Architecting the Future of Procurement: Reimagining the Source-to-Pay Journey

You can say yes in the chat. Me, me, me, me, like that. And meanwhile, we will continue with this. So let me start by sharing my screen. So welcome, welcome everyone. Say thanks for joining in and welcome, welcome to our first episode of Procurement Thursday. Okay, so every Thursday we will talk about this particular topic at the prime time of this, 8 PM IST. And this topic will be focusing today on the— from a career perspective, I know there are people from the different, different tracks, but today we'll be focusing the very beginner-friendly track who do not know anything about procurement. Okay, if you're already a veteran on procurement and all, maybe it may not be relevant. It is very basic level we're talking about, and we will not be going talking about any technology specific like SAP Ariba, Coupa, or Oracle Procurement. We will not be going there, but we'll be having the awareness. Today's session is just an awareness session and what are the possible things we can have in this particular career, okay? So stay till the end to get 5 bonuses. Who are staying till the end, we will be having— you will be getting the first bonus is Procurement Transformation Career Roadmap. Then you will be having your— this is the career roadmap. People who want to— or you are having any family members, you can also share with them. So even if it's not applicable for you, so you can still get all of these things. The career roadmap, what are the different, uh, details of the career, the portfolio career. You will be having your, uh, what are the skill checklist for SAP if you're following SAP Ariba. AI— now AI is everywhere, okay. With an AI upgrade. And the recent Sapphire also, people who have attended, you must have seen that everything is autonomous. Okay, autonomous. Previously talked about, you know, intelligent enterprise, but now SAP is everywhere. They're promoting like automated or automation, autonomy. So those kind of autonomy you will be finding here. So how we will be finding that, those checklist you'll be finding. And also there is a very beginner-friendly guide. I know you must have studied procurement, and if you have done any similar kind of specialized MBA in your college days, right? But it will be more very focused on how you understand this topic in a very beginner-friendly, okay? So that is something, uh, we will be this entire checklist and the career planning and including your activities, why the starter kit, all the grocery of all the terminologies in a very simple way. You would be— I have tried to document it. This is the bonus number 3 you will be getting and Most important is the Cloud Playbook. We have designed a Cloud Playbook for your source to pay. Now, as Cloud is very popular, and we have provided, we created a very specific to design your career or anyone in your family or friends who wants to go enter into the procurement side of it, career, right? So we'll be providing all this, uh, entire checklist, not only the checklist, also how do you practice those things in a 7-day lab format you'll be getting. Okay, and I will be handholding you for your career. I'm taking the responsibility so that you can— whether it's a job or career, it will be very much relevant for you. Then last but not the least, also this is also— we will be giving a super bonus which is— I'll keep the surprise till the end. That is called ELI 5 Guide. Okay, so these are the 5 bonuses you will be getting until the end. So now let's then get started with the today's topic, that is a procurement basics for the beginners. So first of all, I will be starting with the very basics. And with the presentation, then we will be doing some activities based on that. Okay. So with that note, let them get started. And let me go to the presentation mode and we will be going from there. So let me go to the presentation now. I will go to the spotlight mode. Architecting procurement. So here, whatever you are learning, this is more of an architectural lens you are learning. Okay, I know there are people who focus more on the configuration side, but that is one part of the story. Configuration is definitely okay, it's fine, but over a period of time, the way you work, how you work, actually it gets changed, right? So today you are doing it a different way, maybe tomorrow you doing the configuration different, but that is not your actual knowledge. Okay, so we will be looking at from an architectural lens completely how you understand end to end. And it will be also stay— whatever you're learning today, it is not going to fade away after 5 years, 10 years. Okay, it is not like a newspaper or anybody who is actually, uh, going through a typical, uh, mobile video reviews, mobile review that happen. If you must have seen that any review happen for a mobile, right? New edition, 13th edition, 14th edition, any of the mobile, right? So again, people post a lot of videos on YouTube, but what is the value of those videos after 4 years, 5 years? New model comes in, right? But whatever you are running, we are actually ensuring that it will be stay long, okay? Especially 5 years, 10 years down the line, the principles remain the same, the standard remain the same, right? It will be evergreen, but the way you work, the how you work, that may change. With this, maybe today you are working in directly in SAP Ariba or any other similar kind of a product in procurement. But maybe with the AI agent coming in and all, lot of things is changing and lot of things are happening, right? So that is the principles we'll be talking about in this session. So this is a beginner-friendly session. At the same time, we are also changing the mindset of the people who are already an expert, who are very much particular about only configuration series, configuration guide and all. So In the previous session, if you have not subscribed to our YouTube, we have already started this channel. And in our channel, you will be finding that there is a series we have, uh, finance series we have launched. Okay, Architecting the— so currently this is— we are live here. Architecting is the current live. So yesterday we had a 4-hour session, close to 4 hours, 3.5-hour sessions. This is the series we have started. This is for architect in the future of finance, and we have talked about a food business case study, and today we will be talking about, uh, typically, uh, healthcare case study. Everything whatever you are learning, it will be case study based. It is not like, uh, typically only configuration. And also I mentioned what kind of tools we use, okay? So we'll be using Notion, AOR, Epic QC, and S/4HANA in all these things. So this is something we will be discussing here. Okay, so this is the previous sessions. You can have a look into this on our YouTube channel. Okay, so this will be available. And, uh, but the boot camp, we will be providing a boot camp. People who are joining until the end, we have actually explained this one. So this is finance. Similarly, we are doing for procurement, for HR, for every track we are doing like this. Okay, so now with that note, and, uh, In the finance, we have seen that it will be counting the spend. To spend, but from whom you have bought, okay? Who has decided that, that you will be buying this? The buying decisions, right? And is there any risk for that buying, right? So this, in this webinar, we will try to understand that entire— we call it source to pay going to talk about today. Okay, so this is pretty much beginner friendly. I will try as much as possible, very simple. Okay, so there are 3 uncomfortable truths about the procurement. People think procurement is just, it's just a buying, right? Buying or purchasing is not so easy. Okay, so as I said, so procurement will be deciding what you would be getting, what from whom you are buying, or with what risk. Okay. So this is actually, um, the actual thing of the procurement, okay? That is actually the one thing. Then second thing is the strategy. So strategy also changes, right? So basically, uh, the way whatever you're spending, right, uh, the different— whether you're spending low, spending high, or is there any strategy, is there any contract? Many times you do not read the contract, right? So whenever, uh, Even if you have seen actually terms and conditions whenever buying something, right? I, I know how many of you read those small, small letter if you are buying some terms and conditions in that, any, any of the manual you get it, right? We never— ideally never read it, right? So those conditions, those contract, those risk, okay? So that is what exactly also we have to be considering. The strategy will be changing the outcome, so ensure you are actually going through everything, okay? And every contract, every risk management, everything are considering. Okay, and procurement is actually— is the entire thing is operating system, and it creates a value for the customer, okay, across whether it's the industry, irrespective of the industry. Now towards the end, we'll talk about how procurement is relevant for different, different industries. Those each and every industry, we will be taking some example, and also we'll be creating some amazing case studies. Also we'll be seeing that, okay. So my healthcare point of view, we will focus today. So that is what exactly the procurement operating system is all about. Okay, so there are 3 things generally people get confused, but it is— we have to very clear about it why procurement matters. Right now we will set the context. So there are 3 ground rules. First of all, as I say, it is not about only buying, but it's a full cycle. Okay, just like in HR, you must have seen we call hire to retire cycle. We have been learning HR for almost last 5-6 years. Okay, and then similarly, if you go, we started the finance, we have seen that, and there is also a cycle, record-to-report cycle, right? So similarly, procurement is also a cycle. We will be having is a— we call it a, you know, source-to-pay, okay? So that is what exactly we call it, okay? So it is a supplier, then you're identifying the need to paying a supplier. Why we require? Suppose whenever buying something, right, we do not go to buy something random. Either is there any demand for that Okay, or any requirement is there, then only we go for buying, right? We do not buy something randomly, right? So then we do center cycle. Okay, that cycle will try to understand how those things actually protects the entire organization value and it ensures the continuity of the supply. The supply is also continuous process, right? So that is something we will talk about in today's sessions, what procurement really is and what are the different ground rules. Okay, and procurement people think it's only for manufacturing company or any particular industry or sector, right? But procurement is existing in each and every industry, okay? So, but the constraints may be different, slightly different. The procurement, the way it works for healthcare industry, the procurement, how it works for, you know, like, your, what do you say, manufacturing industry, or— so maybe we will do an exercise. Let's do an AI exercise for it instead of I speak, okay? So let's go to our Notion. Notion AI, we will be checking out. So how the procurement differs in different, different industry. Okay, so let's do that exercise today together. And you can also try with your, any of the ChatGPT or any other tools, right? So what we will do in today's thing, so we will see that how procurement differs. Okay, so across those 12 in, you know, GICS sector. So how many of you know what is the GICS sector? So there are 11 GICS sectors, okay? So I will talk about that. So let's— so today's episode, we will see the AI, means we will do an AI exercise, okay? So here in the credibility, once 7 steps, whatever, before we study that, okay? So we will do again activity here, okay? So this is the activity, and the activity will be like this. Activity is how procurement— the query is how procurement differs in across 11 GICS sectors. Okay, so what is the GICS? I will come to this because this is a pretty much— maybe somebody Somebody asked a question, okay, what is GIC? So I will talk about it, just stay, okay? And so I will just create this activity, and in this activity what we will do, procurement, we'll talk about. So what we will see, the GIC's point of view. So we will create a prompt here, okay? Explain. So you can, I will give a prompt also to you. Explain. Procurement, uh, how it differs, differs across 11 GICS sectors with pros and cons, examples, examples both in local Indian and global market, because I see many people are joined from multiple countries. So I see that. So you can— we'll be looking at global examples as well as local examples, Indian and global examples. Okay, so this is the prompt we will try today, and let's see. And I, I want this answer in a tabular format. Okay, I response in Response in tabular format. Respond. So let's discover. Respond it in tabular, tabular format. So this is a discovery question for all of us. You can try, and if you're getting something else, let me know. So I will copy this prompt. This is the first prompt today we will try. And I will be putting in the chat as well so that you can have this in your chat. Okay, so you can try in your, uh, any of the AI tools, whatever you're comfortable. Okay, you can try. So this is the chat and we will see this. Uh, meanwhile, the presentation, we will continue. So it's generating, it will take some time, we'll come back again. Okay, so this is an AI activity we doing it. Okay, and as I said, this is a program which is actually having architecture focus. Okay, so for that reason also you'll be finding in our platform there is a small tweak. Okay, I know how many of you have noticed that. If you have noticed that, okay, so we will having something called, if you go to typically successlabsacademy.com, so this is, so I will start this anyway. Procurement, we already started. This is our today's focus. So this is, if I go here, we will be having a section called Architect with AI. Okay? So that is, if you see here, program, in the program we have seen a new thing called Architect with AI. Okay? And Architect with AI, the first level is actually what, if you have noticed that, but currently we are doing, we're following the same strategy for our all the new learning program and we will be following it for every module now onwards. Okay? So not only for procurement, whether it is a finance or HR or it is an enterprise architecture, right? For everything you can see that. So here we are talking about, so at present for beginner level we are doing a Discover with AI exercise. Okay, so as you go to the bootcamp and all, we will be learning with AI. Okay, as you go to the hackathons and all, we will be doing an Apply with AI, right? Then whenever we go to the other master classes and other any purely end-to-end things we are going, then we will build with AI. So everywhere, every phases of your, uh, member will be following AI. Okay, so today what we are doing is Discover with AI exercise. Okay, so we will be talking about the sample prompts and implementation case studies, and we are— it's an awareness session, as I said, right? Today's session is not an implementation session, it is an awareness session. Okay, so now with this activity, you can see that it has given us a very good, you know, answers with a detailed thing. So anyway, this is— I'm not going to read out, but we will be seeing the highlight of it. Okay, so as I was talking about the 11 GICS sectors, right? So I will count it actually: energy sector, material sector, industrial sector, you have a consumer discretionary sector, consumer staples sector, healthcare, financial, and IT, communication service, utilities, and real estate. Okay, so these are the 11 GICS sectors. Okay, and GICS sector, so there is a global standard people do not know. There is a GICS, if you simply search Simply do a search on GICS sector and you image, okay? You will be seeing GICS industry classification. There's a— because there's so many industry, but actually how many industries are there in globally? There is a standard for it, okay? And this is a 4-tiered, okay, hierarchical industry classification system which you must be knowing. We are actually at the top, we have sectors, okay? Then we have industry groups, then we have industries, then we have sub-industries, okay? And we have also redesigned our curriculum based on this, okay? Because the work is here, though all the works are here only. We'll be finding the GIC— these are the different, uh, we have sectors, okay? So total, all the jobs are across these sectors only, okay? 11 sectors at the top. Then we have each and every sector has your industry groups, and under each and every industry groups we have industries, and under industries we do have a sub-industries. That is the classification, just like in a chemistry, must have seen the school days in the class 11th, 12th, you must have seen those standard, right? You are in the, especially in the organic chemistry, your IPS standard, all those, uh, your CC++ if you have studied, then all those standards everywhere, there are standards. Similarly, the global industry classification also has standard, and this is how the jobs are here. And based on this, all the case studies we have been following based on this standards only. Right, so coming to this, the difference of the activity which you have done— I'm sure you must have also got similar kind of an activity. And so you can see that each and every sector has a category mix. So actually, what are the category, by the way? You can see that the difference is what procurement typically buys. That means which sector is buying what, okay? Because the material sector, whatever they are buying, is different from a healthcare sector, okay? The healthcare sector will be buying your medical devices, your cold chain logistics, pharma APIs, all these things, okay? But the financial sector, they will be buying what? They will be buying all the services mostly, right? And similar, if you go to utility sector, they will be buying what? Fuel procurement, EPC compliance, all the services. Real estate, they will be buying these leasing services, construction materials, contractors, MEP services. These are the different things. Every, every industry buys something, okay? You can see that the what they buy, the categories are different. That's the first thing. That's the what part of it, right? Then the how part of it is actually how procurement works differently. Okay, so this is a little, what is the direct spend, indirect spend. So the way, if you go to consumer staples industry, especially the retail sector and all these things, they buy volume-driven. Okay, there is a cost per unit focus there, right? So there is a, especially consumer staples point of all kind of retail company if you talk about, right? So they have to buy in a particular way. right? So similarly, consumer discretionary, if you're talking about, so you will be having here all the merchandise, finished goods, okay, whatever you are having, the packaging, right? They also have a different way of buying, right? So this is actually focusing on how procurement is working in a particular different sector. So this is, I know it's a too in-depth, so we are not going now in this. Just for now, you just remember how actually this is. So let's go to the example so that you can understand in a better way. Okay, so pros and cons for your self-study. Anyway, this material will be getting and in our platform very soon. And example, let's pick up the example. Okay, so let's pick up the example of Flipkart, Amazon, Reliance, those things. Okay, and so let's say these are the retail vendor and they are having onboarding and packaging sourcing, and Maruti Suzuki, like they are doing like after sales parts, they are procuring. They're actually those kind of stuff they do. So this example is very simple. Okay. If you go to Consumer Staples, so you have an ITC, they— what they buy. So they actually go for procurement ecosystem for food items, any of the leaf items, all those things. Okay, similarly, HUL also, they have their own Agri-Input sourcing and all of those things. So these are typical Indian examples. And if you go to the global example, also very similar, nothing so different. So Nike, Nike will be having their own sourcing and program. Amazon, Unilever, Nestlé, Okay, so Pfizer, when it comes to healthcare during the COVID time, you must be seeing that, okay, how they have regulated their— so all the supply qualification, all those area, okay. So similarly, financial point of view, SBI, HDFC Bank, all the things they are having the contract, right. UPI is also— they have how they onboard those ecosystem, right. Similarly, in global, you'll be JP Morgan, Visa, all this, they have their own technology sourcing. Whenever they're buying something, there is a regulations. From whom you can buy. They have listed vendors already, right? So if they do all those kind of registrations and everything, so which we'll be learning in the SAP Ariba part of it. But here, this is the broad understanding of it. Okay, so this will be giving a bigger picture. And this exercise, by the way, which we have done, and this is for the first time we have done it today. Okay, and this activity we'll be doing in every modules, okay, whether it's HR or finance or supply chain or CRM or enterprise architecture, okay. So this is the Discover with AI. So this is the first time we have done it. I'm sure in this way it will blow your mind, okay, how actually the different sectors, the same concept may be the same, but how it is differ across 11 GIS sectors. Because many times I have seen students or even professionals, if you're working in Big Four consulting or a similar kind of an environment, you may be getting exposed to multiple industries. Okay, so, but still I have seen many friends in who are working in typical IT companies, the top 3. I do not want to name them. They still work in the same project for a couple of years, maybe the same account, 3-5 years. They do not even get exposure to work in different, different sectors or industries. Okay, but if you say, if you come to the other side of it, basically people who have worked in energy sector, material sector, easily they do not change the sector. Okay, they may be changing the company within that sectors. Okay, but when it comes to consulting companies and all, you may get an opportunity, especially if you're working as a freelancer or an architect, something independent architect, you may get an opportunity to work in multiple sectors, multiple industries, in different, different geographies, right? So that is something you will give— your knowledge will be more broader. At the same time, you're also going deeper, okay, depending upon your assignments and exercises. Okay, so many times we multiply by multiply our experiences and knowledge actually from that only. Okay, so that is what exactly I was talking about. So this is the rule of thumb. What you are saying is there are some regulated sectors, as I say, how they have actually— from beginner friendly. If you are a beginner, I do not want to overwhelm with all of you this data. Rather, so let's rule of thumb here, let's understand this part only. Now, regulated sector, if you talk about healthcare, financial sector, utilities, they are very much regulated, okay, because their priority is different. So their priorities have to all the compliance, all the government rules and law regulation. This will be heavily documented. Also the risk control, even if the cost is high, they have to take care of it. That is the first thing, okay. But there are sectors, if you talk about the procurement point of view, so especially the energy sector, industrial sector, real estate sector, okay, they also go through a different kind of a contract governance Supplier capability, schedule control. So what are these terminologies? We'll learn at a point of time, but for now we are just segmenting the sectors. Okay, so sector-wise, if you talk about— so we know that if it's a project-heavy sector, you already know energy, industrials, real estate, all these sectors. Okay, but when it comes to consumer sector, so think about your— typically think, think about your staples, consumer sectors like staples, discretionary, all these sectors they are actually going for. Typically, uh, the speed, quality, and supply of those, you know, those things are very, very essential from a brand risk management point of view, right? So these are the different sectors, uh, actually made to focus for now. But this is the activity which you have done for today, okay? So you can try, and we will be repeating this activity. By the way, I'm noting it down, this activity to be done. I have not done this activity in other sectors. Whenever coming to the other part of our academy, especially when we go to the other part like HR, revenue, CRM, supply chain and transforming, other modules also, we'll be doing this activity. Okay, I'm just keeping a note of it and we'll be doing the same activity in other sector also so that you'll be getting a broader knowledge. And also we have students, we have members from different other sectors also, they will be also contributing to this journey. It is not only I will be Probably they will be also sharing their live experience also from their journey. Okay, so with that note, now let's back to the presentation. So we are talking about the 3 ground rules, what procurement is, where it leads. And today's session is a minimal jargon. As I say always, we will try to make focus minimum, you know, like we will be understanding very easy way. That is what exactly we will be understanding. Okay, so Now let's go on the big picture. We will learn in the big picture. So first of all, from a source to pay. So this entire cycle, just like in HR, as I told, we have a— you're hired to retire. Here we have a source to pay structure, S2P model we call it. Okay, so this is the first thing, and it will be talking about the entire corporate lifecycle framework or anyone. Okay, we will see that today. And then we will talk about the 5 levers, okay? What are the different, uh, levers, okay? We'll make the entire thing. So cost, quality, speed, risk, and innovation— these 5 things are equally important, which we'll talk about. And then we will talk about, uh, how procurement changes across— so this already we talked about, but now we will be focusing on a deep dive into a case study, okay? The Healthcare Playbook, which will be having 4 countries presence: US, India, UAE, Italy. Okay, so that is a case study I will be talking about today. Then finally, we have to— you will be getting this mental model, the mental model which we are trying to— and we will be— you can also apply your, in your job or business, even if you are doing it. So let's say you are an entrepreneur, this is also still applicable. This knowledge will be applicable. This is something for everything today. Okay, so now moving to the industry context, as I said, 60 to 70% of the spend that Actually, what happens, the procurement typically influence the majority of the total enterprise whenever the organization is spending. So 60 to 70% enterprise spending happening with— through procurement only. The enterprise spend, it may be direct or it can be indirect, okay? So this is the one thing. What are the other spend it can be? It could be employee salary, okay? That is separate, that comes at HR, right? And finance also doing its own thing, right? But procurement is the highest Okay, so you will see that for the entire organization spend, okay, you will be having the one of the highest spend here. Okay, then one event, let's say if there is a risk in your supplier, what will happen? Definitely your revenue also risk. So if you see the current geopolitical issue, whatever is happening, right? So there is a disruption across the world, right? So if you see it is a single supplier is disrupted, so there will be definitely shortage of, you know, or if any logistics is failed, or any geopolitical shock is happening just now in the last couple of months, it can trigger anywhere, whether it is a customer service or it's a reputational thing. So we have to talk about that also. So from industry context, this is really very important, right? And especially whenever talking about the compliance-heavy industry that talked about, like healthcare, right? And if anything stock out, it will be a very much inconvenient for the people. The— okay, so to definite— definite, it's a clinical event. Okay, so we cannot ignore all of these things. Okay, so these are things we have to— from industry context, we will talk about. Now, what are the 6 challenges? We'll talk about. Now, coming to the procurement professionals, now it's all about you. Okay, I know there are people who have joined as a purchasing department, they from different, different department. You have— I see that people have joined from Dubai, you know, Malaysia, I see Delhi, Bangalore. Okay, good. So these people have— I know them. So what are the different challenges you face? Okay, the 6 challenges. The first problem is many times people face the jargon because it looks like a foreign language. Procurement term itself is heavy. Okay. And it is very difficult to explain them simply. And also how you can apply. There are different, different functions. Forget about the module. What are the module? We will forget about that. But at least the terminology itself is a lot of, you know, unless and until you're having a specialization in that. Okay, so next is your definition. People get confused with all of this term difference. They think purchasing is equal to procurement, procurement is equal to sourcing, sourcing is equal to finance. Okay, so there's a thin line of difference among all of this activity. So purchasing, procurement, sourcing. Okay, whenever if you talk about me, all of these things, at least 10 years back when I was doing an ABAP coding and all of this, for me At least I was thinking all are same only because I used to do the coding for 10 years. It was around 2010, more than that, 2010-11. Okay, the initially I used to get functional specifications, everything is a jammed one for me. I'm just thinking like myself, I'm taking back to as a beginner 2010. I used to write technical specification from a functional specifications in SAP. We used to have a, you know, stock order, make to stock, make to all those things coming from MMSD. SAP Metal Management, SAP SD, uh, those modules where I used to do that, but I never understood. Nobody also explained me the difference. So sometimes they used to conduct some sessions in between, but those are not very effective also, okay? So theoretical, okay? Purchasing, procurement, sourcing, at least in the initial 5-6 years of my career, I didn't understand what are those actually the differences. Look, they are so blurry, okay? So we cannot expect also to understand anyone if you do not. So let's do an exercise for this as well. People who are beginner, again let's do an activity. What is the key difference among this 4 things? Finance, at least we understood. Finance control, okay, at least you understood. But what are those 3 things? Okay, so we will do an activity again today. So the second activity for today is the difference among this purchasing, procurement, sourcing, and finance. Okay, so let's do another Discover AI activity as I promised. Okay, so they are simple prompt which I will be again sharing. Okay, this is the awareness session as I said. So again we will doing it Discover with AI activity. DWA activity. So let's go back to our notebook. So keep your notebook ready, by the way, okay? And digital or physical, whatever you feel. Physic— digital is better, okay? So here, if you go, and we are talking about the second activity. Second activity, we will understanding for DWA activity, Discover with AI activity 2. This is the activity number 2 we will be doing today. The difference, okay, difference among purchasing, procurement, and what else? Okay, we have another term that is your— let me go there. So let me close whatever is not needed. GIS already have explained. Okay, so purchasing, we have a procurement, sourcing, sourcing, finance we understood, but still we will keep it sourcing and financial controls. Let's say sourcing. So let's just focus on these three only for now. Okay, sourcing. Okay, difference among with example. Okay, and before that, we will be— I will be sharing a secret here how I actually learned these things. Actually, I found a mentor, uh, whenever I was working with my first company only. That mentor was slightly different the way he— the job of the functional consultant to explain how easy the technical consultant can understand, right? So luckily I got that, uh, lady and she helped me to understand. When I told, I do not understand these things, can you please explain? I can do the coding but I do not understand. So what approach she had taken at the point of time, she explained with a very cute example, I will say. Okay, so the example was, um, think, explain. I will be now that example actually I'm putting it like an AI prompt. Okay, so thanks to her. So she is in US still. Okay, explain like I am 5 years old. Okay, so this is the first thing she did actually, literally. Okay, and she gave me those examples so that I could understand. I never forgot those things. Okay, and with the AI world also, you can do the same thing now. Okay, so we will do this activity inside this. Okay, so first of all, this activity we will be doing, this is a prompt I will be sharing with you, and by the time it is updating, I will be also very interesting to know this. Okay. Okay, the sourcing, what exactly the example they have given here, so you will be seeing that. So anyway, I will putting the prompt in the chat also, you can get the second prompt. The second prompt for today is you have to put this, okay, this is a prompt, uh, let me share in the chat or in the link or later point of time people who are watching in YouTube, I will be putting this prompt later point of time in the description. Okay, and this is the one. So let's say, um, sourcing. Sourcing means actually from where you connect the words. The root word is source, that means the finding and choose. So let's say you have to— the need is to make a sandwich, okay, and you have to find a— choose a great— your bread, cheese, and veggies, all of those things, okay. And example could be the shop has the freshest bread, and that is, it is cheaper. So that is sourcing, from where actually you are getting those things, the ingredients. Okay, if preparing some other foods, okay, you can think about it. Okay, let's say Italy, Italy, somebody told. Okay, okay, you have a different menu for that. Okay, I'm feeling hungry, by the way. So if you talk about those food items, yesterday the previous session we give an example, entire example of Italy dosa for our learning finance. Okay, so now second part is actually purchasing. Okay, so sourcing is actually decided that, uh, from whether you are buying it from your Blinkit or local shop, or you're going and going to nearest buy shop, you are taking from there, or from where exactly you're getting that, that thing. Okay, so that is choice for you. And, uh, and also we do a comparison also. Many of you, I have seen that, and I must— do not, especially in the season Okay, especially in festive season and all, uh, or any other days also. Like, we compare, especially I know my sister, so she always, uh, I usually don't— I'm very much brand loyal. If I buy from Amazon, I will buy from Amazon only. I never go to any other, of other sites. Okay, so, but she always compares. Okay, this is— you can buy in Flipkart, maybe in a little bit discount and all this. So from where actually you're buying, so that sourcing part, but finding and choosing where to get Okay, in an industrial context also, like healthcare or any other industries, from where, from which source you're getting it, right? So that is a sourcing, which is actually, you have a criteria also. What is your criteria? Okay, so for me, that's the brand value. For me, for others, maybe my sister may be different, right? The cost may be a factor there, right? So similarly, that is a sourcing part of it. The purchasing means that actually whenever you're going, actually you're paying and buying. That means we're doing transactions. Okay, you are doing your credit card, debit card, or UPI, and you are doing— or you are paying the cash and buying the actual item. Okay, in this case, the bread. Okay, so now the third part is the procurement. Okay, so the procurement is actually the whole planning from start to finish to get the right items on time, safety, and a good price. Every factor you are considering, then that becomes a procurement. Okay, so actually what happens in this example that you've decided already to buy, what to buy, also you picked up the best shop, you already decided that from where actually you will be buying it, right? At the same time, and you have already bought it, and also you have checked that everything, okay? So let me— even if you're buying something from, uh, let's say any of the store, online store, or in your typically your e-commerce last minute e-commerce, whether it's Instamart or Japtow or India— I'm giving Indian example— so, or a Blinkit. Okay, so most of the cases it's perfect only. Okay, but in case if you find something is broken or something is spoiled, the food, okay, there is an option. Okay, so there you can take a snapshot and you can check with the customer care and generally they refund. Okay, or they replace it, right? So those kind of stuff. So those things are actually the end-to-end cycle, the whole planning to finish, that is actually a procurement. Okay, so that is the key difference we try to understand. Now we'll be doing a parallel activity, and simultaneously we will be going here, and whatever you're learning here, so I will be also doing an activity parallelly, another thing. So here, uh, we are talking about this sourcing, purchasing, and procurement. Okay, so now we will be also looking at the key differences Okay, so the difference of this in a tabular format, okay, sourcing versus— this is a very general person, it's a beginner. This is the kind of an example which actually my mentor also have given a similar example which I can understand. So she has actually given an example of toy actually, okay. So the toy, toy, all these things. So here the food item, but she had given a toy example and how we can buy and which toy is best and which is a cheaper Okay, so those kind of examples he had given, and I still remember that. Okay, and so, so now we're trying to understand the technical differences of purchasing and procurement, procurement with, with examples, example in a Notion table. Okay, we are using Notion and Notion table format and with examples in Notion table format. Also give Indian example, Indian as well as global example. Okay, so we need both. Okay, we— because we have audience from global and as well as India, Indian as well as global Examples. Okay, so this is— let's see with this activity. And this is the entire source to pay, as I said. Okay, so based on the mental models you have developed, so you can see that whatever the mental model we have developed here, right? So we have to understand that. So based on this, this entire source to pay cycle, whatever we will be seeing here. Okay, so this is some example they have given, and I will be copying this. And I will be sharing it with you. Okay, so this, all these notes anyway will be getting it. Okay, but let me put it here. These all notes you will be getting, the live notes which we are preparing using AI, but we try to understand at the same time. Okay, so this is the understanding. So technically, sourcing is the strategy, purchasing the transaction Procurement is a lifecycle. I like this, uh, terms, okay? In a single, single word, actually they have given me, uh, the terms. Sourcing is all about the strategy, from where exactly you are buying, what is the focus, finding and evaluating the best supplier, who is your best supplier, okay? And purchasing means they're actually doing a transaction, executing the buy. You are doing the payment via different channels of your choice and making the payment, right? And procurement is all of the lifecycle. End-to-end process of acquiring goods or services, okay? And the goal is very simple, okay? Goal is value, risk mitigation, relationship building, okay? That is, as I say, right from where— also I remember, and then these days, to be honest, I have— I usually go to the market very— means alternative, means mostly on the weekends, okay? I take the vegetables from selected people Okay, so 3 or 4 people selected. I don't see everything unless until there is a special vegetable in the market who is, uh, another new vendor is provided. Okay, so that is a personal example. So we have value, and generally that kind of relationship building also happens, that the person may give you some extra or some good quality, and they will sometimes say that do not take this, right? Honestly, I have seen that because it is not good. Okay, although I have chosen that vegetable, so So I have seen that. Okay, so those kind of things happens. So purchasing, and this is all about speed, accuracy, and admin efficiency. That is our goal. So we have to also understand what is the goal here. And the procurement is all about the strategy, entire thing, strategic alignment, compliance, and people who know the TCO. TCO means total cost of ownership. What is actually your costing for the entire thing? That is your goal. Okay, and the key activities, as I say, this is a technical thing. Okay, which you will be doing in a ERP thing. Okay, market research, RFPs, contract negotiations. Okay, raising— this is a purely ERP activity, the purchasing. Okay, so material management people. Okay, people who are in— how many of you already familiar? Okay, I can see there are so many. Yes. Okay, you already have, uh, remember the T codes, all those things. Okay, raising purchase order, receiving goods, processing invoices, right? And also you might have seen those procurement cycle also, your Traditionally we had a supply relationship management. Now everything is in Ariba, okay? But you got demand planning, sourcing, purchasing, all those things, right? So these are the key activities, actually the thing where exactly we do all this ERP thing. We will see that, okay? But now if you see the comparison, how it is actually understanding is choosing the right shop for the best ingredients, okay? We do not buy, uh, from different, different shop in different, different days. I know there are people doing it, but that is not Usually to save time, we always— you also must be agree on that. Okay, then handling all the cash, that's a purchasing and entire budget. If you're managing a meal plan, you are doing all of these things. Okay, I know meal plan is something I know very few people do that. So even it doesn't happen so every day, but, but it is good actually. I have seen people, they have their entire monthly meal plan and very few people in my, in our community also I have seen. I was talking to someone So they have already planned their meal for the entire month, and according to that, the ingredients, everything, their budget. Okay, every week they have, uh, or 15 days, they buy the entire thing. Oh no, I know many people are doing it, but this is the entire life cycle. So you can also real-world example, our day-to-day life example also we are learning there. Okay, so now coming to the real-world example. Okay, so this is not— I'm not going to read about. So it is an exercise for you. You'll be reading about like, uh, how this retail chain is doing, right? Especially the textile manufacturing store manager, okay? Summer collection, our summer season is going on. So in India, so how they— how the store manager is collecting. So we will be having a case study based on out of this latter point of time. In the global context also, the tech manufacturing company. So here is a retail chain company like Reliance or Tata or all of those, okay? And the tech manufacturing like Apple or Tesla, how they do it. Right? So they have all of this. So how they do sourcing, how they do purchasing, how they do procurement. Okay? So even if you forget everything, just to remember, sourcing is equal to strategy, purchasing is equal to transaction, procurement is all about the lifecycle. This is a very, very, very simple— maybe you can write it down in your notebook. Okay? Physical notebook. Because whenever you write something, that's a different— your— it is a connection to your neuron. Right? So you're remembering, even if you forget today's session, entire webinar, let's do 3 things you remember. Sourcing is equal to strategy, from where actually you're buying and all of these things. And purchasing is equal to transaction, the actual purchasing, the payment. Procurement is the entire lifecycle. So these 3 things, if you remember, my session is, I will say, it was fruitful today. Okay, so this is the thing which is the second AI activity which you have done today, DWAI, Discover with AI activity. So now let's move on to the presentation and let's come back. So this is a definition which we talked about in the 6 challenges, whatever we are solving it. This is the second definition. People always get confused, especially the beginner people, right? Next is your weak supplier selection. So generally, if you make the decision only based on the price, what will happen, right? I'm not saying that the lower price is the lower quality. It's not always true. But if you are making only decisions make on the price alone, right, there may be possibility, right? Generally, whatever I have seen also, in typically whenever you are having any kind of a proposal Okay, especially I've seen the ITs and all, all this public sector. Most of the cases, they always, whenever they do the bidding, right, the lowest price they will always buy it. Okay, they usually ignore the quality of it, right? So they do not think about that. Most of the cases, I'm not saying things are changing these days, okay, but if you are having the prices only for talking about only price, then usually you may get, you may not get the right supplier. There may be possibility of capability, their risk, there can be they may not fit, okay, your requirement. It also may be leading to your typically poor outcome. Your whatever you require, you may not fulfill that. You may be, you know, that may be not fulfilling for you. So also there may be a blind spot, supplier risk blind spot. What is the meaning of blind spots? Blind spots is actually the thing which is you are not good at. Okay, you do not know that you are not good at. Okay, I will try— I will not try this activity. This is not a technical activity. You can also try, go to whatever the AI tools you are using, right, in your— this is actually, I have tried, my mentor told to try it. Okay, if you're using ChatGPT frequently or Perplexity frequently, whatever tools you're using, right, go there and ask. Okay, so that you can ask very simple way that I have been using this AI using for a long time, think about myself and identify my blind spot. You can think about whatever area of improvement. You don't have to go to your— you know, if you're working professionals, you don't have to go to your manager to ask what is your weak area. So you can try that. Okay, so this will be— and also it will be giving you the next step. What is my area of improvement? It also give you a plan how you can— because there are certain activity, definitely you cannot change it over a period of time. It may be habit change, or it may, uh, maybe something, uh, interpersonal skills you have to change, right? So you can just check it out, okay? This is just fun, okay? But you can try it, okay, for your interpersonal development point of view I'm talking about. This kind of things I will talk about most on Sunday, okay? But whenever you're talking about blind spots, supply risk blind spot, right? What does it mean, right? So let's talk about the chat that's in the same place. So I'll talk about the, let's say, supply risk blind spot. If you do not understand, what does it mean? Okay, supplier risk blind spot. Give me an example, give me an example in retail sector, let's say retail sector. Okay, let's see that. So it will talk about that. So single source depends— suppose you are having only dependence on a single source, there are compliance gaps, okay, or it could be any disruptions, okay. Vulnerability are often invisible, okay? So they might be not disclosing everything, right? So what example they have given here is a real-world example they've given, like supply chain. And the risk and the blind spot often occurs when a company focuses exclusively on primary tier 1 suppliers while remaining unaware of the vulnerable deeper in the supply chain. It could be a corporate example if I will be giving here. So let's say the company, uh, Fortune 500 company, they only decide that we will be having only consulting services from Big Four, okay? So I'm just giving another example, but still let's try to understand this, okay? So this is a kind of a tier 1. Suppose they are only focusing the creamy layer, okay? Or let's say the company— I will give you another example, recruiting example from, uh, that is also a talent supply chain, by the way, you know, whenever we're talking about HR. So there we will be having— if you are hiring only from a tier 1 colleges, right? So that is a kind of a blind spot, okay? So there may be this, there may be, uh, good things also. But here in this example, try to understand the global cocoa supply chain. What it is doing is impact everything from a major grocery chains to bottling confectioner. What is visible? What is the blind spot? So what actually they are talking about— a retail has a stable contract with a large reputable chocolate manufacturer On paper, the risk is low, okay? That means the manufacturer is financially healthy and it has all very good compliance scores. You can think about the Gartner, okay? Especially if you talk about their scores, uh, all the companies, uh, you know, uh, every year they have a ranking, right? Similar kind of stuff, okay? But what could be the blind spot? The blind spot is the fact that the manufacturer and competitors relies on a specific group of smallholder cooperatives in a single geographic region. Okay, which they may not be disclosing. Okay, so it may not be on the paper. Okay, but you from informal sources, they came to know that it is actually they are doing that. Okay, they are depending on a specific targeted, uh, you know, group of people. Okay, so what is the crisis in this story, in this case study, is if any specific regional experience happen, let's some climate happened unseasonal event, unseasonal rain happens, or any kind of a political instability happens for that particular area, definitely there will be crisis for that. Okay, so then how will you solving that, right? If you're depending upon only on one source. So for that reason, I have seen companies having multiple vendors also. Like, I will be giving an IT example, okay? And a manufacturing steel company in India, they have one of the IT company. So they have hired 3 IT companies. I'll not be giving the name and naming them, but one IT company was supporting They have all the existing project. One IT company was implementing, another IT company that we know testing part of it. So they have not kept only one IT company in their service. This is service procurement I'm talking about, right? So that's this kind of strategy people follow, especially the big companies, all these industries also they do that, okay? So they are not biased, okay? So in this case study, in this crisis example what we have seen today in the retail sector, okay? So the supply risk, if it is, this can be a crisis. What could impact that entire thing? May impact if it is, uh, direct supplier is not failing, but if they're not fulfilling the order, okay, the retailer could be— there is stockout issue, there will be price hike. The stock is not there, the price will go high, okay. And also there is a reputational damage also if there is an unethical emergency happening, right. So this is the possibilities you can have, okay. Just to summarize, you can see that this is about exactly the Okay, just like if SM Retailer is a single cloud-based point of sale system, okay, if a security breach is happening, there can be an outage of that provider. The SaaS, we call it a platform lock-in, right? So you have— although we are learning SAP most of the cases, but actually you will be seeing also companies, they do not only depend upon only one software, okay? So I have seen, uh, the no vendor lock-in or no platform lock-in, they call it. Okay, there's a debate also going on in the market. If you have seen LinkedIn and all of this, there's a different, you know, competition between these AI startups, okay, and all of this ERP, big ERP company. Reading through a LinkedIn post yesterday only, these platforms, these AI platforms, or these are a kind of a solution extensions or solutions. What these platforms are now saying, now also we can replace big giant like SAP, Oracle, Salesforce. Because now with this, uh, they're supposed to support service, okay? They supposed to work with SAP, okay? Now they're competing with this big ERPs like SAP, Oracle, uh, all this Salesforce, because they can create this kind of appification, the era of appification, right? The kind of tools nowadays are available OK, like, no code, no code, your white coding with this Claude. A lot of things are happening these days. What used to take a lot of time, now people are doing in a fraction of seconds, right? So even if you see the landing page, which actually yesterday I have sent it, right? So especially if you see this landing page, earlier used to take me 1 month, OK, or 15 days, 20 days. I created this landing page yesterday just within 5 minutes, OK, with all of this, whatever you are seeing, all of this thing. Okay, no technical skills. Okay, I just went to Lovable and I just gave me prompt whatever I needed. Then I just went to the platform and just maintain in the cloud, the especially the Cloudflare. I just mentioned this is what I needed and whatever the thing, even this platform, this is the entire architect with AI. No, I have not involved any developer. Okay, myself. Okay, everything using, uh, live coding. Okay, so within few minutes I have done it. Okay, so, and also that too, few know it's perfect. Okay, if you see my old sites, it's pretty much different, right? But this kind of a perfection, so these things actually they are doing it, right? So the point is here, actually, if you know there are innovations happening, it is good, but there should be also a boundary, right? The platform is platform. There are APIs, I know there are so, so many things are there. Right, in this case study, if you're talking about whatever they're talking about here is the vendor lock-in that I'm talking about, right? So this is pretty much a good thing, okay? So we have to see the boundary, all of these things, and all of these things. So we have to consider in this particular case, okay, the platform lock-in we're talking about, right? So those things, I'm not saying this is good or bad, but we have to see, have a boundary. This would be a governance, this would be proper lock-in. Everything. Okay, now another blind spot could be— example of blind spot could be single source logistics. If you're depending upon a particular, okay, major— for any last mile delivery, if you're talking about, then it may or may not happen. If any lag happening and all of these things, you have to think about it. So if we— so I'm not going to detail about it, but anyway, this case studies we will be updating and whatever the sources we are learning from, right? This entire thing I will be giving in a In our upcoming courses, it will be updated. So whatever the learning we are on, we will updating all of these things anyway. So now coming to the next part of it, we'll be talking about the— this is about all about the blind spot. Okay, so we already understood what are the possible example of a blind spot in a real environment, right? So now we will go back to our thing. Good. So we will go back. So fourth point, supplier risk. So now the next point is a poor contract. SLA means service level agreement. What kind of agreement you have? KPIs, you have a key performance indicator, right? What are the KPI you're having? And also there should be an escalation mechanism if the supplier is not providing all of this on time and all. How you do manage it, all of this this thing, right? So all of these things are really, really important. We have to— there should be a proper accountability. So this will be proper, all of these things, okay? And everything is visible. This transparency should be maintained. This is the fifth thing, part of the challenges especially the procurement professionals actually face, right? And the platform locking, which I've already discussed already, right? SaaS and IT spend often auto-renews without negotiations. If you are doing a second year renewal, third year renewal, there should be some negotiation, there should be something, uh, risk review, okay? And if your vendor is not doing well, they may go to the other vendor, right? So those kind of things will be— should be there, okay? Otherwise there will be dependencies and there will be a budget leakage also in this entire process. So that is something to consider. Now the next part is here, the— after understanding the 6 challenges, right? So we will go to the next part. So what is the turning point? So now we have to think about, instead of a process thinking, whether I go— so we should not be going this way or that way, okay? Rather, we have to think about the value and risk, okay? Whether from a process point of view, whether it's cheaper or not. Instead of— we have to talk about the value, value, value, okay? So even in our platform also, whenever we have people actually subscribe to our platform, I know that, that there are premium values we have, there are different memberships and all. I always talk about the value out of it. Okay, and generally people have a sequence of requested, then there is an approved, they buy and pay. That's a typical process. Okay, but whenever you're talking about it is— that is a process thinking. Whenever I'm thinking only linearly, right? Okay, many times I have taken some decisions in my career and all of these things. People will think that it's not a linear decisions. Okay, this is the thing. Okay, you have taken, uh, sometimes I have taken a decision. Okay. I will take this project or this assignment even if it is paying less, but the learning is good. Okay, whatever I have learned in a particular— so I've just taken recently, I have taken a 3, um, 3 months assignment. It was paying me almost 50% of the previous pay, but actually the learning which I had actually almost 3 to 4 times compared to the previous project. Okay, so sometimes we manage those risk, manage those, uh, value. So we have to consider that as well. Okay, so I'm just giving an example. So whenever, from a procurement point of view, even if you follow the process, but whether it is whatever the value or what are the risk, right? These two things also you need to consider. So that is what we have to think about. So even if your entire S2P— S2P in the sense you are supposed to purchase the printer, pay— it will be giving every stakeholder the shared language. Every stakeholder should speak the same language, and this will be a lifecycle map for that. And also we will collect, we'll be able to see the 5 levers, what are the different 5 levers. We will see the procurement choice when I'm making. And always, uh, whenever you are talking about, you have to think about whenever explaining, suppose to an external stakeholders or internal stakeholders, you do not talk about especially this, this is very much applicable for a consultant, okay? Teach with stories and real examples. That is what actually I have also learned from my mentor, how you make it easy Suppose a person doesn't understand SAP at all, or any other product, Coupa, or any other technical product, and you don't understand the background of that product, background of that stakeholder, background of that person, from where actually they are coming from, right? So also try to understand, no buzzword, no technical words, especially this is very much practical for a consultant. Actually, consultant or architect, architect always talk about that, but the consultant, you think about how do my end user, whenever taking the business requirement specifically, pretty much applicable for business analyst. If you're playing a role of business analyst in this kind of a procurement scenarios and all, do not speak whatever you know, right? Rather speak in the business language, okay? And identify which sector you are going before you go to your any of the engagement or assignment. Understand that a particular sector, okay, even if you're not an expert in that area— that is how I have also learned. I am not an expert in any of the, uh, if you talk about sectoral area, right? Because I never got in those. But when you go to and have at least basic understanding, right, of that particular sector, how does the sector works, okay, very basic, okay, because at least to understand the pattern of it, what is the current trend going on in that particular sector, okay, or industries, okay. And those details you'll definitely get in, uh, if you go through some of the business channel, business papers, newspapers, and all of this thing. But that's not intense. Now let's move to the sector part. Secret The 3 secrets which we talking about. And before we start the entire cycle, the 7-step source-to-pay model, we'll try to understand. You might be wondering, there are 5 diagrams, so what is the actually the 7-step, right? So there is a trick, I will talk about it. So first of all, forget about the 7-step, we will see the flow, then we will come to 7-step. Okay, so first of all, there is a demand. Whenever you're having any demand, you think about your whatever example of your industry, then you specify that what exactly you demand. Then you discover who are the possible supplier for me for that particular category. Okay, then after you get this, so you think about your any of the software you are buying or any of the things in your company, right? So let's say you are having a requirement of any of the procurement products or a, or you can think about your finance product or you think about your HR product, right? And who are actually providing that's something. First of all, you will, you will discover about your vendor first. Vendor means software provider. It could be SAP, it could be Oracle, it could be Workday, or it could be Zoho, and, um, it could be anything, any product who are actually having that vendor point of view. Now you have, let's say you finish that within the 3 to 6 months, you decided that you will be going with the Zoho, let's say, okay? And, uh, after doing that, you also pick up who would be implementing that. Now we'll be searching for implementation partner. Who is the implementation partner supplier? Okay, may there will be again a number of companies who will be possible implementing that particular product or the consulting services, providing consulting services. But you will be reaching out IT companies and consulting companies or a startup, all this thing. That's another kind of discovery. But again, while discovering, so again, it will be three— there will be a process for that, RFP and all of these things. And all this is then that will become the evaluation. Okay, so you'll be evaluating. So this is a kind of an activity I usually heavily doing it for the last, uh, 2 years in my current role in multiple projects across for enterprise architecture. We do a lot of market assessment, okay? And we compare because many times organizations struggle for that. And that is an offering, by the way, that is a service, and people get paid for that, okay? So not only you will be depending upon the research but also to understand the client's context, what is their budget, you have to think about their geography, okay, from there which geography they're handling, multiple factors, okay. So based on different, different criteria, you have to evaluate, okay. And finally, you will be coming up with the top 3, top 5 vendors or top 5 suppliers. And the client, then they will be having a demo with them, demonstration with them. Then finally, after demonstration and all, so they would be— you will be having, uh, providing them, uh, factors like these are the possible top 3, top 5 vendors, but Finally, the decision maker— whoever is the decision maker, they will be finally, based on their criteria, based on the decision making, will happen there. Okay, your, uh, the top leadership, they will be finally taking the decision, but based on you are the advisor. Okay, so that is something we'll be doing. So this is something, uh, we will be doing, and this entire S2P model we will try to understand. And what exactly happens, this is actually the 7th step, which actually the— if you go to deep dive, the demand intake specification, which you already discussed. Supply discovery, exactly, you will be doing an entire market research. You'll be getting RFI, okay, request for information, okay. That is the entire RFI thing you will be doing. So there are 3 things coming across here. RFI, okay, what is that? Next, please ping if you have already worked on that area. So there is an RFI, we have something called RFQ, you must have heard about it. RFI, there is a RFP, RFP and RFQ. Okay, so this is— these 3 things is important for any industry, any sector. Okay, so this— understand this activity also. This is a note we would be understand, understand, uh, explain with example in Notion table format. Okay, okay, with format. So anyway, it will understand my typo also, AI can correct me. So explain, okay. So this is the thing we will see because many times even people get confused what is the difference between— especially for beginner, okay, you do not know RFI, RFQ, RFP, right? So this is what the difference, the three things you'll be seeing here. Okay, so if you see the RFI is your request for information, you're just asking, okay? And you're typically, you're doing your research and you're not sure what the solution looks like, the general capabilities. It's a kind of feature, the long list of potential vendor. It's a fine initial, okay? Then we go to the RFP, okay? RFP will be for your request of proposal. We're doing a proposal and we identify the best partner, who is the best partner, and we're doing a strategy to fix it. Okay, you know the goal, but actually you want to supply to suggest the how part of it. Okay, then you do the shortlisting happens after the long list. You are actually doing a shortlisting in the RFP stage. Okay, and this phase actually the RFQ is the last one. So actually you get the price. Okay, so RFI again, one, one word if you talk about RFI is all about research, RFP is all about the solutioning, you're just finding out, and RFQ is all about the pricing part of it. Okay, so to get the best price, best cost, they will negotiate for discounts and all. Okay, and, uh, you exactly know what exactly you need. Okay, from— if you have seen any kind of, uh, SAP's, uh, even or any other product SKU they have, okay, and you will be having unit pricing, there is a delivery timeline if it is physical product and all of this thing, payment terms and conditions. The final, it will be having a contract. Okay, this is actually the 3 things you'll be seeing. Okay, so this is what exactly you will be giving. So I'm not going through the thorough part of it, but you'll be getting this notes as well. The thing is here we have supply discovery and this evaluation we do, then we contract, then we order, and finally it happens the 3-way match, PO, GR, and invoice. Okay, so you may be finding this a little tricky. What is a 3-way match? If you're not a procurement guy in the business, you may not be understanding it. So the 3-way match is this thing, okay? So 3-way match, okay, explain. Then you'll be seeing that what is exactly the difference, okay? So 3-way match, so PO, that is your what? Purchase order, right? Then we will be having your— this is your, you know, your match will be purchase order, then we will be having a GR. GR stands for Goods Received. That means you already received— what did we actually get? This is the kind of confirmation, okay? So PO is actually— you are actually— the quantity and how much you need and what is the price based on the contract, what did we ask for, okay? But Goods Received means so whatever you're receiving, the confirmation from the warehouse or office, from after that you have received everything. Then finally, your invoice. Invoice means what is the supplier is charging us for, okay? The bill sent by the vendor, okay? So this is what exactly the check happens, okay? And the entire calculation, this will be an activity which I'm giving the boot camp, okay? So how it is, okay? So this is, we'll talk about in the boot camp. So I will not be disclosing now, okay? So this is what we have, the 7 steps, okay? The S2P, then source to procure, P, cycle. And these are the 7 steps we have, okay? Now after understanding this, so this is in our daily life example, okay? So daily life, if you talk about, is a fun, okay? So you don't need a corporate context if you're talking making idli at home, okay? So people who are from South India or anywhere, I love idli, okay? Any part of the world. So one of the healthy breakfast, okay? So S2P in a daily life, okay? So family wants breakfast, okay? Even my son has a list actually on what day he needs idli and what days he needs dosa, right? So that the family wants breakfast, idli for 4 people by 8 o'clock in the morning because they go to school by that time. And you're having a spec for that, right? So I talked about specifications. So in the previous example, the second part is specification, okay? This is a corporate example, but in a daily life example, the specification is you are— you need urad dal, you need specific Ideally rice, you need a particular quantity or freshness, all these things you need it, right? The specification, okay? And source could be, it could be Blinkit or it could be local grocery store, it could be nearby market, it could be anything, right? Then you check price and all of these factors and everything, that is your evaluate and negotiate part of it. Then you receive your order, receive your all of these things, or your quality check happens, everything. Then you finally do the all this part of it. So that is your entire cycle. I'm not going through about it, you will be going getting the PPT anyway. But this is our daily life. Now the secret is here, so we understand the benefit of why this is actually— this entire S2P framework will be giving you a, giving you a forced clarity. You have object, or you will be never missing anything because everything is— you will be seeing the entire sequence. You'll be understanding what are the possibility you can get failure, what are the compliance gaps, what the risks are there, right? So this entire framework will be giving you the understanding of the entire— any interview go or anything Okay, you'll be getting— if anyone is asking you also, you will be able to answer them properly, right? So this is the entire 5 levers of strategic procurement, like your cost and CAS, quality we check, speed and service, innovation. So any innovation happening, any risk we are having it, okay? So this is something we will also talking about in the, in our boot camp also in detail. So I'm not going to detail about it now. The secret number 2 is every lever, okay, the 5 lever which you're talking about, right? Cost and CAS, quality and how we practice them. Okay, so whenever we're talking about the pricing, it is beyond the cost, is also about the value or volume consolidations. All of this thing we talk about, but when it comes to quality part of it, so what is the quality standard the supplier is following, what kind of compliance, or can we trace all those things, and how it is supplying in the critical— okay, there is a healthcare, food, or aerospace, aerospace, all of those things. Speed and service point of view, also talk about those factor, right? So all those 5 factors are really, really— each and every practice is very, very important for us. Okay, and the benefit also, it will be the same. We are spending same, but you are having different, different outcome part of it, right? So for that reason, this lever, the 5 lever we're talking about, giving you a language. Everybody will be talking the same language— CFO, Chief Operating Officer, Business Unit Leader, right? So this is a tool for second question. So whenever did we get the lowest price, rather than we ask the question Did the decision. So instead of asking whether we get— the traditional people ask this question whether we got the lowest price. It's not about the price, it's all the value and risk. Okay, we talked about it, whether we're optimizing the cost, quality, speed, risk, and innovation at the same time, right? So that is what exactly the secret number 2. Now secret number 3, already we have discussed, like, uh, for this logic is constant. Okay, but constraint may be different, very well. The risk regulation or agency may be different. Urgency is more in healthcare, okay, when it comes to procurement, right? Similarly, the concept is same, but across the sector, the difference which you've already discussed in the notion, the activity which you have done it, the AI activity, the Discover with AI activity, whatever we have done it already, we have explained that, that is already we have— I will be saying that, okay? So this entire thing which you have already done that activity, so finance, industrial sector, metal sector, real estate sector, telecoms or utility sector, right? So these are the different sectors. They may be having a different— the GICS sector we're talking about, the procurement pattern, how it is actually working, the more you will be seeing. Already we have the same that. Now secret number 3, this is the last thing we will be talking about. This is the entire healthcare case study. Now if you go deep dive, right, I have taken example for— for this is a kind of a case study you may get it in your boot camp, in the upcoming boot camps, people who will be participating. Okay, you will be having, uh, in this, let's say, for even if it's like same healthcare industry, there are different, uh, geography may be having a different way of contract. Okay, if you talk about India, we have a public tender system here. Okay, we have a price capping. We also have fragmented cold chain. If you talk about the US, they have a dual sourcing mandate, they have FDA compliances. This compliance and contract may be differ. Okay, if you talk about in HR also, we have seen it, right? Especially in the, from a payroll point of view, the people have a gross salary, the concept is saying, but the net— when it comes to net, the compliance, the local regulations apply, right? Uh, so similarly here also, in a full— in this healthcare sector, every country have their own regulatory compliance, they have their own way of, you know, rules, regulations, right? So in this playbook which you will be sharing in the boot camp, okay, we will be getting, and you'll be going through this, understand the case study, and based on that you will be solving that. Okay, in the boot camp. So now whenever it comes to healthcare point of view, though, what are non-negotiable? The dual sourcing. Okay, we cannot rely on single supplier. Okay, always you should be having option 1, option 2, right? And maintain all the alternative so that you are never short— there is never shortage of any kind of a medical consumable or any kind of pharmaceutical medicines or any medical devices or components, right? So this would be a first thing first. This is non-negotiable. You cannot have only depend upon only one single source, right? Similar, second point is all kind of SLAs and KPIs. So you are all kind of SLA, KPI has to be in a contract. You should be having maintained properly. You are also following it. It is not only the paper, you are leaving that document. Whatever you are mentioned in the paper, that's how to maintain that. Third thing is safety stock discipline, okay? So especially healthcare, you also have a talk about the buffer inventory for any critical items. If you are having, you have to maintain the buffer, what is the lead time variability, what is the demand volatility, what is the disruption probability. All the factors, a little technical, but we will deep dive into all of these topics. People who are participating in the boot camp, I will be announcing when the boot camp will be. Um, but when it comes to regulatory compliance point of view, okay, so there are different— as I say, different countries have their own documentation, their own compliances, right? That is also here to talk about. So that is the thing we have to take. And also the traceability also Now, uh, coming to the learning part of it, okay? So these are all the concepts we have already learned, okay? Now we will be— today, whatever you learned actually is all about the basics, okay? So we have not gone into technical side of it. Even if somebody is a 5-year-old, as I said, so that person, like, uh, the way I was giving my example of my one of my, uh, very super senior in the functional consultant in my first company, who explained me such a way that I understood the procurement when I was an ABAPer, SAP ABAPer, I was doing those functional specification, I never forget, right? So those basics I'm just trying to— thanks to if you understood carefully, I see that there are messages that people are understanding it properly and they found the fun way. Thanks for those messages. Okay, I can see in the chat and good to know that you really enjoyed the today's sessions. But today it was just a basic. Okay, as I said, there are 4 stages of learning in our new framework. And today we have just discovered, okay, we have not learned yet, we're just discovering, okay. Then we will be learning in the boot camp, okay. Then people who are completing the boot camp, then only they will be able to apply for the hackathon. So now we have a hackathon, everybody cannot apply for a hackathon, okay. The people who are completing the boot camps, then only they will be able to apply for the hackathons, okay. And or they are already certified, they can, then only they can go for apply. So there is a criteria for that, we are changing that criteria. It. So now then they will be building with AI. Okay, so this is the entire framework we have changed recently and all are AI focused. Everywhere we are AI focused. It doesn't matter by the way whether you're using Oracle, SAP, or Workday, everything is same for me and you are platform agnostic. Okay, so we are focusing on AI and whatever the ERP tools and platforms, as I said, SAP, Oracle, Salesforce, ServiceNow, Workday, and beyond, right? The whatever tools, but we are focusing on AI and AI-driven understanding, AI-driven decision-making at the scale and platform agnostic delivery. So that is what exactly we are moving in. So for the reason, although many of you are already know that you are coming from SAP background, it will be relevant, but still we will be going ahead with your part of the background we are coming in, right? So that is what exactly we will be talking about. And Stage 2, we'll be learning about all of the end-to-end thinking, 5-level strategy model. Then in Stage 3, we'll be applying all of these things. And Stage 4 will be all about the governance, design, transformation, outcomes, and EA thinking, okay, which I usually offer in our Diamond memberships, okay. So now actually, these things, how we measure our procurement things. So there's a framework to understand the clarity, if you understood S2B lifecycle understanding. And there is a— I will be creating actually a tool for that. So to understand your thinking, procurement thinking, and how much you can— based on the score, actually, it will giving you a metrics just like do a personality test. Okay, so now after understanding this, we will be also having some awards and recognition for different people. So this is actually the awards and gifts we are talking about. Now coming the first part, so how to the next step? The next step is now we are having a boot camp. Okay, And we are offering you a very— people who are till the end of the boot camp, this today's webinar, we are having an offer for you. Okay, how many of you would like the offer? So you are not the entire cost, whatever the investment you are doing, so the value we'll be getting is it 29,999, okay, almost 30,000 in INR. But today's webinar only offer, if you're watching and if you're here till the end, I appreciate your effort. And what we are doing is today we are offering a very good discount and you'll be getting the entire thing in a very good discount for you, inclusive of GST and all. It's only ₹5,999 you'll be getting here. And if you talk about this, whatever you included here, you will be getting the entire module of it. One module, entire procurement module, S2P, enterprise architecture components, basics of it. You will be having this kind of a weekly prime time lessons, definitely. But, um, this recordings also, whatever you're getting, only people will be getting who are part of the membership, okay, part of the membership, Silver membership. And, uh, then also all the maps, all the 5D scorecard templates. There is something called Marmite diagrams, which I do not discuss in the typical this kind of session. We'll be also having case studies from real industry across the IT sector. We will be also— we have also usually conduct a group coaching model and live Q&A, those kind of hurdles we do. There are some challenges. We also do have a community progress tracking everything. So those things we will discuss in our platform. So if you have not seen this, then you will be having this kind of community access. And in the communities, so as I say, we have a world of what, that 11 GIC sector which I was talking about, right? All the sector-specific channels we do have. Okay, so in this particular, each and every channels you'll be having your case studies. And also we have 12 streams of architecture. So enterprise architecture, Business architecture, data architecture, application architecture. We have a technology architecture, AI architecture, security architecture, UI/UX, infrastructure, integration, domain, industry. So there are 12 streams of architecture, and there are again 11 sectors we're talking about. All the specific case studies, you'll be getting all this, you know, presentation, all this AI, everything. Okay. And then we will be also having— this is all about your hub platform. This is one of our platform, hub platform. We call it hub. This is the focus on the architecture side of it. Also, we'll be having a lot of courses. So you'll be having going through new member orientation and all of this applied learning program you'll be going through, not theoretical. So all this practical applications-oriented learning you'll be going through and all of this thing. And also you have a level of plan going and you have a healthy competition there, okay, among the students, among our students members across geography. And you will be finding it fun working with them, studying with them, learning with them. Okay, so many of the times they also contribute to our communities in terms of, you know, they are sharing their experiences, their challenges, all of those things. We learn from each other, we co-create the community in that way. Okay, so that is something you will be finding in the platform where we have got the challenges here. So you will be finding a lot of challenges we created, and there's a kind of healthy competitions for them. We call it a LevelUp platform. And in this platform, if you talk about, so you will be having an access to this. And so that everything is gamified here, okay? You will be finding everything is gamified. And, uh, if you see any of the challenges here, okay, so we will be generally have, uh, at present we do not have any challenge, but this kind of challenges will be have. This is actually we have done it for HR, and similar thing we'll be also doing it for finance, for procurement, for supply chain, for enterprise architecture, technical modules, okay, data architecture, everything, every things we are going to do that, okay. So depending upon your interest and all, you'll be getting experience point out of it. And, uh, 7-day challenge, Data Excellence, uh, Cloud First challenge, you know, your Modular HR challenge, Security challenge, AI challenge, okay. So these challenges will be setting your understanding, setting the skills. And once you go through these challenges, you will be finding people day-wise. These are the 7-day challenges. For each and every day, we have some submissions, okay? You do some activity, okay? And based on that, you will be finding the top— who are the top in that challenges, okay? So this kind of gamification, who are participating, and also the check-in score. Every day, we'll be able to see that who actually have submitted all of these things. We'll be able to check it out from the backend, okay? This kind of challenges are pretty much we are doing. And this is, uh, so this is a challenge model, we call it. So this is an architectural challenge. Okay, and, and another thing is we also have a consulting challenge. So consulting challenge will be slightly different and where we are supposed to do all of those activities in our school platform. So this is our hub platform. So in this membership you'll be getting both hub and school platform. So you will be finding there. So if you go to our platform also, you will be finding those things in our school platform. So if you go to the successlabacademy.com. So here we have both, both we have a school as well as a hub platform. Hub is highly focused on the architecture side of it. You can see that there's a hub here, and if you click hub, the whatever I already showing, I was showing to you. Similarly, we have a school platform. So if you go to school platform, the entire, these are more tactical in nature. So like SAP on the ERP, we'll be introducing some other products as well results shortly. And here you'll be getting— there are different kinds of challenges there also. So that is a school platform, school.successlabsacademy.com. So in that you will be finding the tactical challenges, more of focusing on any other product or ERP or AI, whatever. Okay, so you will be getting those things in that particular platform. So this is the platform, and here we are. As I was saying, we have a challenge modules here also. So here we also have courses, classes, clubs. So you're having challenge communities. This is the model we are following, and the basic model you'll be getting access. So this is actually the kind of challenges which we have done for other modules, okay? Especially for HR modules, we've done a lot of challenges in the past. You can see that. And then here also, the challenges also, there are two parts of it. There are Ops challenge, there are Implementation challenge. You can see that if it's Ops challenge, it's a very like an individual or admin activities kind of thing. If it's implementation challenge, you'll be finding more in depth and detail. You'll be finding— so this kind of a challenges we do also. Ops challenge, or it is an implementation challenge, you'll be finding. The idea is if you go here, inside is very nominal, okay? And you can also go through this. No videos are there. There is also a free challenge, you can try it out, okay? And for other modules also, we'll be creating shortly this kind of a challenge, highly task level, okay? So these are like each and every activity you have to submit it, by the way. Okay, so there are people are given 2 weeks, 3 weeks of time, and this is why this is a self-paced, like you can do, okay, at your own, okay. And this all challenges, so you will be getting the part of the platform. So as I said, we have architectural challenges in the Hub platform. This is what exactly I have shown to you just now in the Hub platform, which I was explained to you. And at the same time, we have this, uh, architectural challenge as a school, both the challenges we are having here. Okay, so this is— you'll be having an access to this entire thing. You'll be also complementary as a part of this membership, and this is a lifetime. So we are not saying that it is actually for per year or per month or no. So you have unlimited learning. Okay, I will Okay, so this is something I will be sharing a link, people who are interested and be part of the value. Okay, and this is, uh, outside the price is higher, uh, but people who have attended this session live only at 599 you are getting. Okay, so stay tuned and, uh, if you are, I will be sharing a link in the chat, or if you are watching in the video, maybe you can, uh, immediately can go through the link. And this all about, right? So the end of the goal is whatever the building an army of transformation builders. So whatever you learn today, it's all about the mission here is building the architects, okay? Architectural thinking at the end of the day, whether you are doing finance or HR or supply chain or whatever technical model, at the end of the goal is you're building an army of transformation builder, right? So for the reason the highest, you will see that. So I do not want anyone— so just like the way I have faced the challenges in my early career, right? So Everybody was talking about those jargons. The mentor which I told, right, clarity and capability in all of this business transformation role. So with an impact, we create integrity. We— the real outcome, the real period transformation happens. It's not about all the certificates. You may be holding certificates, maybe degrees from top-tier colleges, universities, but what exactly is measurable is your growth in your skills, the kind of confidence you're having, and your contribution, which I have seen many people, many, you know, members, they also contributed back after they learned for also many years with us. And they're also nowadays contributing, they're facilitating a session. If you're interested in facilitating sessions, you're always welcome. So we are having 7-day sessions, 7 topic sessions, right? As I was explaining to you, you can also contribute, okay? And you can also contact with me, and I'm available every major media, social media, you can connect with me. And if you see the Linktree, and also you can simply go to the, you know, bio, and from the link from here you will be getting here, okay? So you can go to linktr.ee/niladri-bihari-nayak, so from here Also you can get everything, okay, all the social media credentials. You can search for me in YouTube, uh, LinkedIn, almost every major social media we are active as a platform, as your mentor, as your coach, okay. So you will be getting me and you'll be finding here. So this is our— this is my thing, and link tr.ee/niladri-bihari-nayak. So here you will be getting everything here. Okay, so, and also if you want to understand basically all the bundle, so everything is here, and all the personal medium, LinkedIn, your website, every social media, everything is available here. So you'll be having access to it. So you can say please check it out, and you can reach out, you can connect with me, and any queries, even if I'm not directly answering, and definitely I'll try my best. Okay, but just People who have not joined today's session, there is a session going on every day, okay? We are spending this prime time, okay? 8 PM IST, Indian Standard Time, is our prime time now. And this is our mission to reimagine the future of careers, okay? When the corporates are collapsing with so many layoffs happening outside, this is— we're just trying to have some helping hand for the people who are not getting the opportunities. So these sessions we're conducting free of cost. So we can— this is also going live in our— if you're watching on YouTube, okay? But at the same time, we're also helping people to get the right job, right time, right environment, right? That's why it's very, very important, right? So you'll be getting all of these things anyway, okay? So this is clarity, your direction. This is the initiative which we have taken, right, to reimagine the future of career. To who? Because future of work, as I said, needs better communities like us than a typical corporates. So I'm not against the corporate anyway, although I left corporate for the last 3 years, and I know what is happening. So kind of a politics, the kind of— okay, you must be knowing all the typical things that happening these days. Okay, and this is a movement for us. This is the moment for us to support them. Okay, and this is the initiative which you're taking is a purpose-driven initiative focusing on learning journeys human values. We collaborate with each other, the long-term growth we're talking about. Okay, and this is open for everyone, by the way. This is not restricted only for people who are coming from SAP like me. No, it is open for everyone, whether you are having students, if you are watching this video, if you are a college professor, you are parents, you can share with anyone. This is open for everyone. And whether you are a student, professional, the consultant, or you're exploring what to do the next, right? So you will be submitting this learning. So anyway, we will be having a learning journey map which will be setting once you submit all of these things, and you will be having access to all kinds of opportunities. We collaborate with each other, opportunities with the hiring partners. So, but it's not intended for to only for Insta. People are looking for only Insta. Many times people reach out as we're sharing the CV with the same standard CV, and this is not a shortcut, okay? So you have to ex— okay, you have to continuously learning. This is learning assignment, learning and engagement. We're doing it And definitely, the part of this, the outcome is not in our control. So we'll be giving our best, okay? Even I strongly believe in that. We give our best and leave it to the rest, to the, to the divine energy, okay? And people who are unwilling to participate, respectively, we do not want them, okay? We do not want any people who want the shortcut, okay? So because we strongly believe in ethics, values, empathy, respect, collaboration, all of these things, okay? We Those things are really, really important for us. We're very selective also. Even if I go for any, uh, any of the members, if you talk about the higher members, especially the Diamond and Quantum, okay, we're very selective people, okay. We do not, uh, take everyone, okay. We also refund people's money also if they do not match the value of ours, okay. So in the world, the layoff is going on, there's a lot of uncertainty, people do not know what to do, geopolitical issues, noise, so many things happening. right? So we want people to come to a space where they can learn together, they belonging together, just like a family. They grow together, they collaborate together, move towards with our real purpose, right? So if that is all of these values are resonating with you, then only you can join to our platform community. So this is the last update from my side. And so there are also, there are different things. So with that note, I would like to thank you for your precious time for watching till the end. And hope it was beneficial. You got some value out of it. If yes, if you're watching from YouTube, share with others with other social media. And signing off here, looking forward to the next session in the next, next procurement session in the next Thursday. And if you are there, and some other topics we'll be discussing also in the coming days. Like, as I say, the schedule, you just to mark it, your schedule. We are having every day one session, okay? So today was Thursday, Document Thursday, okay? And there are the Friday, we will be having a Supply Chain series. In the Saturdays, we will be having architectural thing, okay? Enterprise Architecture, Business Architecture series, just to make this easier as your prime time. And Sunday is a little bit different, this is, uh all about the inner transformation. All the 6 days we're talking about the external transformations, all the CRP and all. So Sunday is a special day. This is— we call it source. We connect to our source, okay? Whatever the religion, path, faith you're following, this is a source. Sunday we will connect to our source. A lot of surprises because that is how the next Sunday I'm going to conduct. It's all about the identity, leadership, and inner transformation things we will discuss, okay? So It's a full package, 7 days, 7 series, uh, we have. And I invite everyone, especially Sunday is open for everyone. It doesn't require any background and all of these things. Okay, so this is the way we have amplified everything, and this is something we discuss. And these are days-wise, we have a schedule. Okay, the Sunday is all about transforming yourself. Okay, so this is all about your inner transformation. Okay, that is to become— if you want to become a better human, better leader, better communicator, okay, so, so and so, right? This is for Sundays for you. If you are into HR, if you have to transform your workforce, your all those things, those are actually HR transformation. We are talking about the Workforce Monday. And Tuesday is all about the customer experience. It's all about— I call it Revenue Tuesday. We'll talk about CRM, sales, customer experience, and all. Wednesday is all about the finance transformation, which you have done yesterday. You started with the series, okay? And it's all about the financial transformation journey, right? And Thursday is all about the procurement, which was today, right? We talked about the time if you want to become a procurement or sourcing specialist or in that area, right? That's procurement for you. And Supply Chain Friday, that is all about transform supply chains, all the things. So Friday we'll discuss about that. Saturday is all about for your Enterprise Architect, Business Architect, all those 12 streams of architect, but we'll focus more on Enterprise Architecture and Business Architecture till we finish. Okay, we're targeting by next maybe 1 year, let's see. Um, then, uh, then we will be having this learning flow for you. And, uh, as I say that this entire Weekly Transformation Series, the end goal is what? Impact. Okay, so we do not want to be only functional experts in our area, or we have to navigate to a transformation consultant if you are a junior level people. It's not about junior, senior. The idea is to impact, influence, okay? And that is what we aim for, to have an impact in the society across the people, process, technology, strategy, operation, HR, whatever you are doing it, right, in this entire AI era. Right, so that is what exactly our intention, to become a bridge. As I said, you can see the example diagram, the picture of a bridge, right? The between— also there is a bridge between you, I will say, industry academia. You always— this is my favorite topic also. I talk to a lot of people these days, especially from the universities, especially from different colleges. I don't know about the study these days, okay? So because many people they do not like what they learn there, right? This is something I also love to collaborate with you people, right? So I'm also guiding some of the mentoring, some of the people, some of the leading universities in India, some of the few IIT and IIIT including, and some of the leading institutes. There are students and we are guiding them. If your colleges or university, if you want to partner with us, connect with me, send a message, LinkedIn, or, you know, I, you know where I am. And so you can connect with me if you're corporate, if you're not able to provide your upskilling things, and you can also connect with us. We're more than happy to help you because we're not limited to only the, uh, learning for only for retail students, but also we are expanding and we are looking for your collaboration and all. You can see that in our leading platform, whenever I've set the vision, set the problem statement, whatever I'm saying that right? So current education system, you know, my mentor also says that, right, the current education and employment system is completely broken. Okay, so who is responsible? We should not blame the government or blame any people. I'm not going to blame anyone. Okay, so the idea is whatever is missing, so it's okay, but we have to find how we can fill that gap. Okay, so that is why the community can support here. Okay, and we have to have those kind of reason, their strong mission also, Architecting— Think Like an Architect. And as I said, we are also supporting individual students as usual, which is— I have been doing it for last 6 years officially since 2021. And then now we are going also towards broadening our mission to reaching out to academia, universities, and colleges. They're happy, more than happy to partner with your colleges and universities. And if your curriculum— I have seen we have also been updating. I know there are curriculums, especially in the big, big universities, very difficult to change them, but we help them to update their curriculum, align with industry standards. When I say industry standard, it's really industry standard, right? It's not about tying up within corporate. And I have heard the term, okay, so I will not tell the term, but actually the experience of the students with those tie-ups. And especially nowadays also, there are a lot of industry mentors also we're having, but how much value they're getting out of it, I don't know. So I have not received any positive feedback from my research, and I have seen that. And we want to have those kind of collaboration and product agnostic approach. We want to learn with them, we want to do all of those things. Happy to partner with them. Especially for corporate also, I know there are— there is no bandwidth for, especially the managers and all. They have people, they have— they are actually like a soup, okay? I say they do not have time to— although they know these things, but they do not have time to upskill or groom people, okay? They need internal mentors are not enough. Actually, you need someone who is an outside who can give you— will be non-judgmental. Not external people, they will not judgmental. So if you are having some people outside, they will be giving you, will be able giving you entire this kind of things. So happy to conduct boot camps, hackathons, whatever you need, a virtual way or in your— mostly virtual way we prefer, okay? So with the recent work from home initiatives and all of these things, the message you must have seen in India from the Prime Minister is coming up. So prefer to have priority given to the virtual, okay? Maybe we'll be having one or once in a while physically meet up, okay? Maybe you're giving the initial or the last degree or the graduation ceremony, something like that, we can meet up. But I will be preferring these things and recommending that you go through in that way. And all the programs, portfolio, everything is available. You can see that mostly. And what are the modules at present you're offering? And also there's a journey map also, okay? The journey map I didn't talk about, uh, earlier, but the journey is all about— if you see here, we have a dedicated journey for everyone, a personalized learning journey also. We call it, uh, every student is unique. Every industry also, they have their own way of working, okay? The work culture and all those things to comply with that and to have those aligned with our— what we do. We have a journey map like this, okay? So this is our, uh, 2,600+ curated learning journey we do have across the 11 GICS sectors which I talked about today. Sessions. We have again streams, okay? Whenever I'm saying streams, so we have, uh, there are specifically 12 architecture streams which I talked about, okay? And there are also specialized tracks, okay? If you combine all of those things at present, when we speak, 2,600+ curated paths, okay? That's what we have designed. And how you start a journey depending upon your sector. So I have pretty much followed the sectoral approach, okay? And if you're coming from any of these sectors, okay, So you can choose and start with your any of the sector. You can start anywhere, go everywhere. That's the policy. So that the principle I follow. Okay, maybe we have started with one particular sector, then you choose your stream. Whenever I'm choosing a stream, suppose I'm a data expert, right? I can choose to be a inside the data. I'm choosing this particular stream. Suppose I'm coming from a leadership, maybe I will be choosing business or enterprise depending upon my understanding. Okay, suppose I'm coming from a purely from a HTML, Java, all those kind of UI/UX, I will go for here. Okay, I'm a techie, I will want to go for integration part only. If I'm an infrastructure guy, SAP BSC, so similar kind of a compute storage, those kind of a background, I will go for this, right? I can go for infrastructure architecture or industry architecture depending upon your director requirements. So those details are available here. You can also see why this matters, how to succeed in that particular area, particular streams we have string here. Okay, you can see those. Okay, so each and every streams we talking about, right? So you can— in this kind of mapping we will be doing also depending upon your background and this kind of an activity we will be doing for you. Okay, so let's say we're going for the application architecture, and again inside that what kind of a tracks you will be doing it, right? So here we will be having a product track, product management process track, business process strategist, operation implementation Okay, these are the kind of possible 20 different tracks. You can choose multiple tracks, but to start with, I would recommend to start with one or two to focus, because focus is more important. Otherwise you'll be fragmented. Okay, I do not want fragmented career. I want a focused career, one thing at a time, right? So focus is more about, uh, how you do and focus on one thing. Okay, at one point of time, let's say you focusing on, uh, implementation side of it. So you are an implementation consultant, especially whenever I'm talking about SAPs and all of this thing, right? But before that, you have to also understand few things, okay? So one thing at a time you can choose, but you can choose multiple. Maybe out of 20 you can bundle. We actually, we bundle it, okay? Initially we start with, um, let's say this is a bundle for implementation consultant, right? And then after implement— so somebody's a testing, they may go for a QA track, quality assurance track. So let's say after doing all of these things, you'll be focusing on certifications, okay? Certification you may go for. Or let's say everything is done, I'm already certified, everything, then maybe you can— you're preparing only for interview, okay? So you're only— your next milestone is to crack an interview, any— at any point of— at any cost, then you have to go for interview track. So we have designed this in a way that nobody is left behind. That is the goal, okay? So to achieve that goal, we have to do some of the— follow some process. So this is the process, it's a learning journey we are doing it, right? So you'll be choosing any of the tracks from here. Then after doing that, the, the last step you'll be finding here, you will be confirming because that is why we have a database that we got an interest. Suppose I'm submitting this, okay, and I will be getting a notification in my platform, right? And also we have AI enabled it so that based on your interest, this is we call it expression of interest, your learning journey part actually, but the site will be helping you also. To decide what exactly you need, any specific thought questions you are having, your specific goal selection. So you can also mention it here. And this entire exercise we are doing, we are doing in our typically Silver membership. So this is a complete tool you'll be having access. So this entire tool which you'll be getting, and tool is free, but the support actually, after doing this, what happens after submit the selection, right? So we will be having an exp— webinar session where exactly we're discussing with you what is good for you and will be helping your career. So those kind of counseling services is also included in our Salon membership. Okay, so this is the tool which I was talking about. I think, hope it is pretty much clear for you now by this time. Okay, so I think that is clear for you. And, uh, now we have some few announcements. As I said, so we will be having a boot camp very soon, and the next boot camp is happening If you have seen already, then it is good. Otherwise, in the Hub platform itself, it's already announced. I don't know how many people will be joining. I have not seen the registration yet, but all the upcoming workshops you will be finding in our, uh, this particular platform. Upcoming workshop you'll be finding here. And so here, so now this time for the attendance. So what I will do, I will mark the— I'm opening up the attendance panel now. You can go here and people who are still live in our platform, the Zoom platform I'm talking about, not YouTube, you'll be getting 100 points as a gamification points, as experience point I call it. Okay, so we'll be getting that. And coming to the workshop, so here we do have, uh, everyday workshop you will be seeing here. And the morning we have currently the payroll transmission is going on, and we have in the second half tomorrow actually we are having a boot camp. And this boot camp is for Architecting Growth and Leadership Boot Camp, we call it, and is part of your HR track. Okay, if you have not registered and or if you're having any friends who have not registered, if they're interested, especially focusing on succession planning and your career development. Okay, so those modules we'll discuss. This is a 3-part boot camp. So all of your boot camp will be 3 parts. Okay, and this requires the membership of a Silver membership. Without that, we will not be getting entry password. This is required a pass for it. Okay, and you register for it. Okay, minimum silver membership is required. Okay, and higher is better, but silver membership. So without membership, you will not be getting this link. Okay, so this is applicable for the 3 parts, and this will be each and every part, uh, will be having highly focused bootcamp. And in this bootcamp, we will be talking about, as I said, this bootcamp, this kind of bootcamp will be continuously doing it. And it's a 3-part, 3-day event. Okay, you can see the 3 to 4 hours per day, and you will be getting the entire things and in the 3-day format. Okay, so 3-day format, we will do that. And Friday, Saturday, Sunday, 3 days. Okay, and in case you may have some time zone issues and all, you can always watch the recording. And definitely you have to take an action. These are all activity-oriented. Okay. And after this, we'll be having a recap after 7 days, okay? So that if you ensure you have already completed every activities or task inside that for that particular boot camp, okay? So that is what exactly we're expecting though from the boot camp series and same kind of boot camp. So first, if you are seeing S2P, that is your typically source to pay, okay? This is S2R means it's HR, okay? So this kind of boot camp will be continue to do that. So this kind of a boot camp, you'll be seeing this, how to retire, okay? All of this boot camp is happening. So this is— we— you will be getting a schedule here, okay? So to ensure getting all the schedule on time, you're getting notification, everything, ensure you have also enabled your mobile application notification. So you get all the notifications in the mobile as well. Mobile app, both very available in Android as well as your, uh, iOS, okay? So ensure you are doing that. And, uh, you will be getting all the facilities and everything. Okay, people who are joining for the first time, okay, you can go and intro sections, okay, you can introduce yourself. Okay, so this is the one thing you need to do. Okay, so I forgot to say that. Okay, then the other activities we will be continuing. Okay, so thanks for joining everyone, and I thanks for till the end. And now we will be signing off here, and whatever key learnings you can see are in our platform. Okay, so what I will do, I will take a snap here. Okay, so I will go to the communities. Okay, so I will take a snap, my new favorite as usual. And, uh, you can say, are you laughing today? No, this is not good. I will come and take a snap. So this is the snap I will do, and you have to share your key learning today, whatever things you have learned in our learning in this community, so that people, other people, you also doing it. And just a minute, I will stop sharing and let me post it. So you can post your comment here. Start your— here I will be just posting my picture. Downloadable sections, you are typically selling. Today is 14th May, 14th May boot camp workshops. Now I will go here. So today's boot camp, what are the things you have learned? Okay, so I'll put it here. Download. So this is everyone, select all.