Building an Agentic Future Together | Manufacturing Keynote, Dreamforce 2026

Welcome to the manufacturing keynote, or what I like to refer to it as, the keynote for people that actually build real stuff. We know you're at a—

Yeah!

It's you, it's you. We know you're at a tech conference, and we're talking a lot about digital widgets, and you are the people that make the physical things that keep this world moving, and we are so grateful for you. In fact, we think we know a little bit about you. I personally do. Not long ago in my career, I came from manufacturing, and I know that all of you have precision and scale in your DNA. I specifically was able to work on diesel-electric freight locomotives, and I learned an important lesson very early on. A single locomotive weighs more than 400,000 pounds, and yet engine tolerances are measured in the thousandth of an inch. Think about it. You have a piston ring clearance that can't exceed the width of one of my hairs, or a train stops dead in its tracks. That's the difference between incredible momentum and a multimillion-dollar headache. Precision isn't a nice-to-have. Precision is what keeps things running smoothly. But it's getting harder than ever for you guys to keep things running smoothly, and we, we get it. You have tons of disconnected systems, you have legacy applications, you probably have thousands of SKUs, and you have acquisitions that have only made things more complicated. It's all kind of like a digital Jenga, but with Jenga, you realize that if the bottom is at all messy, anything you build on top gets wobbly really quickly. But AI is going to save the day, right? AI is going to fix everything. Not so much. Not so much? Thank you for your honesty. You've told us that only 10% of you use AI to do real work, which is just— it shows us we have a long way to go. The promise of tech and AI changing everything overnight isn't there yet. In fact, at this conference, if you're kind of rolling your eyes every time you hear the words agentic AI, We're not going to judge you. In fact, definitely not in this room. But what if— what if we could help you take that precision of your shop floor and extend it all the way to your front office? What if we could help make it look like that? And that's why we built Salesforce for Manufacturing, which is your absolute commercial operating system. We bring together your people, your apps, your agents, and your data into a single place to make sure that your front office looks like your shop floor. And the funny thing about AI is it's truly incredible, right? But AI without context is kind of just like a fast guesser. But when smart AI meets your CRM, your pricing, your rules, your guardrails, that's where magic really, really happens. And we were built for this. In fact, like literally, we built a stack for this that makes this possible. We have Data 360, where your clean single source of truth lives for your customers and your products. On top of that is the applications that run your business, the deep industry processes and workflows that get your work done. On top of that, you have agents that are coming in and acting in real time on that critical business information. And all around it, well, at the bottom, you know that we want you to choose the foundation and the model that works best for you. And on top, you can pick the work tool that you like best. We've seen the light with Slack, but if you're stuck in Teams, we get it. We don't make you come to Salesforce. Salesforce comes to you. And we've been doing it For 27 years. Well, I haven't been. I was working on some trains, but we've been doing this a long time thanks to you working with us to teach us your industry expertise to make the products that you need. And because of that, 20,000 of you in manufacturing trust Salesforce and work with us today. We are truly, truly grateful. All right, today we're going to cover a few A few quick things. Number one, we want to help be that commercial operating system for you. How do we help your sellers sell more? We're going to hear from one of our best sellers who knows what this is like and will speak from firsthand experience. Kim will be up here in a minute. Next, we're going to help simplify channel engagement. What can be painful and tedious and complicated, we're going to help streamline. And finally, with services, Komatsu is going to help tell a great story about this. But how do you take maintenance headaches and turn it into new revenue. So that's what we're going to cover today. But as a marketer, we love to tell stories, yet we know the very best stories are not ours, and the ones that you should actually all really listen to are the ones of the customers of their own success. And for that, we're going to have Ashutosh Jha, good friend and GM of Manufacturing, and our incredible customer Brad Buddy from PPG to tell his story.

Thank you.

Thank you, Christy. Hey, Brad. Thanks for joining us.

Yeah, love to be here. Thank you.

First Dreamforce, I hear.

It is.

Oh, how are you liking it so far?

Really nice. Really nice. We have great hosts and learning a lot. Look forward to learning more.

Awesome. Well, first of all, why don't you introduce yourself to the audience here? We just did a flyby.

Cool.

Yeah.

So I'm the Chief Digital Officer of PPG. I've been doing this digital thing for about 20 years. I'm a mechanical engineer, and just like Christy said, I love being in this job because we get to see the things people bring to life every day. To listen to engineers, architects, and designers have an abstract idea, go through the design process, and turn that into products we see walking down the street, in rooms, in our pockets— that's so cool. I think that's such a rewarding part of this job. A big part of what we have to do, though, as digital leaders comes from a story I learned early in my 20 years in this program. I remember walking into a training session for customer service agents after we had deployed e-commerce, and I've never walked into a room with more tension in my life. People were sitting, leaning back, their arms crossed, literally the definition of negative body language, and we had to go in and train them about e-commerce. They believed we were trying to take their job. They had to be convinced we were not. We were trying to help customers be better, and us be better at selling and reaching customers. That lesson has really stuck with me, and I think the human element of what we do is so important, and I think that's what leadership is going to take nowadays. At PPG, we lead programs, I lead the programs for all the front end and sales growth. So we have CRM, our customer digital experience, and our AI for chemistry. Our purpose statement at PPG is we protect and beautify the world, which I think is really cool as well. And so our job is to help customers bring chemistry into their products.

Awesome. Awesome. So you heard Christia kind of lay out this kind of bold vision, the Agentic Commercial Operating System. Well, manufacturers, you've been there for 20 years. We have always focused on this back office operating efficiencies and things like that. What are your thoughts on this new world where we want to take all the manufacturers to?

I'm a very strong believer that the transformation is just getting started in the chemistry world. I think we're really lucky. Chemistry as a science is very language-heavy. We have decades of reports, lab experiments, research studies, and all of that information works really well in agentic and agent building. So I think when we have these agents, when we have strong workflows in our commercial excellence program, we're going to be able to layer those things together and serve customers better than we ever have before. And it's going to, again, change how well our people can do their job, not replace those commercial jobs.

So you've been doing this for a couple of years. Before we got started, at least your Commercial Excellence Program, what was PPG's world like? Give us like a peek back a couple of years and what did it look like?

Yeah, if we look back about 2 years, PPG had, up to the 10 years prior, grown through primarily acquisition, 50 acquisitions in a 10-year period. That brings with an incredible amount of complexity. And unfortunately, it kind of masked some of the underlying organic growth behaviors that we needed to be successful. So we had a new CEO announced, and when he came in, we were already in a phase of 19 consecutive quarters of flat or declining organic sales volume. That's mission critical for a CEO. So So we put in place then, or took a decision to put in place what we call Selling Machine 2.0, which is a combination of technology, and we chose Salesforce to do that, workflows, and training for all of our commercial teams. And we have 10,000 sellers across the globe. And then leadership behaviors, like pipeline management required. If it didn't happen in Salesforce, it didn't happen. If you're gonna present your pipeline to the CEO, you're gonna do it in Salesforce. So that expectation cascading through the stack is what really brought us forward. And happy to say, for the last 6 consecutive quarters, we'd had positive organic sales growth. So it's working.

Awesome. That's great to hear. It's like, thank you for choosing Salesforce. I really appreciate it. I think you had a lot of complexity. You brought it all together. Just talk to us about prior to Salesforce, the footprint, the complexity that you were trying to collapse from a commercial perspective. into your organization?

Yeah, well, with 50 acquisitions, then we had about, at the time, about 32 ERPs. We had very little product catalog built out. And so when we went through the implementation, we had a lot of work to do to map all that out. And we had great implementation partners. We chose to use Accenture and EPAM, who brought their horsepower with to complement all of our business and domain expertise. And through mapping all that out and just being real about what issues we had and what problems we had to solve, so far we've executed 2 waves. We've gone through 8 of our 9 strategic business units in the last 2 years on time, on budget, and running a really clean, fast program.

It's like a massive undertaking. There's a lot of folks here who go through all of this. Kind of as you look into the future, We're talking about, like, as Christie said, AI agents, like a lot of forward thinking at this conference. But then just bring it home for us, all of us here in the room. What is it? How are you thinking about it? But then how, if they want to take it back home, they should think about these massive programs and transformations?

Yeah, inside the company, we're setting objectives now to lead the industry. And for us, I think it's important to say that out loud. Because it helps set a bogey of what you're aiming for. And leading the industry then comes with the responsibility that we're going to teach our customers and work with our customers how to actually transform. For us, we're building agents using the decades of our experience that are going to be deployed commercially in the front end. We're going to use it in our R&D program, and we're going to use it for tech service. Each of those agent personas are going to be really powerful for us. We're going to also then put agentic over the top. So we're going to start having agents talking to agents. and start running automated workflows. And I would say to your last question, Ashutosh, I think it's everyone's responsibility to lead from the front. You have to go to the CEO, and you have to ask for an invite to the staff meeting of your senior leadership team. You have to teach them how important this stuff is and how impactful it can be. Maybe put a little fear into the story, but more importantly, speak with optimism. Help them see what the future can look like. Be brave and be bold.

Awesome, Brad. Amazing story. Great transformation, really.

Thank you so much.

Appreciate it. With that, after this great story, I guess like it's easy to do, like, you know, 10,000 sellers across 20 business units, bringing it all together globally. Now let's talk about how do we take this platform from a sales perspective, Kim Fall, Regional Vice President of Enterprise for Manufacturing, take over. Thanks.

Thank you. So I feel like, Brad, you should come here and do this. I said I feel like you should come up here and do it. All right. All right, great. So that was an amazing story. So I'm very excited for that setup. So we're going to pivot to sales. And what I'll say is none of us would be in this room without 2 things— customers and the earned opportunity to have sales with them. So we wouldn't exist without sales. And what I do know is that sales success only happens with and through our sellers. So important question to ask is, how do you elevate the performance of every seller? Now, unfortunately, the reality today is that many sellers aren't hitting their number. And the fact that we have here, but you've also talked to many of your sellers, and I've heard it through my time. I actually have some sellers in the room that tell me this often, but they spend too much time in administration. They don't feel like they have enough time in front of their customers. And more often than not, their systems and ways of working are cumbersome and disconnected. So that leaves them in a situation where they often can't get the information they need in the context they need it, and at the moments they need it with their customers. And that just kind of drags down sales and sales performance. The good news is, though, you all recognize this challenge. I've had the privilege and opportunity to talk to many of you in the room and across the industry, and a number one priority that most companies have today is a construct called commercial excellence. And that's just simply looking at how can I look at my sales operations and find ways to protect my margins, but more importantly, accelerate and create more predictable revenue. And that requires us looking at a construct called modern CRM. And that's a promise we have for you is modern CRM. That's looking at where do we put agents in the flow of work so that reps can be more productive? How do we look at increasing our precision around forecasting so that plan and realities actually come together? And then at the end of the day, that the data capture itself, the systems of our sellers become more of an enablement than a burden. Now, I also know in manufacturing, it's more complicated than software sales. You have situations where you need information, where that information exists in complex quotes that take a long time to quote. You have very dynamic inventory models. So there's a lot of complexity there that we have to think through in order to deliver on this promise. So I'm very excited to talk about some of our early innovations around agentic selling. And the first one in particular is called Agentforce Sales Concierge. So I like to simplify it and think about a personal assistant, a personal assistant that sits with my sellers anywhere that they exist in the flow of work. So if I want grounded context on my business, on my customer, if I wanna answer questions like, where are my current opportunities? What is the status of the sales agreement? What is their service history? What are some of the red flags that I might face when I go out and talk to the customer? Because I don't want to be blindsided. I can have an agent that sits with me wherever I work. Now, because the Salesforce platform is now headless, we like to work in Slack, as Christy kind of indicated. But I know many of you work in Teams. You might work in WhatsApp app. You might work in custom applications. And you also have other people in the business that need to know information about this— about your customers. So that could be legal, that could be Deal Desk, it could be lots of people. We now have the ability through headless to put it anywhere that you work. The other reality is that selling doesn't happen at the desktop. We know that it actually happens out in front of the customer, and that's where you want your sellers to be. You want them to be face-to-face with your customer. So now visit management is now mobile. So it's easy to set up, and it's already set in the context of how field sellers work. So they can drive up to the customer, They can prepare in their car, they can go have meaningful conversations, and they can close the loop before they even leave the parking lot. So that's a lot of stuff that I've talked about, but the power is going to be into seeing it. So I want you to see a live demonstration of everything that we've seen here today. So I'd like to call up Devin Plyler, and she'll run us through a demonstration.

Thank you, Kim. And while I'm here, I would love to introduce our demo drivers, Anna and TJ. Thank you to our demo drivers and also to our demo engineers, without whom there would be no demos. So it doesn't really matter if you are a sales leader or a field sales rep. The first thing that you do every single day is you try to figure out where you need to spend your time and attention, and that can be really hard to do when you're managing a book of business. But luckily, my Sales Concierge is going to help me understand what needs my focus immediately. Using my territory brief, I'm able to see dealer health across my business, see which of my dealers are performing under plan, meaning some of what they're ordering this year is pacing behind their targets that were set for last year. We're also able to see if there are certain types of dealer certifications that keep them enabled to sell on our behalf that might be falling or trending behind. This is going to help me guide my attention. So this is a great overview, but now I really want to see what's going on underneath this. So what's important is I can dig deeper into Midwest Contracting Group, which is the first priority item on my list, and I can ask some questions about what's going on with Midwest Contracting Group. And fortunately, my Sales Concierge is pulling information from across Salesforce and from Slack to give me some more information. It can total some information about why we're pacing behind on orders, and it's showing that some of those certifications that are overdue actually expired and should have been renewed in the following in the past week. So, this is why I want to go on site and visit this particular customer, and so my concierge is now offering to help me prep a checklist and generate a plan for me so that I can go on site and get this dealer back on track. So, not only is Slackbot hiding, or showing the information that we need to guide our attention, it's summarizing plans, and then it's also generating the tasks that need to be executed on site. So, now that it's attached to the account, let's take a look at mobile visit management and see how all this information comes together to create standardized visit to get my dealer up to plan. Looking at all the accounts that I'm visiting for today, I'm able to see Midwest Contracting at the top. Digging into what I have to do there, those same items from my plan are now apparent on my checklist. I need to do a certification review, I need to check their forecast, and I need to check inventory and marketing materials to make sure that they're prepared to sell on our behalf. But before I get into any of this, I want to know what happened last time because I don't want to repeat any conversations, or I want to see if some of these issues we had addressed before. Looking at the summary of my last visit, I have AI summarizing all of my notes from onsite. This is allowing me to ensure that all the topics that were brought up can either be revisited again and executed on for my dealer plan. Let's move forward to the checklist. Let's start with the certification review. As we're talking through whether they're prepared or set up with the right expertise onsite to make sales on our behalf, I can use speech-to-text to get all the information that I need in Mobile Visit Management. Now, we're using our automation tools to capture any narratives, so you're not necessarily looking at your phone, you're just talking into your phone, you're being present with your customer, and we've intelligently updated all of the particular data fields on that checklist to make sure that we're moving ahead with the certification. Moving to the next step, we talk a little bit more about the forecast, and we can see again that they're pacing behind some of their intended goals. As we're talking about their ordering plan and what they can expect for the rest of the year, the customer also brings up that they want to introduce a new product line. So for that, they're going to need a sample from us. I can use Agent Force to open up my agent and I can actually place a new sample entry from the field. This is important because we saw earlier how AI can guide our attention to the priorities for the day. It can generate a plan to help us be more effective. But now this is helping us execute actual work from the field in an easy-to-enter mode for your field sales reps. So I can quickly go ahead and submit the request. This is being logged in Salesforce in the background and tied to the account. And this is how we're able to easily launch workflows and orchestrate from the field in a very simple and easy-to-use way. Moving forward in the checklist, we can see that the last couple items are checking the inventory display. Seems like they're all stocked and ready to go. And then the last item is making sure that our competitive and marketing materials are all in line. We can confirm and wrap up this visit, and you can see how initially when we started with this dealer, they were pacing at about a 62% dealer score. We, we like to score some of the dealers or our channel partners that might be selling on our behalf and make sure that they're adequately representing our channels. Using the power of standardization and AI to prep for my visits, I've moved up this score for this particular dealer and enabled them to sell more readily on our behalf. This is with the power of agent force and productivity tools from the field. Back to you, Kim.

Awesome.

Thank you, Devin. I think it's super exciting and it's real, and I have an ask for you. So, you know, remember this and then go back home and talk to your sellers and sit down and actually see how they do their work. This is possible and this is real and this is now. The other thing to note is that from a sales manager perspective, I have a responsibility to update notes and do a lot of this work. So all this functionality rolls up to me as well as a manager. So it's both for sellers and managers. But my credibility as a seller also just mostly hands on the fact of commitments of forecast. So my brand is only as good as the commitments I make to my management around the forecast. So we have made some enhancements to integrated planning and forecasting. And I want to run a video right here so you can get a sense of some of the features that we've added into those capabilities. So the first is a higher level of granularity. We talked about that precision in forecasting, so down to the product, to the region, you now can go to a more granular level. Additionally, we also, if you have to do situational planning, you have the opportunity not only in the level of details, I'm actually talking faster than the thing. You can actually see the dynamics of your changes live right here in terms of visualization when you make the changes. And then you have for situational planning, you have the opportunity to see your inline changes. So you have an audit trail, which is really helpful because you got to kind of remember what was the backbone of the forecasts that you made. But more importantly too, I'm pretty excited about is that the agent that you saw that the sellers have, you also have one for a manager. So I can ask it questions. I can do my detailed forecast. I can see the visualization of the outcomes. But then I can ask it questions such as, why is my forecast off? What do I need to do to improve my forecast? Where— Where are the areas of improvement that I need to make? So that analytical view against my forecast to give me some insight and some guidance of what my bright spots are and my areas to improve are really critical. So having that personal assistant, not just only in the sales process, but from a forecasting process, increases my ability and confidence to honor my commitments to my, to my business leaders and a lot of you in the room. Now, I've talked a lot about in this session about selling direct. your direct selling model, but we know that you don't sell alone. So a lot of your revenue comes through your channels, through your dealers and distributors. So we have a ton of innovation on the channel model. So I'd like to bring up Nanda Chitrala to talk about our innovations on channel.

Thank you, Kim. Good morning, everyone. What you just saw is how the sales teams can be awesome, if they have the right information at the right time. But for many manufacturers, besides the direct sales, there is this entire partner channel which can get you closer to the customer. Let's dive deep into the channel. Here is the challenge though. Today you have all the dealers, distributors, contractors. They have different systems, different processes, different levels of visibility. They are your extended arm, But doing business with them is not always easy. There's friction around trust, visibility, speed to market. What if we give your entire channel partners the same connected experience? Introducing you to the Channel Revenue Management. This brings the entire channel lifecycle together, all the way from deal registration and inventory to tracking your rebates, claims the entire partner performance. This is exactly where the entire unified view of the partner coming in, which can actually help you reduce your manual work, but more importantly, have control on your margins. We are kickstarting our innovations with the new agentic partner engagement. You already saw Kim talked about the sales concierge, and this is now for the partners. What does partners do? They have a lot of frequently asked questions. Hey, what's the right product for me? What's the right price? What's rebate status I am in? What— where's my claim? Now, when you think about all these commonly asked questions, it slows your teams down. Now, with the Sales Concierge for partners, they not only field all these questions, but they actually help you create opportunities and quotes. To follow up with them. Now, if you think about it, this entire agent and partner engagement is what will continue to help you sell more. Now, moving on, the next big innovation is with incentive management. Today, you have different rebate programs, different complexities across different markets. Now, it's not easy to orchestrate across various programs that exist today. We introduced the new rebates and advanced accruals, which can actually keep track of your various rebate programs, but more importantly, orchestrate your complex workflows and keep your books accurate. Now, with the new scheme management, think of it as a commercial rulebook. It actually helps you keep track of different incentives, different products, different markets, so that way you can keep track of what you've earned, and as well as complete control on your profit margins. Now I need a little drum roll here. So what we are going to introduce is the new distribution management. A lot of times we have challenges with our distributors. There's no foresight into what is being sold through. Now this new purchase orders, goods receipt note, and as well as the channel inventory, it has complete control on what is being ordered, what is fulfilled, and what is being stocked. The entire control on the downstream system. Isn't it great? I know I spoke a lot about it. Let's invite Devon to show us all this in action. Over to you, Devon.

Thank you, Nanda. Now, if you're a dealer, the last thing you need is another system to log into to get your information. Dealers tend to prefer tools like SMS and WhatsApp when they're engaging with certain types of suppliers. So here I'm signed in as a dealer, and I start a chat with Agentforce. My first question, because I'm interested in potentially purchasing more, I want to understand what the current rebate terms are on my contract that makes me eligible for paybacks when I place an order. So Agentforce retrieves information from my contact— contract stored in Salesforce, and I can see that I am a silver tier with a 3% benefit for each unit sold. Now, my next question is, what's my upcoming rebate payment? Because I'm curious how much that check is going to be for the goods that I've ordered so far. So I ask Agentforce and Agentforce is going to retrieve some information telling me that my upcoming rebate payment is about $56,000. Now, not only is this an important sales scenario, but this is very common for manufacturers to deal with these types of inquiry on the customer support side related to rebates. So now my next question is, well, if I'm going to get paid $56,000 and I've got a 3% rebate, I'm just curious, how much would I have to order to get to the next tier for rebates? And now Agentforce is telling me that I could just place an order for about $112K, and I could be eligible for the gold tier for incentives. So this is where we can use certain types of loyalty metrics to involve our customers a little bit more deeply in the purchasing process. So the next thing that I want to do is I want to purchase that remaining amount so that I can kick it up to the next tier. So let's create a new order for that remaining amount. Now, AgentForest has not only placed the new order, but it's showing me the benefits that are tied to my contract. I'm now at a 6% rebate for every unit sold, and I'm also getting the benefit of additional discounts from that additional volume that I'm purchasing. So this is really helpful. This is one of the most common scenarios that we deal with in manufacturing and volume-based business. And another really key function for some of our dealers is they want to make sure that the warranty registration process is easy. So now that we've gotten to making sure that their orders are stocked for those customers, when customers come into the store, we want to make it easy for those dealers to register the warranty. Otherwise, we don't always always get the consumer data. You don't get that end consumer information to market back to those end consumers. So what's easy for dealers is they get to attach their proof of sale information, send that to Agentforce, and Agentforce can recognize all of the customer information, serial numbers with very minimal data entry. And in this scenario, everybody wins. The consumer wins because they have protection for the goods that they have purchased with that active warranty. The dealer is now getting an incentive for simply registering that product and that registration related to that customer, they're getting incentivized for that. And then of course the manufacturer wins because this is an opportunity to market to that end consumer and potentially have a service parts opportunity with that dealer that might be doing additional service work for that customer. So this is the power of bringing self-service channels and being easier to do business with for some of your key channels in your dealerships. Awesome. Back to you, Nanda.

Wow.

Thank you, Devin. That was an incredible demo, isn't it? So what you just saw is the partner sales teams coming into picture and helping you sell effectively more. But for manufacturers, the story doesn't end there. The real valuable relationship with your customers starts with service. So let's dive deep into the service. Today, with a lot of manufacturers, service is often reactive. Something goes down, technician shows up. The cost of a machine breakdown is enormous. So how do you think about transforming your entire service wherein you have the complete control and visibility into what is being managed, what is being orchestrated, and where are you driving towards it? And this is exactly how you can convert from being proactive service to reactive and have complete control on how you drive your service revenue. Introducing you to the new asset lifecycle management. So this has the complete control of the entire lifecycle, all the way from product registration to managing your inventory and track your warranties, parts, the entire service revenue. Underneath it is the new Agentic Enterprise, which has the context of not just your customer data, but your entire asset service history data, which can actually drive a lot of proactive and prescriptive recommendations. Now, are you all ready for an exciting announcement? I'm excited to introduce you to the new Agent Force for Manufacturing. These are all the team of specialist agents coming into play with the various sales agents, service agents, inventory, and the field agents. These are all grounded with your valuable data, which is your sales planning data, your channel rebates, your entire asset service history. So that's where these are acting as the digital labor to be able to drive your machines up and running. Let's kickstart our innovations with the Agentic Service. We have the new Asset Service Management, which not only drives the various proactive alerts and summarizes the various asset performance summaries, it actually automates your work orders and quotes. We now have the new guided troubleshooting agent, which actually helps you with a step-by-step process to get to the root cause analysis and then be able to recommend the right parts that are available. You all want the technicians to show up with the right part at the right time. That's what it does. So moving on with the next big innovation is in the warranty. Now today, warranty is a very slow-moving process. There's a lot of manual effort and a lot of revenue leakage. One of the frequently asked questions from dealers is often, is my part covered? And that's exactly what this does. The new warranty claims agent helps you validate the various warranty claims. And with the adjudicator, you now have the ability to identify all the fraudulent claim detections, which otherwise are all goodwill repairs. And you all know what is the cost for a goodwill repair. And that's exactly— these warranty agents are really helping you continue to control your bottom line. Moving on with the next big innovation on the inventory. Now, today you have technicians You know, sometimes if they show up without the right part, it's actually wasted labor, a lot of repeat visits, and more importantly, you have unhappy customers. Now, with our intelligent inventory agent, it not only does the search and the product transfers, it has complete control on what is the excess inventory and what is shortage, and how do you make sure you have the right part at the right time. I know I've spoke a lot about this. Would you like to see this in action?

Yes.

Yes.

Okay, let's go ahead. TJ and Anna, why don't we start with the demo? So what you're looking at is, from a Komatsu's perspective, I'm looking at the Dealer 360. I have the entire information of the Middlesex Corporation of what's my account revenue looks like, what are my profit margins, and the various operational insights. As I continue to scroll down, I now have this Fleet Health Check agent, which is actually recommending that there is this Komatsu PC210 excavator, which has these undercarriage assemblies, which requires parts and service maintenance. Let's double-click on it. Let's check out. Maybe we might find an upsell opportunity here. What you're looking at is the lifecycle of the asset. You see the entire milestones all the way from when it was manufactured, delivered, and the various maintenance events. And then as you continue to double-click on treasure map, this is my favorite. It actually shows you the entire service revenue forecast of this asset. And as you continue to see, the undercarriage assembly has low health score and a lot of revenue leakage. As I continue to move down, I now see a proactive alert popped up. This is actually coming from our connected assets, identifying that there is a fuel injector warning issue. Let's click on it. So if I were to think about as a customer service representative, when I take a look at this particular case that has been created, now I have this new guided AI assistant, which is proactively summarizing all of my asset performance summary, the various cases, work orders, warranties, IoT telematics alerts, and it doesn't stop there. It actually gives me an option to follow up with further asset service history. Now, moving on, I have this guided troubleshooting agent. This is the key. It actually is grounded on your case history, your knowledge articles, and your external PDFs, and it is actually guiding you through what should be the root cause for this particular repair. We now have the new parts and recommendations agent, which actually helps you what are the recommended parts which are needed along with its inventory levels. If you have low on inventory like this case, you can initiate a product transfer. Finally, moving on to the warranty checks, it also tells me what am I covered from a warranty validation perspective, what's covered, what's not covered. And here it also shows that the warranty is about to expire. At this stage, I can close this case. I can summarize everything that I learned from a case resolution. and update my knowledge repository. That way, I can use it for subsequent efforts. So now, if I step back and look at it as a service advisor, I now have this valuable information. I'm going to invite my Rocky agent to really ground me with all these repeat failures across my fleet assets and really identify, can there be any upsell and cross-sell opportunity? And sure enough, it actually gives me the entire product service campaigns as a recommendation, which can actually drive more upsell and cross-sell. So at this stage, as you saw, the agent force is not only helping me proactively identify the break-fix, but deliver me the various service revenue opportunities, all the way from accounts to assets to cases and service campaign, all in one connected experience. Isn't it amazing? I would like to invite Sean and Kim to come up and share the Komatsu story.

Sean, it's so nice to see you.

Morning, Kim.

Yeah, so first off, I'm super excited to be up here with Komatsu. It's an honor to work with you and a lot of the Komatsu folks that are here in the room. So first, why don't you introduce yourself and tell us a little bit about the challenges and opportunities you saw and all the things we discussed so far?

Yeah, thanks, Kim, for Thank you for having me. My first Dreamforce, so I'm very excited to be here.

Welcome.

So I've been at Komatsu for about a year and a half, but prior to that, I had many years in the consulting industry and also at GE Healthcare. So coming to Komatsu, we have a very complicated set of products working in remote environments, very harsh conditions. And the challenges we need is to— our customers are really concerned about uptime. How do we make sure that the equipment is up? And some of the opportunities that Agentforce is enabling us is how do we get that data? We talked a lot about service manuals, all the case data, the rich case data that we have. How do we generate that and get it into people's hands so we can service this equipment as quickly as possible and keep it up? Other opportunities we have is probably an issue a lot of people are having. Workforce is getting older, and a lot of that experience is going out the door of people having, you know, networks of people they can call on and just working on the same equipment. How can we leverage technology to bring new technicians in, get them up to speed quickly, and again, just with a target of keeping that equipment up as much as we can?

Yeah, I've been really excited with the commitment you guys have had to agents. So why don't we talk first about your troubleshooting agent on the service side?

Sure.

That's part of a bigger picture that we're going after, what Nanda just showed in terms of the asset or the lifecycle management. So the guided troubleshooting is one component of that. So as I mentioned, we have a rich set of data in service manuals, in diagrams, in case history, and product issues. How we're using an agent to summarize that data and get it into the technician's hands quickly. So in some cases, they may show up and there may be a fault code that comes in, and we can use the agent to generate what are the steps I need to take. In other cases, there may just be a little bit of a description of what the issue is. And in some cases, it may just— there's a machine over there, go fix it.

Yeah.

So how do we get that data into the technician's hands as quickly as they can, as quickly as we can, and give them those guided troubleshooting steps? And it's not always in a linear fashion. So it's not always, here's the problem, here's the step, here's the step. Try this. Oh, that didn't work. OK, now pivot over there and try this step. Did that work? Now pivot over here. And even in terms of, OK, where do I locate this product? So it's able to direct and redirect through that troubleshooting process.

Yeah, it's been kind of fun. We had— you were great to let us come out to some of the sites. And it's kind of fascinating to have to climb on those big machines. So it's no easy work. No easy work. So let's pivot to the agent on the sales side. What are you doing there?

Well, the visit management, I think you just did a great job of describing that. So our leadership has a pretty firm directive. They want us interacting with our customers. So we have representatives from service reps to finance reps to sales reps, and there was never any visibility to who was visiting somebody when they were doing it. So using Agentforce, we're able to make sure that we can put some governance on making sure that those visits are happening. But in addition to that, get support across the organization. So now we know who's going to visit when. Is there support that they need? Hey, make sure you don't forget to talk about this. Make sure you take this to the meeting. But I think more valuable is what's coming back from the visit. I think the key is getting your customers out there and bringing that data back. And some of it just comes in a text string.

Yeah.

In terms of there could be a request for a rental. There could be an unhappy customer. They could be requesting training, multiple things. How do we go through that and bring it back and direct it through the right channel to act on it? There's been no visibility into making sure that that happens.

Yeah.

So with Agentforce, it's giving us that opportunity.

Well, you guys have been really committed to making the experience really easy for your associates and the customer. So talk a little bit about how you're thinking about voice, both on the service and sales side.

Voice is critical to making this happen. As we talked about, these are sales and service reps out in the field. And even when they're out there, They're not always sitting in a conference room. They're bouncing here, they're bouncing there, they're going to see this, they're going to see that. Talking about getting that data back into our hands where we can act on it, having voice is critical.

Yeah.

And it was even talked about in the keynote yesterday with a service technician out, greasy hands trying to fix something. Being able to have voice and capture that, ask those troubleshooting questions and do that real time is absolutely critical.

Awesome.

So what are some of the things that you're thinking now go forward? You guys have big plans, you're looking for big impact, but then what's like around the corner for you?

Well, we definitely want to scale to more product lines and more product models. And I think the big benefit, and really, you know, we're trying to deliver on a promise of making things easier for our business partners. I think in Historically, we've given them tools to get that data, but it hasn't always been easy. With voice and with these— with these agentic experiences, we're finally delivering on that promise to make it easy for them.

Yeah. Well, we appreciate your partnership. And I know you push us really hard to help you do the best work possible. So these innovations have been really spectacular. So thank you so much for all you're doing.

No, thank you.

Yeah.

Pleasure being here.

Great.

Thank you.