini.com 

Exploring how embracing cloud security on Google Cloud can transform your business in an interconnected world. 

Many companies are prepared for the security challenges that will come their way, but others are far from ready – and that is a risky divide. Data security can literally make or break a business, but so many enterprises view it solely as a defensive practice. And the threats are significant. The global damage total from cybercrime is expected to reach $10.5 trillion by 2025. This is only made worse by ongoing global skills shortage, geopolitical challenges, and supply chain vulnerabilities.  

The rise of artificial intelligence improves and complicates the situation. Security teams can leverage AI to enhance compliance, data analysis, and defense strategies, but malicious actors will benefit too. AI-driven phishing scams, for example, will threaten both personal information and corporate defenses. Our recent report  concluded that “48 percent of business executives rate data protection and privacy concerns as among the biggest risks associated with generative AI.”

While security for generative AI use cases is still a work in progress, any organization using Gen AI applications must consider the security implications and put measures in place – whether using Gen AI tools for specific business use cases, or looking at preventing Gen AI-powered malicious activities.  

Security is essential for preventing threats but the tendency to see it only as a defense can create negative perceptions and may cause businesses to act out of fear. 

There is a different approach: security can be deployed as a business enabler. Of course, security operations and compliance are essential defensive practices as well, but enterprises that consider security operations to be more than just a necessary part of doing business can begin to leverage security as a tool for strategic growth. 

Transforming business security: Google Cloud’s “shared fate” approach 

Unlike other hyperscalers that provide customers with security components but let them assemble these themselves—often leading to errors—Google Cloud adopts a more collaborative approach with its clients. 

This starts with the build and deployment and continues through the lifecycle of their applications. Google takes a “shared fate” approach to security, meaning the company invests heavily in client outcomes – providing more prescriptive guidance and blueprints, which optimizes security in an opt-out approach that reduces overall risk as services in the cloud are built and migrated. Google also provides tools like Risk Manager at no additional cost to help clients manage ongoing security and compliance.  

We bring GC into the fold along with our best-in-class tools to manage our clients’ total estate – whether Google is the sole security vendor or one of many. Then we layer in a nuanced approach based on domain expertise and sector-specific needs. For example, thanks to our in-depth expertise in the unique security needs of the financial services sector, we can bring more specific control blueprints for things like SEC regulation compliance in the US, while also keeping an eye toward the future on new regulations like DORA in the EU. And this is equally the case in a wide range of sectors – from manufacturing to healthcare to aerospace and defense. 

While GC’s security blueprints provide very good baselines, our experience and expertise in industry empowers us to bring more granular and audit-proven security controls for client-specific verticals. We build on top of GC security solutions to add our compliance and regulatory expertise and augment risk transfer solutions by way of continuous compliance, which allows clients a real-time understanding of their security state. 

This level of granularity often relieves security concerns at the board level and enables enterprises to better optimize their cyber insurance posture, to keep insurance costs down while maintaining advanced coverage. 

Security can be an accelerator for business, paving the way for innovation and growth by fostering trust and confidence. That’s why we go beyond safety and compliance: we aim to deliver security solutions that allow our partners to grow and thrive. Here’s how. 

Security operations as a business enabler 

Capgemini’s approach to building and delivering cloud security solutions is both progressive and pragmatic – and driven by four key principles. 

1. Cloud infrastructure as an enabler – Cloud infrastructure enables all facets of security operations to be accomplished faster, more transparently, and more completely. Cloud security tools offer flexibility and agility, which ultimately improves security. 
2. Security is as much about culture as it is about strategy – When building and implementing a cloud security strategy, we believe it’s important to create support at all layers of the organization. Security needs to be an embedded partner and cannot be perceived as outside the team. 
3. The importance of starting with a solid foundation – Security has a critical role to play in overall delivery velocity, and automation here is key. But when you’re building automation, you need to have the right foundation first. 
4. Consider the future carefully – You don’t necessarily need to immediately adopt new security paradigms such as Zero Trust, self-healing apps, or AI for Security, but you do need to understand how they may change your business in the long run. 

We take a lifecycle approach to our cloud security portfolio, ensuring we fulfill clients’ needs no matter where they are on their journey to a secure cloud. For example, clients in the beginning of their cloud maturity model often benefit from quickly establishing effective governance and building appropriate compliance tooling. We work with them to establish their security foundations, while clients that already have governance or a consolidated cloud team often look for validation and ongoing assessment support. For them we look at cloud adoption, modern framework and workload assessments, and ongoing support as they establish their cloud security best practices.  

We leverage our experiences across more than 3,900 customers and 15 operations centers, as well as the best of GC’s tools, such as Chronicle SecOps’ speed and scale, threat hunting capabilities, and advanced analytics to ensure comprehensive security protocols are in place for all Gen AI applications and use cases. Together with Capgemini’s 24×7 monitoring and expertise with almost 100 playbooks, it’s a winning combination to help our clients achieve concrete business outcomes – over and over again. 

Interested in exploring the “shared fate” approach to cloud security with Google Cloud? Contact us for more information and an assessment – googlecloud.global@capgemini.com 

In today’s rapidly evolving business landscape, sustainability is no longer just a buzzword – it’s a critical driver for success and environmental stewardship. Organizations worldwide are realizing that integrating sustainable practices into their operations isn’t just beneficial for the planet, but for their business as well. A key enabler in achieving these goals is  My Sustainability Score,  a cutting-edge tool designed to engage employees, educate them on eco-friendly habits, and drive real behavioral change within the workplace.

Engaging employees in sustainability: The key to success

A significant challenge companies face when rolling out sustainability programs is getting employees actively involved. According to our CRI research , employees are more likely to stay  with companies that have strong sustainability commitments. My Sustainability Score addresses this by making sustainability efforts personal, engaging, and fun.

Employees are encouraged to incorporate eco-conscious habits into their daily work routine through gamification mechanics such as points, badges, challenges, and rewards. Whether it’s reducing energy use or minimizing waste, employees can track their progress and earn recognition for their sustainable behaviors. This competitive and rewarding experience not only boosts engagement but also strengthens the company’s culture of sustainability.

Educating at scale: Reaching every employee

Beyond engagement, education is vital to the success of any sustainability initiative. Many employees want to contribute, but may not know how to make meaningful changes. My Sustainability Score addresses this challenge by offering a multichannel education platform that scales across the organization.

With content ranging from sustainability articles and daily eco-tips to full-scale communication campaigns, employees are equipped with the knowledge they need to adopt greener habits. The tool’s integration with intranet platforms, virtual agents, and dedicated SharePoint sites ensures that the educational content is easily accessible, no matter the employee’s role or location.

This consistent stream of relevant information helps employees understand the impact of their choices, and promotes ongoing learning. As a result, companies can accelerate the shift towards more sustainable workplace practices.

Driving behavioral change with a structured approach

Creating awareness is just the first step – transforming awareness into action requires a more structured approach. My Sustainability Score is designed to drive lasting behavioral change by guiding employees on a personalized sustainability journey.

The tool is integrated with our premium workplace services offering, Experience Management Service (XMS), which measures employee behaviors in real time. By analyzing data on sustainability actions, the tool identifies opportunities for improvement, which  empowers employees to make impactful changes. This measurable approach ensures that sustainability becomes a central part of the company’s operations and culture.

Measuring, analyzing, and improving impact

For organizations committed to sustainability, tracking progress and analyzing outcomes is crucial. Our Experience Management offering provides robust measurement tools that allow businesses to track key sustainability metrics – such as CO2 emissions, energy consumption, and employee behavioral change accelerated by My Sustainability Score.

Organizations can visualize their sustainability efforts and evaluate their effectiveness by leveraging real-time data and integration with tools like Power BI and SharePoint. These insights enable leaders to prioritize future actions and continuously improve the company’s sustainability programs.

In fact, companies that set measurable sustainability goals have reported 20 percent greater profitability than those without measurable initiatives. By measuring impact, the tool empowers businesses to turn sustainability into a strategic advantage.

Building a culture of sustainability

Ultimately, the goal of My Sustainability Score is to foster a sustainability-first culture within organizations. By offering a seamless blend of engagement, education, behavioral management, and impact measurement, the tool helps employees feel invested in the company’s environmental goals.

When employees understand their impact and are recognized for their contributions, sustainability becomes ingrained in the company culture, leading to a more committed and environmentally conscious workforce. The benefits extend beyond environmental impact – research shows that companies with strong sustainability cultures outperform their peers in terms of employee productivity.

A future of sustainable workplaces

The shift toward sustainable workplaces is not just a trend – it’s a necessity for business resilience and environmental stewardship. By leveraging this tool, organizations can create meaningful and measurable changes that benefit the planet and drive long-term success.

The future of work is sustainable, and My Sustainability Score is at the forefront of this transformation, enabling businesses to build greener, smarter, and more engaged workplaces.

As more organizations embrace this innovative solution, we’re paving the way for a more sustainable and prosperous future. Ready to lead the change? Discover how Capgemini’s My Sustainability Score can help your organization build a more sustainable workplace and drive real environmental impact. Contact us.

In our previous blog, we discussed the current state of Manufacturing Execution Systems (MES) in the pharmaceutical industry, highlighting the challenges and limitations faced today. As a natural sequel, this blog explores the future advancements in MES, promising greater integration, flexibility, and efficiency, and their potential impact on pharma manufacturing.

Seamless Integration
In the future, we think that MES will be seamlessly integrated with other systems, creating a unified digital ecosystem. Users will be able to interact with a single, cohesive system without realizing the underlying complexities. This seamless integration will eliminate the need for custom-built interfaces and will ensure a smooth data flow across all systems.

Enhanced User Experience
The future MES will also offer an intuitive user experience. Users will be able to interact with the system effortlessly, akin to driving a car without thinking about its mechanics. This user-friendly interface will make it easier for personnel to access and utilize data, thereby improving overall efficiency.

Support for Different Pharma Manufacturing Types
Future MES systems will have the capability to support continuous manufacturing, personalized medicine manufacturing, and existing batch manufacturing.

Shift in Licensing Models
Many pharma manufacturing companies will experiment with and adopt a SaaS licensing model. This shift will also motivate medium and small-sized companies to implement MES solutions.

Advanced Technologies

1. AI and Machine Learning: AI and ML will play a significant role in the future of MES. These technologies will enable predictive analytics and anomaly detection, enhancing decision-making processes. For instance, AI can help identify variability in product output and suggest potential root causes, making it easier to address issues proactively.
2. Generative AI: The integration of generative AI will allow users to interact with MES through natural language, making data retrieval and analysis more accessible. This will enable operators to ask questions and receive insights in a conversational manner, further simplifying the use of MES.
3. Cloud-Based Solutions: The shift towards cloud-based MES may offer greater flexibility and scalability. Cloud solutions can make it easier to deploy and manage MES across multiple sites, providing a unified platform for global operations. As these systems mature, clients will evaluate on-premises vs. cloud risks and consider changes to their strategies to take advantage of benefits outlined above. However, addressing technical constraints like latency and ensuring robust security measures will be crucial for widespread adoption.

Sustainability and Efficiency
Last but not least, Future MES will contribute to sustainability goals by optimizing resource usage and reducing waste. Integrating sustainability metrics into MES will drive greener manufacturing practices. For example, MES can help monitor and reduce energy consumption by optimizing equipment usage and minimizing waste.

Conclusion
The future of MES in the pharmaceutical industry is bright, with advancements in integration, user experience, and technology set to transform manufacturing processes. By embracing these innovations, pharma companies can achieve greater efficiency, flexibility, and sustainability in their operations.

Financial institutions have faced many challenges in recent years concerning their post-trade processing. Despite efforts, it’s proven difficult for market participants to navigate these obstacles while improving efficiency and controlling costs. In this article, we examine industry challenges and discuss why it’s time for further collaboration across the market. We also explore why sharing expertise and costs across the industry benefit participants and unpack what Financial Market Infrastructure providers (FMIs) must do to create a shared industry solution.

Reducing the Cost of Post-Trade Processing in a Challenging Environment

Financial institutions in the post-trade ecosystem have faced challenging circumstances in recent years. Amidst geopolitical shocks and market volatility, institutions have aimed to comply with new regulations, enhance resiliency, and transform processes, all while controlling cost bases. To meet these demands, they’ve sought to leverage a combination of offshoring capabilities, process re-engineering, and new technologies. These efforts have led to incremental results, both in terms of optimizing costs and operational efficiencies. This is because the cost of processing trades is distributed across the trade lifecycle. Cost inefficiencies are embedded throughout the value chain, and individual solutions only remove them from a small part of the process.

Little has changed since 2020, when the Bank of England noted that more than $20 billion is spent on trade processing each year, split across up to 23 services in the example of FX post-trade activities. This shows the scale of these cost inefficiencies and highlights the need for a holistic approach to tackle such a challenge.

Banks have often solved their trade processing problems on their own, resulting in duplicative efforts across the industry. In their drive towards delivering a Common Domain Model, ISDA has previously suggested that if the industry adopted common data standards and addressed fragmentation, there would be an estimated 80-85% reduction from the dealer cost base of approximately $3.2BN . To mutualize costs, the widespread market adoption of standards and automation best practices will be necessary. Banks must look to central industry players such as market utilities and FMIs. These central players can deliver an impact by spreading costs and sharing infrastructure across the industry.

Making the Case for FMIs

FMIs are in a unique position to offer products and services centrally and at scale. The Bank of England Post-Trade Task Force supports this, highlighting that industry coordination mechanisms are required to overcome industry wide challenges. Therefore, operational and cost efficiencies would be best enabled by FMIs delivering a community build for three reasons:

• Scale and community – FMIs serve a broad network of clients, meaning they are in a unique position to encourage and drive industry-wide standardization.
• Expertise – FMIs bring awareness and understanding; they are experienced in helping firms navigate regulatory change. They possess the in-house capability to commercialize that experience in post-trade product management in a way which more commercial competitors cannot.
• Resilience – Recent market volatility means strategic moves from market participants need to be underpinned by a more conservative risk appetite; FMIs carry systemic importance and have always been held to high standards to provide market-leading resilience.

With these natural advantages, FMIs have been pivotal to operational advancements of the industry. However, they have not been without their own challenges, prompting them to evolve and adapt. Their history has been punctuated by three notable waves.

The first wave was the catalyst for the original FMIs, driven by industry participants looking for capital efficiency leading to the rise of trading venues and CCPs. The second wave was regulatory driven, where following the Financial Crisis in 2008, firms were mandated to use their products and services, creating tailwinds for central infrastructure providers. A third wave of activity was more commercially motivated, as market participants sought a better ROI from these providers, giving rise to the development of third-party vendors such as AcadiaSoft and TriOptima. These vendors provided more competitive and technologically innovative offerings. It should be noted, there were also some less successful ventures including attempts to develop centralized KYC services. However, FMIs are still well positioned to lead a new infrastructure-led wave of community-built initiatives.

A Potential New Wave of Collaboration within Capital Markets 

FMIs are ready to take the lead for the post-trade community and drive the collective effort to solve common problems by identifying their priority needs. For large-scale market infrastructure-led solutions to be successful, a detailed understanding of their clients is required. Regular outreach exercises, coordination via product design forums, and knowledge of participant processes all provide immense value here. An analysis of pain points and data collection will be critical to understanding how technology should be used to create efficiencies.

Once achieved, solutions will need to cover three bases. Firstly, any services provided will need to be valuable, demonstrably addressing the challenges of financial institutions and reducing their cost bases, both in the short and long-term. Secondly, FMIs will need to demonstrate how their solutions are viable and can be implemented during an era where many firms are undergoing large-scale platform modernizations. Finally, any solution will need to be simple, and clearly framed to encourage board level buy-in of the strategic initiative. The challenge of driving cost out of the Capital Markets ecosystem is considerable, but through collaboration, there is a path forward for the industry.

Achieving innovative, resilient, and agile supply chain operations requires organizations to combine their technology, expertise, and talent into one team with one goal.

How can organizations move past some of the long-standing challenges in the supply chain sector?

Capgemini recently held a webinar that considered this question, with a focus on how its business ecosystem partnership with Kuehne+Nagel provides an innovative supply chain orchestration capability to drive resilient, efficient, and sustainable supply chain operations.  This unique partnership delivers this through:

• Implementing an integrated, end-to-end supply chain service utilizing technology and data-driven processes
• Leveraging an outcomes-centric model that delivers enhanced business value
• Empowering a new breed of supply chain professional through diversifying workforces.

Shirley Hung, a distinguished analyst from Everest Group, joined Dr Matthias Hodel (Kuehne+Nagel) and Jörg Junghanns (Capgemini) to discuss ways in which organizations can navigate the evolving market supply chain landscape.  This article reflects the discussion they had.

True agility requires resiliance, effeciency, and sustainablity

As supply chain disruption continues to pose new risks, businesses need comprehensive, technology-based solutions that enable them to stay ahead of the competition. This means organizations must find a solution that helps them deliver resilient, efficient, and sustainable supply chain operations  to ensure they remain agile and responsive in today’s disruptive global ecosystem.

This is even more critical in the face of increasingly fragmented supply chain operations, a lack of visibility and accountability across key supply chain operations, siloed planning and execution, and disinterested partners with mindsets far removed from effective decision-making and problem-solving.

But what does all this mean for the future of supply chain orchestration?

Improving communications and lowering costs by breaking barriers

Breaking down the barriers that have fragmented many key supply chain processes is the quickest route to true supply chain agility, resilience, and sustainability for any organization. This ensures technology, expertise, and talent can be combined into one, multi-disciplined, integrated resource, backed by cutting-edge technology and proven data-driven processes.

But, achieving this is easier said than done due to the volatility consistently seen in today’s market.

Capgemini and Kuehne+Nagel’s partnership – the first of its kind on the market – empowers organizations to break down the silos separating technology, expertise, and talent by functioning as a bridge between them, leading to improved communication, lower costs, and faster response times across supply chains.

Additionally, by pooling their vast AI technology and supply chain expertise, these two supply chain giants can handle any market disruption they encounter, freeing them up to highlight the synergies between their clients’ people, processes, technology and data. This, in turn, enables supply chain teams to work as one team with one goal with minimum effort on their part, leading to:

• Accelerated and more secure supply chain workflows
• Optimized planning, capacity allocation, point of sale and manufacturing processes that enable potential shipping issues to be monitored and addressed before they occur
• Improved inventory management which provides increased inventory transparency to organizations, helping them avoid critical supply chain issues as a result.

All of these combine to form a new outcomes-centric supply chain model that delivers enhanced business value and revolutionized supply chain operations to any organization.

But what if organizations want to future-proof their supply chain operations, alone?

Revolutionizing supply chain operations successfully

Capgemini and Kuehne+Nagel stand ready to invest in, and revolutionize, supply chain journeys, either by working directly with organizations, or by working with partners to help you achieve your transformation goals.

However, revolutionizing supply chain processes, enhancing value, and empowering workforces comes down to truly understanding why you need to evolve your operations in the first place, and deciding on a clear objective that will drive everything forward from day one.

Only this approach will help to break down the barriers between technology, expertise, and talent much quicker during any supply chain transformation which, ultimately, will ensure the delivery of the resilient, agile, and future-ready operations that customers expect.

To discuss this further please reach out to: joerg.junghanns@capgemini.com

Capgemini’s Connected Enterprise approach brings people, processes, data, and technology together to drive intelligent, connected, and resilient supply chain operations.

In the last two blogs in this series, we looked at:

• How organizations are connecting their supply chains  through building ecosystems to drive resilience across their supply chains
• And how disruption and data are driving supply chain transformation.

In this blog, we will look at how supply chain organizations can leverage Capgemini’s unique Connected Enterprise approach to help them do this.

Orchestrating an intelligent, connected supply chain ecosystem

At its core, the Connected Enterprise is a vision of business that integrates every component of an organization with integrated, intelligent technologies and ecosystem partners.

It’s about seamlessly orchestrating an intelligent, connected ecosystem of people, processes, data, and technology – with AI, analytics, and GenAI at its heart – to drive sustainable business outcomes, enhanced value, and continuous innovation across the entire value chain.

For supply chains, it’s a shift away from the siloed, single-source dependent models, to an ecosystem partnership model, driven by technology and data, that turns supply chains from a rigid system of dependency, towards an intelligent, connected, and ever-evolving ecosystem focused on delivering sustainability, productivity, and creativity to the consumer.

The Connected Enterprise gives organizations the ability to reduce friction through leveraging technologies such as AI to enhance operations. This helps to drive improved forecast accuracy, while managing sudden shock to the market without impacting inventories and orders. With consumer demand centered around immediate fulfillment and continual availability of products and orders, this is a vital component for building resiliency and market reputation.

Delivering the Connected Enterprise

When preparing an ecosystem roadmap, organizations should start by assessing their current partnerships and processes. A successful supply chain ecosystem depends on being able to leverage a shared strategic vision and implement the technologies necessary to support it.

As robust supply chain operations are ultimately fueled by data, assessing the level of data maturity and technology-enabled automation should also be a priority. Organizations should ask themselves key questions to understand where and how operational improvements can be introduced. These questions could include:

• What do we bring to an ecosystem?
• What are our ecosystem partners doing that we are not?
• Where can automation be introduced to accelerate processes?
• Do employees require upskilling?
• How can we integrate supply chains with enterprise-wide transformation?

With a trusted partner, organizations can receive strategic support in developing concrete resolutions to these questions. By focusing on value-driven outcomes, they can also rest easier knowing that any investment will be directed towards real-world benefits.

Delivering end-to-end, future-ready supply chain orchestration

Capgemini’s unique Connected Enterprise approach makes delivering connected, intelligent supply chain ecosystems easier for any organization – especially when it is backed by Capgemini’s partnership with Kuehne+Nagel.

This unique business ecosystem combines Kuehne+Nagel’s industry leading expertise with Capgemini’s proven Intelligent Supply Chain Operations capabilities to deliver AI-enabled, cognitive, touchless operations and data-driven decision-making. This drives new and improved performance levels across your end-to-end supply chain through seamlessly integrating your planning and logistics management to reduce accountability, data, and intelligence mismatches.

In the final blog in this series, we will discuss the outcomes and benefits organizations can gain through leveraging Capgemini-Kuehne+Nagel partnership.

To discover how Capgemini’s unique partnership with Kuehne+Nagel can help your organization drive improved, end-to-end performance levels across your supply chain, contact: joerg.junghanns@capgemini.com