 Let's first discuss when we use the term digital supply chain, how do we define the SAP, right? We include all the business processes from design to operate, which includes the supply chain planning topic, includes the logistics area, the warehouse management, transportation management area, but also the product innovation, manufacturing and asset management. So if you will, from a business process perspective, we talk about design, the strength topic, delivery, and then the operational topic, and then in the center we have planning. Why is planning in the center? Because it's a step which is not just one step, planning occurs all the time. The volatility topic really means a chief operating officer needs to focus on efficiency. It's all about how can I be as efficient as possible and really focusing on the cost element. On the other hand, the second part of the brain needs to work on innovation and changing the business models, running businesses completely different. And in many, many industries and in all the regions around the world, there's a key topic for a chief operating officer to really transform or help to transform the company. By introducing new supply chain processes, new manufacturing processes. How does this drive revenue? Just think about the opportunities and possibilities. If I know what my customer wants, and if I have the information from the customer about how satisfied they are, really thinking about the experience from the customer, on the manufacturing side, on the delivery side, and also on the services side, this really drives innovation. If I know, for example, from a product innovation perspective, the customer doesn't like the design or also has some comments about some changes on the product itself or doesn't like the quality. The earlier I know that the faster I can feed that back to the engineering department, the faster I can feed that back to the manufacturing department, to really work on improving the processes. And with that, I really not only focus on the efficiency but really drive the growth of the company. Digital supply chain needs to be a connected supply chain. Connected means I need to connect to my business partners. It's really networks which we need to build here. And these business partners, it's not just a supplier. It's also the equipment manufacturer connected with the manufacturer. It's the logistics service providers, the carriers, the freight forwarders which need to be connected. So you have many, many business partners which need to be connected digitally with the enterprise. This by itself creates visibility. And if you ask right now companies how many of these business partners are really digitally connected, it's probably 10%. So it's a lot of work still to do to really build these networks. On the other hand, connectivity means we need to leverage the things, the assets, the machines, the trucks, everything which can talk in order to build the digital twin of the supply chain. Not just of the product but really of the supply chain. So if I have this real-time picture from the real world about the supply chain, if I have the information from my business network, now I really have the possibility to see what's going on and have total visibility. So now the next step is this enables me to change the supply chain from an alert-driven reactive supply chain to a predictive supply chain. So we need to use machine learning, artificial intelligence in order to really enable that. And there are already examples like predictive maintenance. There's of course the predictive transportation where you determine the ETA. There's the predictive quality management topic end-to-end. So it's really going again across the design to operate area. And then the next step is I automate the processes as much as possible. So here we really use technology again in order to automate.