**New Zealand:** Peter Budweiser of Celonis highlights the vital role of real-time data, process intelligence, and organisational collaboration in managing complex supply chains amid increasing global disruptions and tariff challenges.
In an environment where supply chain disruptions have become increasingly frequent and complex, Peter Budweiser, General Manager of Supply Chain at Celonis, highlights the paramount importance of visibility and timely action within supply chain management. With more than seven years of experience in process intelligence, Budweiser has been instrumental in helping organisations transform their approaches to procurement, logistics, and inventory management.
Budweiser’s career journey began as a solution engineer, primarily working with manufacturing and automotive companies across Germany, Austria, and Switzerland. This exposure influenced his transition into Celonis’s product organisation, where he played a crucial role in developing supply chain solutions. Since joining Celonis in early 2018, his focus has expanded to the creation of ready-to-use solutions addressing warehouse management, transportation management, and production processes.
Central to Budweiser’s approach is the utilization of process intelligence technology, which offers companies critical insights into their supply chain operations. “You can control the controllables,” Budweiser explained, speaking to TechDay. He emphasised that such intelligence helps firms understand how their processes execute, identify areas for improvement, and better respond to ongoing challenges.
In the context of increasing global volatility, real-time data has become indispensable. Supply chains typically involve extensive networks comprising hundreds or thousands of stakeholders, stock keeping units (SKUs), and orders. Budweiser noted that having timely and accurate data enables informed decision-making at scale, addressing multiple interconnected elements simultaneously.
Celonis tackles supply chain inefficiencies through two analytical strategies: exploratory and confirmative analysis. The exploratory approach involves mining process data to identify what may be going wrong, while confirmative analysis tests hypotheses to verify suspected issues, such as delays in production affecting service levels. This dual strategy assists companies in refining their operations based on factual insights.
Tariffs have emerged as a notable concern within supply chains. Budweiser described a structured approach companies adopt to manage tariff impacts: first, assessing tariff exposure by tracing the origins of goods; second, linking tariffs to material costs; and finally, implementing short-term measures such as qualifying products under trade agreements or switching suppliers. He pointed out that data quality remains a challenge, with supplier information sometimes outdated by several years, necessitating regular verification for accuracy.
Breaking down organisational silos remains a focal point of Budweiser’s strategy. “Supply chains are a wicked problem,” he stated, underscoring the importance of collaboration to reduce information asymmetry. Enhanced visibility and aligned actions across departments contribute to more coherent supply chain management.
Regarding data handling, Budweiser stressed that having abundant data is insufficient on its own. Data must be contextualised and actionable to deliver value. Technologies such as process mining, artificial intelligence, and machine learning facilitate the connection and interpretation of disparate datasets. This capability enables the provision of precise recommendations related to specific supply chain components, including purchase orders, production orders, or inventory levels.
When advising companies on how to translate insights into action, Budweiser highlighted that the successful organisations are those willing to embrace change. “Introducing new technology should be seen as a catalyst for a broader mindset shift,” he reflected.
Looking forward, Budweiser anticipates an increased emphasis on data sharing and integrating external data sources into supply chain decision-making frameworks. Beyond internal operational metrics, external factors like tariffs, geopolitical developments, and sustainability considerations will become ever more influential. He also foresees a transition towards faster, more agile analytics platforms, reflecting the evolving realities of supply chain planning which traditionally assumed a steady environment but now must adapt to prolonged disruption.
Concluding on the pace of change impacting supply chains, Budweiser acknowledged the challenge, noting with a smile that “three years feels like extremely long-term planning these days.” Emphasising the shift towards digitalisation and interconnectedness, he conveyed confidence that organisations prioritising collaboration, actionable insights, and data-driven decisions will be positioned for future success. “In the end, it’s about empowering people to make better, faster decisions based on the right information,” he said.
The SecurityBrief New Zealand is reporting.
Source: Noah Wire Services
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