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With over 40 years’ experience in revolutionizing businesses, Accenture and SAP know what it takes to win in your markets and industries
See how our award-winning partnership can unlock value for your business through the power of intelligence.
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To change subject slightly, while companies were juggling supply chain challenges brought about by ecommerce, there was a simultaneous, growing demand from consumers for providers to become more sustainable. Did this expectation add another layer of complexity for you?
Really, it’s all been part of the same process. When looking to introduce new technologies for faster shipments, or better warehouse management, or improved transport management, sustainability is one of the considerations that gets filtered into the final solution.
Going remote has accelerated the use of mobile gadgets and the need for more workforce optimisation tools. Ultimately, sustainability is embedded across our business. From considering how we can be more fuel-efficient to reducing emissions, we are taking important operational steps to meet our 2025 sustainability goals.
Your international footprint must be helpful in signposting future improvements?
While we’re a global business, we always talk about how beer is inherently local. In this context, it’s my job to try concepts based on feedback and data from around the world, and then scale that for wider adoption in a way that allows us to have a global common template. I visit warehouses and operations around the world to map what individual areas need, and therefore what might work on a global scale.
One great example of how this global approach leads to improvement is in how we now manage transportation costs together with transportation operations. Following an evaluation, we proposed the implementation of SAP TM (transportation management), enabling us to monitor the operational performance matrix in alignment with financial metrics so we can understand the cost of our business decisions, and so we can also adjust any volumes or operations in less than five days.
All in all, it has been quite an intense period of change for such a large organisation, especially when it comes to supply chain management. What would you say are the key learnings you’ve taken away from the process so far, and that you’ll take forward with you into the future?
The key learning is that this is a global transformation. We’re not trying to make every country fit specifically into a single design, because we understand the local realities. What we can do is define an approach and establish a foundation that will support our business strategy.
Technology should not build the co mpany culture. Rather, it must be adapted to fit the business culture and need. Across AB InBev, we use technology to help optimize our ways of working across our teams and functions, while delivering on our purpose and strategy.
While we’re a global business, we always talk about how beer is inherently local.
In this context, it’s my job to try concepts based on feedback and data from around the world, and then scale that for wider adoption in a way that allows us to have a global common template
