Ramesh Yerramsetti

Sapphire 2025: Some Musings This year’s Sapphire was a more enriching and yet a little bit more tantalizing experience. Enriching because we at Mars could share minds with a lot of peers and also a vast portion of SAP vendor ecosystem. What we could learn was very much in line with our current model, methodology and set up. We in fact found ourselves at the frontier of a number of SAP integrated toolchain components especially for the size and complexity of our organization. SAP is looking to weave a future-ready (I won’t dare challenge the future by saying future proof 😜) tool chain to help their customers navigate the developing journey of intelligent enterprise transformations. Critical dev-ops tools such as Signavio, LeanIX, Cloud ALM, WalkMe along with a strong foundation of Business Technology Platform (BTP) have already proven to be a set of steps in the right direction. We have been fortunate to have access to wall-to-wall tools from SAP augmented by other vendor tools to create a clear framework for our transformation. These help bring focus on integration, automation while paving the foundation for adopting SAP Joule AI and its army of agents. More on Joule and AI later. We see a clear focus from SAP to bring together the TRUE Enterprise Architecture principles: Process (Signavio), Data (BDC and DataSphere), applications and technology (LeanIX, BTP) orchestrated by Cloud ALM. One of the biggest focus areas for SAP has been Clean Core commitment. While this is a long (and arduous) journey, we do see SAP working hard to enhance the scope of technical objects, tools, methods of development and capabilities of its applications. Effectively a Transformation mindset is by definition a Clean Core mindset. We also see a significant effort from the edge applications vendors to align with the Clean Core principles, practices and applications. Now for the tantalizing part. Surely a better coordination and collaboration between SAP and these edge vendors is needed but we see both the partners moving in the right direction. It’s just a matter of pace at which they can deliver. As many of our Keynote speakers said during Sapphire, there’s no time better time than now- so SAP, our edge systems partners and integration services provides, here’s a call for all of us to synergize our efforts to build a sustainable, clean core and future-ready SAP ecosystem!! Cheers!!

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For MedTech leaders, ERP remains more than operations; it’s about governance. Jade Global updates ERP with traceability, automated billing, and recall-readiness, supporting scalable growth while lowering risks. https://gag.gl/GHI4vv #MedTech #ERP #Compliance #JadeGlobal

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37% ARR growth for an MDM vendor is truly remarkable. That's because the market itself usually only grows around 6-9%, which means that Profisee is clearly doing something right. The success of Profisee speaks to the necessity of MDM in a modern data stack - but more importantly - it speaks to the product vision, the unwavering customer focus, and the commitment of the entire Profisee team. I'm humbled to be a part of this company, and I'm excited to see where things head. Something tells me we're just getting started... #mdm #masterdatamanagement #masterdata

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🧦 Unlike the age-old question of socks or no socks with BIRKENSTOCK sandals, it was clear to Birkenstock North America that moving to SAP S/4HANA for fashion and vertical business was the answer to transforming its operations. "The Canadian implementation quickly demonstrated the benefits of a modern ERP system. Within a few months, Birkenstock Canada was operating with a level of efficiency and visibility that was unattainable with the legacy systems" Learn how Birkenstock managed both greenfield 🌱 and brownfield 🌆 implementations — and saw immediate results in the U.S. & Canada: https://imsap.co/6042AYrSm

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We've found a way to metricate trust: IntegriQA provides a unique approach to monitoring supplier behaviour continuously across onboarding and delivery. Every supplier gets ratings that form part of an enduring and ongoing trust profile. This way, buyers can see how easy a supplier might be to do business with based on their trust ratings. No more opaque supplier! No more 'how good is this supplier really?' type questions! Trust rating is a continuous process; it's also transparent to all on the IntegriQA platform. This is the difference IntegriQA offers: trust becomes a scorable observable dimension you can use to filter and find those suppliers that meet your expectations.

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𝐅𝐫𝐨𝐦 “𝐖𝐚𝐢𝐭𝐢𝐧𝐠” 𝐭𝐨 “𝐅𝐥𝐨𝐰”: 𝐀𝐈/𝐀𝐆𝐈 + 𝐑𝐏𝐀 + 𝐑𝐨𝐛𝐨𝐭𝐢𝐜𝐬 𝐟𝐨𝐫 𝐉𝐈𝐓 𝐓𝐞𝐱𝐭𝐢𝐥𝐞 𝐒𝐮𝐩𝐩𝐥𝐲 𝐂𝐡𝐚𝐢𝐧𝐬 (2026–2028) Most supply chains are not slow — they are𝐰𝐚𝐢𝐭𝐢𝐧𝐠. Waiting for PO approvals, supplier confirmation, gate checks, GR posting, QA release, putaway completion, staging readiness, and line issue. In my latest white paper, I frame the next wave of manufacturing as a digital-physical operating system: 1) 𝐀𝐈 / 𝐞𝐦𝐞𝐫𝐠𝐢𝐧𝐠 𝐀𝐆𝐈-𝐥𝐢𝐤𝐞 𝐚𝐠𝐞𝐧𝐭𝐬 (𝐭𝐡𝐞 𝐛𝐫𝐚𝐢𝐧) Forecast demand, anticipate exceptions, and trigger the next action — automatically. 2) 𝐑𝐏𝐀 (𝐭𝐡𝐞 𝐝𝐢𝐠𝐢𝐭𝐚𝐥 𝐡𝐚𝐧𝐝𝐬)— UiPath / Power Automate Close “integration gaps” where emails, PDFs, portals, and legacy apps still run the business. 3) 𝐀𝐆𝐕/𝐀𝐌𝐑 + (𝐧𝐞𝐱𝐭) 𝐇𝐮𝐦𝐚𝐧𝐨𝐢𝐝 𝐫𝐨𝐛𝐨𝐭𝐬 (the physical hands) Move, stage, pick, replenish, and eventually assist with dexterous tasks on the shopfloor. 4) 𝐄𝐯𝐞𝐧𝐭𝐬 + 𝐀𝐏𝐈𝐬 (𝐭𝐡𝐞 𝐬𝐩𝐢𝐧𝐞) Milestone events like “ASN received → truck arrived → GR posted → robot mission complete → QA released” remove latency and make execution near real-time. What makes this real (not theory) is the evidence: China has already proven 24/7 autonomous logistics at scale (AGV + unmanned forklifts) with significant throughput/accuracy improvements. Textile operations have shown step-change gains in internal logistics speed and error reduction. Advanced automation is enabling near-reshoring economics in the US for select textile product lines. 𝐇𝐨𝐰 𝐈 𝐰𝐢𝐥𝐥 𝐬𝐡𝐚𝐫𝐞 𝐭𝐡𝐢𝐬 𝐩𝐮𝐛𝐥𝐢𝐜𝐥𝐲: I’m starting a mapping latency, choosing the right mechanism (API vs RPA vs robots), building inbound “zero-touch” gates, robot-ready putaway, real-time confirmations, and a JIT control tower. 𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝐟𝐨𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬: Where is your biggest “waiting point” today — supplier, gate, warehouse, QA, or line-side? — 𝐃𝐫. 𝐊𝐚𝐧𝐧𝐚𝐧 𝐑𝐚𝐦𝐚𝐬𝐚𝐦𝐲 Author | Manufacturing Automation & Digital Supply Chain (SAP + RPA + Robotics + AI) #AI #AGI #RPA #UiPath #PowerAutomate #AGV #AMR #HumanoidRobotics #TextileIndustry #SupplyChain #WarehouseAutomation #JIT

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Visibility is not the goal. Response is. Knowing a shipment is delayed is useless if: 1. The plan doesn’t adjust 2. Customer commitments don’t update 3. Teams still firefight manually I’ve been working on a connected approach where visibility triggers action — not meetings. Sharing insights soon.

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We came across this sharp observation on the cascading effects of OEM delivery issues. It’s a great reminder that supply chain cracks expose much more than just inventory gaps. Here’s the business analyst takeaway from this real-world scenario: * A standstill in core operations quickly highlights existing financial or structural fragility. * Idle teams are often the first visible symptom of deeper upstream partnership problems. * Dependency risk transforms into immediate market exposure when the flow stops. These stress tests, while difficult, ultimately sharpen a business's focus on true operational health. What overlooked dependency in *your* sector is currently masking a potential time bomb? Share your insights and experiences below! #SupplyChainManagement #BusinessAnalysis #OperationalResilience #OEMChallenges #RiskManagement #BusinessStrategy

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When Gartner, Forrester, or IDC evaluates a procurement technology platform, they measure capability. They do it well. Nobody disputes that SAP Ariba, Coupa, or Ivalua are capable platforms. The vendors score well because the instruments are designed to measure what vendors are good at. But capability is one number. It is not a prediction. The Hansen Fit Score™ framework measures four numbers. Together, they explain the 80% failure rate that has persisted across seven technology eras — and they explain it mathematically. The Four Corners Top Left — Technology Capability: 7.5 / 10 This is the number the industry already knows. The platform is advanced. Gartner, Forrester, and IDC agree. So do we. This score is not in dispute. Top Right — HFS Composite (All 5 Dimensions): 4.3 / 10 This is the number nobody else publishes. The moment you add behavioral alignment, delivery ecosystem, implementation model, and organizational readiness to the technology score, the number nearly halves. The gap between 7.5 and 4.3 is the entire analyst blind spot — the distance between what a platform can do and what an organization can absorb. Bottom Left — Minimum Practitioner Score to Succeed: 7.0+ / 10 Top-quartile organizational readiness. Strong governance, clean data, proven change absorption, executive alignment. This is the threshold an organization needs to reach for a procurement technology implementation to have a realistic chance of delivering its projected outcomes. This number exists whether anyone measures it or not. Bottom Right — Typical Practitioner Score Without Phase 0™: 4.5–5.5 / 10 Where most organizations actually sit when nobody has measured their readiness before vendor selection. This is the reality walking into the implementation — unmeasured, undiagnosed, and already below the threshold. Don Osborn Keaton Russell Canda Rozier, Procurement Evangelist Alex Stewart Anirban Ghoshal Rebecca Morris John Yuva Vasilis Karamalegos Amol Joshi Abigail Ommen Gustavo Lopez Ghory Jan-Henner Theissen Letícia Sienra Chantale Rouleau Shaun Syvertsen Vasco Amoroso Dave Stephens jerome levadoux Sandeep Dhar Vasco de Almeida Araújo Pran Raj, CPSCM,MDI,IIMC,GNIM, Cheryl Capps Tim Andreae Joseph Martinez Hassan Ahmed Eyal Rosenberg Holly S Glennon Angel L. Mendez Roger Blumberg Keith Baranowski Keith Barthelme Kelly Barner S. Michael Cadieux Justin Abbott Chalew John Semanik Joseph Martinez Maria Laura Cicchitti Dana Gerenda, MBA Justin Abbott Chalew Stefan Kneis https://lnkd.in/eiEn_Bpf

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