►
Description
In this session, the INDUS Oil & Gas special interest group meeting ran a detailed agenda:
The agenda is as below including an
1} Status update on Innovation with INDUS – EPOD App - Sai Prakash, SAP / Ashutosh Garg , HMEL
2} Technology Interventions in Capital Project management in Oil to Chemical Value chain by Abhik Chatterjee, BCG
3} Capital Project Management & Asset Hand Over- SAP & Partner Solutions, Peter Schlemmer, SAP
4} CHARM, TDMS, LaMa , Hana Active – Active Read Enabled Case study presentation by Rajan Wahal , Manish Srivastava- IOCL
5} Panel Discussion on Capital Project Management & Asset Hand Over using AI/ML/IoT /Collaboration Applications & Digital Twins
6} Optimization of Business Process Using What's App by Vinay Tripathi , SAP
#SAP #HMEL #IOCL #BCG #SAPCharm #DigitalTwins #CapitalProjectManagement #TDMS #LaMa #SAPHANA
A
Correct,
I
think
I
think
it
was
more
fun
when
we
were
meeting
in
person,
but
this
pandemic
has
pushed
us
to
do
it
virtually
and
we
are
conducting
it
successfully.
You
know
second
time
in
this
pandemic
situation,
so
my
name
is
manoj
kumar,
I'm
the
head
of
information
technology
at
hpcl,
method,
energy,
limited
and
as
part
of
indus.
A
A
So
index
stands
for
indian
users
of
sap
those
companies
who
are
using
sap
and
what
is
a
sap
user
group?
It's
an
independent
community.
It
is
for
customers
by
customer
of
customers,
and
it
indicates
the
market
maturity
in
the
sense
sap
is
present
in
180
plus
countries
and
only
46
user
groups.
Are
there
where
india
is
also
part
of
user
groups.
It
shows
the
user
groups
exist
where
the
market
is
more
mature.
A
And
why
do
we
need
a
user
group?
So
basically,
the
purpose
of
user
group
is
to
convergence
of
industries
where
various
industries
can
come
together.
They
can
share
their
ideas.
They
can
share
their
technological
advances,
what
they
have
done,
and
various
emerging
business
model
also
out
of
the
technology.
What
various
business
models
are
emerging
people
can
share
and
leverage
from
each
other's
knowledge.
A
A
And
we
collaborate
with
sap
customers
the
way
we
are
doing
today
with
sap
business
unit
in
sap.
Also,
you
know
different
business
units
are
there
for
cloud.
There
is
a
business
unit
for
ariba.
There
is
a
business
unit
for
concord.
There
is
a
separate
business
so
within
business
unit,
also
with
sap
we
collaborate
and,
of
course,
with
sap
partners,
also
so
through
indus.
It
helps
us
in
collaborating
with
these
three
people.
Three
communities.
A
A
A
And
this
indus
is
enabled,
through
various
consoles
special
interest
group
and
chapters.
So
in
terms
of
conscious,
let's
say
we
have
a
licensing
consoles
where
you,
if
somebody
is
facing
some
problem,
you
know
we
can,
we
can
guide
them,
we
can
direct
them.
What
is
right
or
wrong?
We
have
a
board
member.
There
are
12
board
members
from
various
industries
and
from
oil
and
gas
myself
and
vikas
prabhu
from
the
cio
of
the
nir
energy.
We
represent
indus
board.
A
And
very
special
interest
groups
are
in
action.
Let's
say
oil
and
gas
is
one
of
the
most
vibrant
and
you
know
energetic,
I
would
say,
the
interest
group,
where
lot
of
interaction
happens
among
peer
industries,
the
same
way
on
the
automotive
side,
the
utility
is
retail,
so
so
many,
inter
in
special
interest
groups,
are
active
through
indus
and
on
the
functional
side.
A
A
A
Are
not
member
of
indus,
I
request
to
join
as
member
of
the
interest,
so
you
can
be
part
of
this
community
where
you
can
share
the
ideas.
What
all
you
have
you
know,
technological
advancement,
you
have
done
in
your
respective
and
you
can
hear
from
other
industries
also
because
each
industry,
each
company,
is
taking
their
own
action
on
this
digital
transformation
journey
and
sap
being
a
core
system,
the
digital
core
system.
You
know
we
can
leverage
the
knowledge
of
each
other.
A
C
Yeah
yeah
yeah
just
a
quick,
so
I
will
not
take
much
of
a
time
because
already
we
are
behind
it.
So
we
had
a
discussion.
We
had
a
last
meeting
in
the
month
of
may
and
as
an
outcome
of
it,
we
also
took
a
pulse
survey
and
in
the
pulse
survey,
few
things
came
out
very
visibly
one
was
that
what
are
the
and
at
the
time
the
lockdown
had
just
started,
and
people
were
actually
struggling
to
find
it
out
what
best
can
be
done.
C
So
some
of
the
priorities
which
were
there
during
the
lockdown,
which
still
continues
but
gradually
we
see
some
easing-
is
that
what
is
that
was
the
top
of
the
priority.
Priority
was
around
the
mobile
applications,
which
has
to
be
developed.
So
on
the
same
note,
we
are
going
to
present
a
co-innovation
application
which
is
getting
discussed
and
developed
by
sap
along
with
hmel.
It's
an
outcome
of
the
last
discussion
and
what
were
the
top
priorities
which
the
industry
will
focus
after
the
lockdown
is
or
near.
C
The
closure
of
the
lockdown
is
was
on
business
process
optimization
and
the
topic
which
we
had
selected
around
it
is
on
the
whatsapp
integration
chatbot
few
of
the
topics
which
you
all
has
mentioned,
that
these
were
the
priorities
that
which
they
wanted
to
hear
in
the
indus
forum
and
more,
I
think
more.
We
will
get
it
added
also
after
today's
session,
so
where
around
the
project
management,
intelligent
asset
management,
customer
customer
excellence
and,
of
course,
on
the
innovations
which
are
there
on
the
cloud
cloud
platform.
C
C
Second
theme
which
will
be
after
this
may
be
after
one
quarter
or
thing
will
be
on
intelligent
manufacturing
and
asset
management.
Third
will
be
customer
engagement
and,
fourth,
will
be
financial
excellence.
Apologies
to
the
hr
team
that
we
have
not
yet
conceived
a
theme
for
hr,
but
yes,
we
should
also
do
that,
and
this
is
the
way
we
are
going
to
arrange
the
subsequent
indus
sessions
quickly.
Although
during
the
registration,
you
must
have
seen
this,
I
will
not
take
much
of
a
time
so
over
to
you.
C
E
That
is
the
problem
that
we
are
facing,
so
how
we
have
built
up
how
we
have
given
the
problem
case.
This
is
just
a
the
gist
of
that.
So,
as
per
the
industry,
what
figure
we
have
taken,
that
is,
seven
million
plus
approximate
trips,
are
performed
monthly,
carrying
all
the
petroleum
commodities
from
the
refinery.
E
E
E
E
E
E
E
It
is
being
delivered
at
a
stipulated
time.
If
not,
then
it
certainly
captures
the
date
of
the
delivery.
It
has
endorsement
from
the
both
transporters
and
the
consignment
as
an
acknowledgement.
Yes,
the
material
has
been
received
in
good
conditions
or
in
certain
you
know,
bad
conditions.
Some
material
is
wet,
some
material
is
not
received
in
proper
quality
or
some
material
is
law
lost
in
between,
so
that
is
the
kind
of
certification
and
it
gives
the
detail
of
the
vehicle
and
material
and
detail
of
the
shipment
for
freight
payables.
E
So
what
are
the
challenges
that
we
are
facing
as
a
company
with
this
physical
proof
of
delivery
process?
That
we
are
following
now?
First?
Is
that
the
loss
of
the
period
document
see
handling
of
these
physical
documents
is
always
very,
very
cumbersome
and
there
are
the
chances
where
this
physical
pd
document
is
being
lost.
There
are
chances
also,
when
there
is
a
dispute
of
a
delivery
may
be,
it
has
reached
delayed
because
it
is
late
or
there
is
a
short
quantity.
E
Then
this
pure
pod
is
lost
then
again
confirming
to
the
consigning
you
know,
make
the
cycle
all
lengthy,
and
this
in
turn
makes
the
payment
of
the
transporter
delayed.
There
is
a
time
lag
between
the
time
of
the
delivery
and
the
pud
confirmation
at
certain
point
of
time.
As
a
supplier,
you
know
I
want
to
pay
my
transporter
on
time,
but
until
unless
the
pod
comes
to
me,
I
cannot
process
that
this
is
the
biggest
challenge
and
we
want
to
reduce
the
cycle
time.
E
E
There
are
cases
of
transshipment
where
you
know
the
vehicle
is
being
offloaded
from
a
truck
and
being
loaded
into
other
type
of
the
truck,
though
after
the
introduce
of
the
ebay
bill.
They
have
to
generate
another
e-way
bill
with
the
correct
vehicle
number,
but
that
information
doesn't
flow
back
to
the
supplier.
E
D
Try
yeah
so
hello,
everyone.
I
am
sai
prakas.
I
work
as
solution
advisor
for
computer
experience
and
innovation
at
sap
and
thanks
to
ashitos
for
explaining
about
the
scenario,
as
well
as
the
various
challenges,
with
the
proof
of
delivery.
Now
I'll
take
you
through
how
we
came
up
to
a
solution
and
what
exactly
is
that
solution?
D
So
let
us
first
talk
about
what
was
our
approach.
Our
approach
was
simple:
deliver
clear
outcomes
in
every
phase
of
discover,
design
and
deliver
and
in
the
discover
phase,
as
we
gain
the
deep
understanding
it
helps
us
further
to
design
and
deliver.
Let's
talk
about
a
design
process
that
we
followed,
so
we
try
to
understand
the
use
case
properly
with
the
help
of
current
environment,
current
challenges
as
well.
The
first
insights
now
this
lead
us
to
identify
our
personas,
which
were
and
their
key
task.
D
That
was
further
used
to
create
the
scenario
and
wireframes
and
after
validation,
we
came
up
with
high
fidelity,
mockups
and
the
guidelines,
so
we
identifies
personas
based
on
the
delivery
process
and
for
that
before
we.
Let's
talk
about
the
use
case,
which
I
suppose
we'll
just
explain
in
some
time
so
I'll
show
those
over
to
you.
E
Thanks
say
so:
the
use
case
is
that
how
you
know
this
product
might
help
hmen
in
optimizing
total
turnaround
time
of
the
cycle
of
the
delivery
to
payment,
enabling
transparent,
quick
dispute
resolution
and
take
an
effective
decision
making
a
real-time
insight
for
every
stakeholders
involved
in
this
entire
cycle.
That
is,
the
customers.
Drivers
transporter,
so
that
everybody
would
have
a
better
delivery
experience.
D
So
these
were
the
personas,
the
driver,
transporter
warehouse
operator,
the
terminal
operator
and
quality
expert.
Now
these
can
be
changed
based
on
different
scenarios.
So
suppose,
here
the
warehouse
operator
is
also
one
of
the
employees
for
the
customer,
or
it
can
be
the
customer
itself
who
is
receiving
the
terminal
monetary
operate
manager
or
the
operator.
He
is
the
decision
making
authority
in
case
of
disputes,
so
this
can
also
be
changed
or
configured
as
well.
D
The
quality
expert
can
be
other
stakeholders
who
are
part
of
the
discrete
resolution
process,
so
once
we
identified
their
key
tasks,
each
personas
and
we
created
the
wireframes
and
scenarios.
This
leads
us
to
the
following
mockups
for
each
of
these
personas,
so
you
can
see
the
driver
app,
which
can
help
manage
scripts
and
track
disputes.
D
The
transporter
app
that
help
them
to
track
trips,
respond
to
disputes
as
well
as
view
customer
feedback
and
analytics.
There
was
warehouse
operator
who
can
get
trip,
updates,
racetrack
and
response
to
disputes.
The
terminal
manager
can
manage
all
operations,
get
insights
as
well
as
he
can
handle
this
dispute
just
by
a
chatbot.
Our
quality
expert
was
to
provide
quality
inputs
and
update
in
the
case
of
disputes.
D
So
what
does
the
e-port
solution
exactly
come
up
with?
So
now,
each
of
the
apps
help
the
respective
personas
in
performing
their
key
activities
in
the
dispute
resolvation
process,
as
well
as
other
activities,
and
they
combine
together
as
one
solution
that
help
each
stakeholder
to
track
dispute
in
real
time
and
update
their
progress
so
that
there
is
no
discrepancy
with
geofencing.
The
company
get
real-time
insights
and
truthful
information
about
the
delivery
time
and
the
pod
confirmation.
D
With
machine
learning
and
advanced
analytics,
as
well
as
natural
language
processing,
combined
with
the
chatbot,
we
were
able
to
provide
decision,
making
capabilities
to
terminal
manager
to
retrieve
and
update
information
in
real
time
qr
code
based
document
exchange.
This
enables
digital
transfer,
digital
transfer
of
documents
now
pod
can
also
be
sent
to
mail
and
further
posted
to
sap
systems,
without
any
errors
using
either
irp.
D
So
this
was
our
architecture
on
which
our
solution
was
based
on.
So
now
you
can
see
that
the
data
from
the
erp
systems
comes
to
sap
cloud
connector,
which
can
be
used
by
different
applications
that
are
built
and
they
are
consuming
our
mobile
services.
The
chatbot
for
terminal
manager
is
powered
by
sap,
conversational,
ai
machine
learning,
services
and
analytics,
which
are
running
on
top
of
scp.
They
provide
and
consume
data
from
the
erp
system,
as
well
as
the
odata
services
from
hana.
D
D
D
D
D
Now,
these
ratings
are
fed
to
the
transporter
as
to
terminal
manager
for
better
decision
making.
So
you
can
see
the
screens
for
transporter.
He
can
see
his
ratings
as
well
as
drivers.
The
terminal
manager
can
see
all
the
ratings
for
the
transporter
on
demand.
Whenever
it's
needed,
you
must
be
thinking.
How
will
the
drivers
use
this
application
if
they
don't
know
english
or
if
they
don't
have
a
high-end
device?
Well,
do
not
worry.
This
can
easily
be
configured
for
multiple
languages
and
devices.
D
As
you
can
see,
the
screens
are
converted
into
hindi
language,
while
you'll
also
be
thinking
what
about
different
type
of
products.
Well,
that
can
also
be
customized
to
suit
products
like
grade
of
pro
polypropylene
quality
and
quantity
parameters,
as
well
as
stakeholders
for
the
process.
Now,
I'd
like
to
hand
over
to
ashutosh
for
concluding
our
presentation.
E
Say
so
you
know
from
this
co-innovation
product.
What
are
the
industrial
benefits
and
key
takeaways
for
us
is
obviously
we
are
leveraging
the
reciprocal
output
from
the
latest
technologies
to
support
this
last
mile
delivery
with
efficient
and
the
quick
decision
making
and
transparent
to
everyone
in
the
entire
cycle.
E
That
is
the
easy
integration
at
customer
supplier
and
transporter,
and
so
we
are
connecting
all
three
parties
which
are
the
integral
part
of
this
whole
system.
And
yes,
this.
This
can
be
extendable
and
scalable
to
other
industries
like
steel
or
other
involving
any
kind
of
shipment
or
transportation.
E
D
C
Thanks,
I
thanks.
I
think
if
there
are
any
questions
it
may
be
asked
now
or
it
can
be
posted
on
chat
or
already
we
will
be
sharing
you,
the
slides.
Also.
Definitely
there
will
be
if
there
is
any
other
organization
which
also
wants
to
include
their
innovations
in
this
application.
Then
you
are
welcome
with
that.
I
welcome
a
big
strategy
to
join
and
present
his
session
on
technology
intervention
in
capital
project
management
in
oil
to
chemical
value
chain.
C
F
F
F
So
my
name
is
abby
as
as
sandeep
introduced,
I'm
a
managing
director
partner
based
out
of
our
india
office
bangalore
and
I
have
served
clients
in
the
oil
and
gas
chemicals
and
natural
resources
space
for
close
to
12,
plus
years
now,
and
very
specifically,
focusing
on
digital.
So
if
I,
if
I
move
on
and
what
I'll
do
is
I'll
run
for
maybe
13
to
15
minutes
and
keep
the
balance
five
minutes
for
q,
a
if
that
is
okay,
so
we
are
discussing
large
projects.
F
I
know
the
topic
is
around
digital
and
technology,
but
I
think
it
is
a
it
is
a.
It
is
a
largely,
very
complex
space
that
we
operate
in
the
capital
project
or
large
project
space.
As
we
say,
going
back
to
a
lot
of
research
and
work
that
we
do
in
this
space,
potentially
large
projects
are
one
of
the
most
challenging
and-
and
I
think
that's
why
they
are
called
large
projects.
F
So,
if
you
just
look
at
in
terms
of
the
kind
of
risk
it
holds
at
an
average
50
or
50
percent
of
them
result
in
approximately
a
1.75
x
in
terms
of
cost,
which
means
you
are
leaking
75
estimate
any
which
ways
over
and
above
what
you're
supposed
to
spend
over
60
percent
are
delayed
by
over
a
year.
So,
typically,
the
odds
are
are
not
stacked
very
favorably.
F
But
if
you
look
at
the
right
hand,
side
of
the
chart
here,
it
has
been
simply
catastrophic
for
a
lot
of
the
large
projects
that
companies
have
run
the
way
they
have
spent
and,
more
importantly,
a
good
number
of
countries
just
survive
on
on
oil.
And
if
you
look
at
the
top
half
corner,
it
includes
essentially
a
good
set
of
the
gulf
countries
wherein
the
amount
of
impact
it
has
had
both
from
margin
both
from
the
kind
of
capex
reductions
have
been
significant.
F
And
then,
if
you
normalize
that,
more
specifically
from
a
from
a
large
what
I
would
say,
global
super
major
perspective.
So,
between
exxon
chevron,
vp,
total
and
shell,
they
would
shave
off
roughly
35
to
50
billion
dollars
of
capex,
which
was
outlined
which
had
an
outlay
specifically
for
this
year
I
mean
and
obviously
year
on
year,
going
forward,
so
that
is
a
significant
impact,
correct
and
and
what
and
what
it
has
also
meant.
F
F
More
importantly,
I
think
it
is
just
exposed
us
to
a
supply
chain
risk
and
an
imbalance
which
is
just
throwing
the
entire
ecosystem
in
a
very
different
kind
of
spin,
and
I'm
going
to
talk
to
you
about
some
of
them
and
how
are
organizations
applying
digital
in
that
space?
Okay,
so
this
is
lever
number
two
right,
so
we
spoke
about
just
how
intrinsically
this
risky
are
large
projects.
F
Looking
at
deferment
of
payment
new
ways
of
contracting
the
entire
capex
area
is
something
that
will
heavily
come
under
the
hammer,
and
if
you
look
at
oil
and
gas,
it
is
even
more
acute
and
drastic
just
because
of
the
way
crude
has
behaved
and
stuff
around
that.
If
you
look
at
infrastructure
or
some
other
players
like
mining,
I
mean
beyond
the
point:
they
don't
have
an
option
because
that's
just
part
and
parcel
of
of
how
they
walk
through.
But
if
we
look
at
oil
and
gas,
it's
been
it's,
it's
been,
it's
been
quite
significant.
F
F
Some
bit
definitely
advancements
we've
made
on
the
operation
side,
but
if
you
largely
look
at
organizations,
if
you
look
at
a
gap
between
organizations
on
whether
they
have
a
digital
strategy
or
not,
and
most
oil
companies
medium
to
large
definitely
have
one
almost
with
90
plus
coverage.
Most
of
them
also
have
senior
leaders
who
are
tasked
to
drive
that
through.
F
But
what
we
are
seeing
is
scaling
significant
value
from
digital
and
when
I'm
talking
about
significant
value,
assume
that
you
have
a
p
l
mandate
of
of
of
driving
a
500
crore
or
a
thousand
crore
benefit
from
digital
over
a
two
or
a
three
year.
Ambition
and
you
could
normalize
that
basis.
The
the
the
revenue
starting
point
for
oil
and
gas
is
yet
to
happen.
F
We
have
seen
that
in
a
few
other
industries
and
as
you
see
on
the
left
hand,
side
of
the
chart
here-
this
is
a
this-
is
a
benchmarking
exercise
that
we
do
call
digital
acceleration
index
which
just
which,
for
example,
maps
upstream
more
so
in
this
case
versus
and
then
you
also
see
the
normalized
power
utilities,
public
sector
and
few
others,
so
why?
Why
is
fintech?
Obviously,
as
expected
is
on
the
far
right,
we
have
a
little
bit
of
catch-up
to
do.
F
Okay,
so
that
being
said,
I
think
today
my
my
intent
would
not
be
to
really
talk
to
you
about.
Okay.
These
are
these
two
use
cases
on
blockchain
or
quantum
compute
or
or,
for
example,
on
couple
of
use
cases
on
ai
and
ml,
but
I
want
to
take
a
very
pragmatic
lens.
I
want
to
take
a
pragmatic
and
practitional
lens
off
as
you
look
at
excelling
in
projects
and
large
projects
or
architects.
F
Whichever
word
you
want
to
use,
there
are
three
lenses
that
come
and
in
those
three
lenses,
what
can
you
do
from
a
digital
perspective
and,
as
I
talk
to
you
through
the
three
lenses
and
the
digital
perspective,
those
are
actual
steps
or
what
we
would
say.
Initiatives
in
some
cases
also
transformations
that
a
number
of
the
companies
have
taken
some
in
india,
many
outside
as
well,
in
order
to
really
a
not
only
survive
but
also
excel
and
then
grow
in
this
heavily
heavily
challenged
environment.
F
So
if
we
look
at
those
three
lenses
number
one
is:
what
does
it
take
to
really
survive
in
this
condition
right,
which
is
as
a
project?
How
do
you
look
at
your
portfolio?
How
do
you
measure
risk?
How
do
you
look
at
cost
analytics
so
on
and
so
forth?
So
so
so,
what's
the
what's
the
thinking
brain
that
you
apply
and
increasingly
that's
become
the
heart
and
soul
of
analytics
to
really
double
down
heavily.
F
So
if
you
talk
of
how
ai
aiml
can
disrupt
this
space,
I
think
to
me
that
is
really
around
assessing
the
market
conditions,
knowing
the
implications
right
from
your
supply
and
to
your
execution
side
and
then
taking
a
call
in
terms
of
how
do
you
want
to
accelerate
decelerate
put
on
hold
etc.
So
that
is
number
one
number
two
gets
to
slightly
more
operational,
which
is:
how
does
a
project
adapt
to
the
on
ground
realities,
so
we
have
got
into
a
lot
of
remote
work.
F
We
have
also
got
into
the
what
we
would
say
the
target
work
population
available
to
us
changing,
depending
upon
site
depending
upon
location,
depending
upon
expertise,
epc,
etc
at
a
variable
basis,
because
some
an
expert
unfortunately,
could
be
coveted
positive,
which
would
render
him
out
of
practice
or
out
of
work.
How
would
you
do
and
how
would
you
really?
How
would
you
really
be
nimble
and
dynamic
in
terms
of
work,
execution,
monitoring
so
on
and
so
forth?
F
And,
lastly,
what
are
some
of
the
broader
strategy
setups
that
you
would
have
in
order
to
manage
systems,
people
processes
accepted?
Okay,
so
I
will,
I
will
spend
a
good
amount
of
time
on
one
and
two
and
then
slightly
lesser
on
three,
but
I
think
one
and
two
is
is
where
really
the
action
has
been
so
so,
let's
start
with
one,
which
is
how
do
you
really
take
that
bird's
eye
view?
F
Many
large
project
organizations
also
set
up
what
they
would
call
as
their
response
cell
or
their
command
center
control
tower
whatever,
and
hence
the
center
project
and
portfolio
control
analytics
became
very
key.
Now
one
could
easily
argue
that,
okay,
what
is
the
kind
of
real
time
data
that
you
have
in
a
project
environment?
The
real-time
data
is
definitely
a
what
I
would
say
a
challenge,
but
there
is
still
a
good
amount
of
data
available
if
you
carefully
scrape
through.
So
there
are
some
bit
of
production
logs.
There
is
movement
information.
There
is
planning
schedule
confirmation.
F
F
They
have
not
really
completely
paused,
but
they
may
have
slowed
down
a
little
bit,
but
they
have
ensured
that
the
turbine
or
the
engine
kind
of
slowly
is
checking
around
at
the
back
end,
also
a
preferential
view
of
what
to
stop
some
bit
of
maintenance,
etc,
where
in
the
business
case,
is
no
longer
valid.
So
overall
the
project
and
the
portfolio
view
has
been
quite
powerful.
It
isn't.
It
essentially
started
with
a
lot
of
infra
players
in
india
and
the
region,
doing
it
at
pace
and
then
at
in
the
oil
and
gas
space.
F
We
also
picked
it
up
so
so
that
is
number
one
number
two
is
a
piece
of
work
that
we
have
been
supporting
for
a
while,
and
this
is
with
an
upstream
company
within
our
region,
and
so
I
mean
the
view
was
that
number
of
rigs
to
be
drilled,
a
good
number
of
wells,
almost
30
or
35,
that
were
there
tree
delivery
was
getting
becoming
delayed
just
because
of
the
time
it
was
taking
on
the
contractual
model,
etc.
So
what
we
wanted
to
do
was
really
optimize.
F
This
planning
drilling
activity,
and
obviously
I
have
put
it
under
the,
although
you
can
debate
that,
does
it
come
really
under
projects?
Partly
yes,
but
we
know
it
could
come
more
under
operations,
but
I
thought
I
will
include
it
here,
because
this
included
a
view
of
really
forecasting
a
holistic
tree
model
using
monte,
carlo
and
really
identifying
what
kind
of
planning
drilling
activity
optimization
you
could
do
and
then,
at
the
back
of
it.
Having
really
the
view
of
what
is
the
kind
of
contracting
term
methodology,
you
would
use.
F
That
becomes
quite
influential
right,
because
here
you
are
leading
with
analytics
and
you
are
taking
definitive
calls
on
certain
contracts
wherein
some
of
them
are
extended
by
7
to
15
months.
To
that
extent,
in
order
to
essentially
just
ensure
that
you
don't
fall
into
a
period
of
recontracting
risk,
which
is
also
something
that
has
opened
up
for
our
clients
and
what
it
meant
for
this
specific
company
was
a
good
amount
of
value
leakage
that
was
that
was
adopt.
That
was
avoided
to
the
tune
of
nearly
20
million
us
moving
on.
F
So
if
you,
if
I
just
take
a
take
a
reflection
back,
I
think,
as
you
see
the
first
two
use
cases
classically
more
on
on
it.
Monitoring
control
tower
also
are
also
looking
at
the
overall
project
portfolio,
as
well
as
some
bit
of
drilling
or
activity
type
of
optimization
and
then
get
into
the
next
part,
which
is
kovid,
unfortunately,
has
exposed
us
to
a
real
big
risk
on
the
supply
side,
and,
as
you
see
on
this
chart,
it
shows
by
each
of
the
geographies
what
are
really
some
of
the
most
high
risk
categories.
F
So
within
asia
pacific
we
typically
see
rich
drilling,
well,
etc,
as
one
of
the
top
ones
are
top
side
and
processing
as
well
and
and
I've
taken
specifically
an
upstream
part
here,
we
could
easily
do
one
for
a
pet
chem
or
a
chemicals
flow
chain
as
well,
but
just
the
entire
upstream
capex
side
is
slightly
more
complex
and
interesting,
and
hence
I
use
this.
But
this
is
one
view
that
it
is.
The
supply
side
is
becoming
really
really
fraught
with
risk,
and
it
is
also
introducing
significant
type
of
distress.
F
We
are
also
seeing
this
will
trigger,
obviously,
a
price
reduction
over
the
next
six
to
twelve,
maybe
even
further
on
and
obviously
what
it
will
also
mean.
To
some
extent
is
it
will
disrupt
some
of
our
simple
logistics,
for
example,
access
to
experts,
shipment
of
spares
availability
of
vendors
to
be
especially
because
there's
a
lot
of
offshore
field
services,
work
that
happens
so
on
and
so
forth.
F
So
how
do
you
then
balance
it
and
I'll
just
quickly
move
on
for
the
sake
of
time?
How
do
you
then
balance
it?
I
think
one
way
that
we
are
increasingly
doing
is
applying,
at
least
in
the
project
space.
A
lot
of
shoot
cost
analytics
this.
Essentially
I
mean,
as
you
see
on
this
page,
this
is
just
a
quick
view
of
over
12
months
right
from
drilling
to
turbines
to
transformers
walls
pipes
at
an
average.
F
You
will
see
anywhere
between
an
8
to
20
type
of
reduction
happening,
which
is
something
that
will
become
very,
very
critical
for
our
clients
to
absorb
within
their
project
financials
and
also
ultimately,
into
the
bottom
line.
And
what
this
means
is
you
really
need
smart
level
of
analytics
and
some
bit
of
aiml
to
really
know
how
could
you
forecast
shoot
costs
over
a
period
of
time
and
then
link
it
back
to
your
overall
project
financials.
F
This
typically
gets
complex.
A
lot
of
time
happens
through
manual
and
large
excel
in
some
cases
through
also
some
some
simple
algorithms,
but
the
need
to
kind
of
get
this
through
a
structured
manner,
because
you
are
going
to
expose
more
categories,
you
are
going
to
then
develop
more
what
we
would
say,
optimization
positions
or
scenarios
and
then
in
accordance
kind
of
run
this
through.
So
although
this
may
be
put
under
control
tower,
but
this
clearly
is
something
that
is
linked
to
supplier
risk,
vendor
risk
commodity
risk
and
the
entire
way.
F
You
would
link
it
back
into
project
financials
project
analytics
and,
as
you
would
see,
a
good
amount
of
this
data
potentially
sits
within
sap
out
of
sap
and
the
need
to
conjure
both
of
them
together
in
order
to
drive
that
high
level
of
predictive
accurate
forecast
becomes
very
critical
moving
on
so
that
that
was
the
first
part,
which
is
how
can
you
be
really
strategic?
How
can
you
really
look
forward
run
a
lot
of
analytics
right
from
a
project
portfolio
commodity
spend
price
level.
F
The
second
part
is:
how
do
you
then
tactically
enable
a
lot
of
these
stuff
on
the
ground
right
now?
There
are
many
examples
of
this.
I
think
there
was
one
very
valuable
example
just
shown
a
while
back
wherein
you
had
a
you
had
a
nice
app
that
helps.
You
really
take
a
process
forward.
In
addition
to
that,
what
we
are
also
seeing
is
a
lot
of
apps
around
logistics,
offshore
movement,
milk
run
optimization,
etc
being
done
either
they
are
done
in
sap.
They
are.
F
Some
of
many
of
them
are
done
in
custom
programs.
Whichever
way
is
easier
for
the
organization
or
based
on
the
licenses
that
are
available,
and
it
is
giving
organizations
anywhere
between
three
to
twelve
percent
savings
or
or
rather
an
opportunity
to
better
negotiate
what
they
have
in
some
cases,
it
just
allows
the
vendor
to
perform
better,
although
you
may
just
continue
at
the
same
rate.
F
What
is
also
happening
is
in
some
cases,
especially
in
more
advanced
markets
ar
vr
is
also
being
leveraged
or
slowly
being
piloted
for
some
form
of
on-ground
training
wherein
capability
or
talent
is
becoming
an
access,
and
we
are
clearly
seeing
a
jump
in
productivity.
It
opens
up
a
different
aspect
around
how
much
is
it
viable
over
a
longer
period
of
time,
and
what
is
the
impact?
If
we
keep
the
question
aside,
when,
obviously
there
is
a
good
level
of
impact,
can
it
improve?
F
Definitely,
yes,
but
is
it
helping
me
just
activate
my
work
for
the
day
for
the
week
for
the
month?
Definitely
yes,
the
last
part
is
obviously
around
not
so
digital,
but
it
is
more
around
collaboration,
which
is
the
entire
collaboration
that
we
are
now
entering
into
with
either
contractors
owners
government,
because
it's
like
a
really
distressed
environment
for
everyone.
F
Lastly,
I
wanted
to
quickly
touch
upon.
How
do
you,
how
how
you,
how
are
you
driving
analytics
for
resource
planning?
I
think
this
is
becoming
very
critical,
most
of
the
resource
planning
that
we
do
in
terms
of
people
availability,
be
it
on
offshore
sites
or
even
for
doing
a
specific
small
time.
Projects
are
typically,
I
mean
if
it
is
a
larger
turnkey
project.
Obviously
there
is
a
there
is
a
large
partner
vendor
available
to
manage
them,
but
they
themselves
are
are
having
challenges
and
meeting
their
side.
F
If
it
is
a
small
one,
they
they
are
exposed
to
just
a
very
different
kind
of
problem
as
well,
and
hence
there
is
a
huge
wave
of
workforce
work
planning,
as
well
as
resource
planning,
analytics
and
dynamic
allocation,
which
is
almost
to
plan
work
based
on
how
much
is
your
epc
contractor
available
and
when
what
kind
of
critical
path
do
you
need
to
do?
First,
what
kind
of
completions
need
to
happen
and
and
for
that?
F
So
my
humble
request
to
a
lot
of
I
would
say,
technology
leaders
as
well
as
business
leaders
in
this
room,
is
to
is
to
have
a
quick
view
on
where
you
are
really
on
your
data
pieces,
because
a
lot
of
our
fancy
ambition
just
takes
a
very
nose
dive
when
we
realize
that
the
data
is
just
not
there
and
the
second
part
is
what
are
we
really
solving
for
so
either?
It's
a
whole
bunch
of
vendor
reports
contractor
monitoring
certain
type
of
analytics.
F
What
your
executives
wants
to
see
versus
what
business
wants
to
hear
and
how
are
we
solving
the
problem?
So
I
think
this
entire
data
to
inside
chain
is
becoming
very
important,
wherein
a
lot
of
organizations
are
slowly
going
back
to
really
going
back
to
fundamentals.
Looking
at
have
I
classified
my
data.
What
are
my
data
domains?
Do
they
combine
together?
Can
I
really
run
this
type
of
analytics
on
a
day-to-day
basis?
If,
with
this
kind
of
data,
is
my
historic
data
enough,
so
on
and
so
forth?
F
So
a
lot
of
fundamental
questions
have
got
opened
up,
but
the
good
thing
is
we
have.
We
are
taking
a
step
in
the
right
direction
and
and
and
carving
that
through.
Lastly,
I
wanted
to
share
an
outside
in
perspective.
I
mean
outside
in
this
and
more
outside
of
oil
and
gas
is
where
could
oil
and
gas
learn
from,
especially
in
the
capital
project
space?
I
think
one
good
area
that
oil
and
gas
could
potentially
learn
is
from
large-scale
infra
players.
They
are
clearly
ahead
of
the
journey
in
large
scale
projects.
F
So
most
of
the
large
infra
players
have
something
called
I
mean
most
of
them
already
have
a
digital
strategy
roadmap.
Whatever
you
call
it,
they
also
have
the
middle
layer
in
terms
of
some
digital
information
platforms,
wherein
I'm
sure,
if
you
are
in
the
infraspace,
you
would
know
a
concept
called
5d
or
7d,
which
is
5-dimensional.
F
They
use
it
in
building
manufacturing,
wherein
you
can
really
link
on
a
geospatial
map.
You
are
designed
to
schedule
to
cost.
So
at
any
point
in
time
you
can
know
what
is
the
impact
of
a
change
of
design
into
schedule
and
into
rupee
growth
terms
as
well,
two
obviously
asset
management
and
then
bidding
etc.
Most
of
them
is
have
institutionalized,
this
entire
digital
impact
center
of
the
control
tower,
which
embeds
risk
etc,
and
they
also
use
a
specific
set
of
tools
on
there
on
their
operation
site
could
be
drone
based
surveying,
etc.
F
Wireless
equipment-
and
I
know
within
the
oil
and
gas
space
we
have
specific
compliance
and
guidelines
of
what
kind
of
equipment
zone
one
zone,
two
etcetera
that
are
there
and,
lastly,
analytics
and
simulation.
So
I
think
there's
a
good
structure
that
we
have
seen.
Infra
players
drive,
which
I
believe
our
oil
and
gas
we
in
oil
and
gas
can
really
derive
on
and
and
and
drive
through.
F
So,
lastly,
I
think
in
closing
three
points
to
keep
in
view,
and
these
are
more
in
terms
of
moments
of
truth
for
the
next
six
to
twelve
months.
I
think
there
will
be
a
lot
of
survival
challenge,
so
we
need
to
hard
look
through
analytics
back
into
our
portfolio
and
make
some
hard
calls
looking
at
risk
both
on
the
supply.
Commodity
pricing,
as
well
as
on
the
fulfillment
side,
would
be
very
important
and.
C
F
I
think
some
surgical
interventions
of
technology
will
be
will
be
key,
especially
as
it
relates
to
ensuring
a
continuity
of
work,
driving
monitoring
and,
last
but
not
least,
a
lot
of
collaboration
between
all
the
parties
involved,
because
I
think
all
organizations
are
under
tremendous
stress.
We
are
just
looking
at
using
collaboration
as
a
big
motivational
leaver
as
well,
for
organizations
to
come
together,
sail
through
and
then
get
to
the
next
level
of
value.
So
I'll
pause
here
I
mean
that's
all
I
had
today
for
questions.
Sorry,
I've
reached
my
time.
C
Yeah,
so
thanks
avik,
it
was
a
wonderful
session.
Unfortunately,
we
are
running
out
of
time.
So
any
questions.
If
it
is
there,
you
may
please
post
on
chat
and
also
you
can
send
a
mail
also
so
that
we
can
send
it
out
to
a
week
for
response
with
that,
I
would
invite
peter
to
come
in
and
present
the
capital
project,
management
and
asset
handover
solutions
rendered
by
sap
and
partner.
C
C
G
I
think
it.
It
very
very
nicely
describes
the
challenges
we
are
seeing
with
our
oil
and
gas
customers.
First
of
all,
we're
certainly
in
trouble,
sometimes
at
the
moment
it's
difficult
to
earn
money
and
one
phrase
I
just
took
down
from
our
peak,
which
I
think
is
another
fundamental
challenge.
Our
customers
are
facing
it's
the
data
level
which,
which
is
simply
not
there
for
many
of
our
customers,
so
they
have
sap
systems
in
place,
but
they
are
not,
maybe
not
fed
or
not
integrated
in
the
right
way.
G
So
a
lot
of
analysis,
analysis
which,
which
would
support
the
business,
cannot
be
met
and
cannot
be
established
and
what
I
would
like
to
show
you
is
how
project
management,
a
capital
project
management
is,
it
can
be
set
up.
I
will
show
a
number
of
references
here,
what
we
have,
for
instance,
a
nice
portfolio
management.
G
These
are
things
that,
in
some
cases,
may
not
be
brand
new,
but
what
we
are
seeing
they're
accelerating
in
our
customer
base,
so
it
sometimes
it
takes
a
few
years
to
adopt
these
things
really
to
get
integrated
data
and
then
to
derive
the
the
the
analytics
and
insights
which
epic
has
been
referring
to
now.
Let
me
start
with
the
sap
oil
and
gas
value
map,
so
in
tight
cooperation
with
our
customer
community,
we're
defining
every
few
years
or
updating
editing
a
value
match
which
lays
the
basis
for
many
discussions
with
our
customers.
G
G
So
what
we
want
to
achieve
working
here
in
the
industry,
business
unit,
oil
and
gas
is
certainly
to
carve
out
the
specific
industry-specific
things
which
differentiates
the
processes
and
where
our
customers
put
a
very
high
value
on.
So,
first
of
all
on
the
left
side-
and
I
put
a
red
box
around
it,
it's
part
of
my
project
orchestration
and
we
took
down
engineering
portfolio,
project
management.
Then
the
topic
of
seo
the
shutdown,
turnout
and
outages
closely
linked
to
maintenance
and
the
project
logistics
and
on
the
right
side,
also
marked
asset
operations
and
maintenance.
G
G
All
of
this,
and
that's
the
certainly
the
ambition
of
an
sap
system
has
to
be
integrated
so
really
starting
from
the
description,
the
approval
of
the
projects,
the
budgeting,
the
documents,
the
activities
that
they
were
going
to
be
signed
off
the
payments
eventually
and
then
the
handover
and
the
maintenance
of
the
assets
and
the
equipments.
That's
all
been
easily
said.
It's
it's
far
more
difficult
to
to
orchestrate
this
around
hundreds
of
of
different
epcs
around
the
world.
G
G
G
G
It
may
equally
be
an
sto
project
that
has
to
be
done
and
along
these
things,
assuming
that
we
have
essential
project
committee,
it
is
certainly
very
very
important
that
we
have
a
standard
way
of
looking
at
it,
so
risk
assessment
that
we
do
eventually
do
a
ranking.
Is
this
a
profitable
project?
What
what
else
do
we
have
to
consider
here?
What
is
the
budget?
G
G
Everybody
knows,
I
think,
work
breakdown,
structure,
elements.
I
think
that's
a
common
thing
where
you
are
going
to
aggregate
costs
where
you
have
budgets,
where
you
have
certain
milestones,
but
on
top
of
that
you
could
also
equally
have
activities,
networks
underneath-
and
I
think
the
nice
thing
that
now
for
more
than
two
decades,
oil
and
gas
companies
are
really
intensively
using.
G
Everything
then
milestones
you
have
defined
that
may
be
achieved
or
where
you
may
have
overruns.
So
these
are
things.
Then
procurement
is
certainly
a
vital
topic.
The
nice
thing
about
having
an
integrated
system
that,
once
you
have
procured
or
have
released
a
po,
certainly
then
going
to
be
shown
and
visualized
in
the
project
management
budget,
also
the
delivery
times,
so
everything
can
be
synchronized
and
getting
back
to
the
presentation
before
these
are
the
the
kind
of
data
you
would
certainly
like
to
have
to
say.
Are
you
in
time?
Are
you
in
schedule?
G
G
G
G
You
have
project
controllers
who
are
working
on
this
and
certainly
the
point
about
plan
versus
actual
now.
This
is
not
brand
new,
I
concede,
but
we
find
that
in
many
cases,
shortcuts
may
be
taken
or
a
number
of
different
solutions
are
in
place
which
make
it
quite
cumbersome
to
bring
the
different
pieces
together.
G
You
could
also
add
things
such
as
a
value
driver
tree,
for
instance,
so
certain
impacts.
You
could
simulate
certain
things
and
you
certainly
have,
I
think,
that's
most
important
and
that's
the
ambition
of
the
digital
boardroom
to
have
a
view
once
a
steering
committee,
a
project
committee
which
must
get
an
overview
of
a
number
or
dozens
of
different
projects,
gets
a
condensed
view
and
speaks
and
has
one
common
impression.
G
So
the
reports
you'll
find
here
had
been
defined
up
front
everybody
who's
who's.
Looking
at
the
report
has
the
same
impression
and
you
can
discuss
it,
I'm
I'm
talking
so
because
at
sap
we
ourselves
use
this
tool.
So
if
we
have
management
meetings,
this
is
the
core
view.
That's
going
to
be
used,
so
everybody
has
the
same
information,
and
out
of
this
you
can
you
can
drill
down.
You
can
certainly
say
what
what
project
is
not
in
shape.
G
What
project
has
run
out
of
its
objectives,
and
so
the
different
data
points
that
have
been
collected
throughout
the
face
of
the
project
can
hear
displayed
in
many
many
ways.
So
this
is
just
an
example,
as
you
can
see
here,
example
of
a
type
of
navigation
and
you
can
manipulate
or
you
can
shape
it
in
in
many
different
ways,
any
way
you're
going
to
like
it
so
with
alerting
geo
views
that
had
been
described
before,
for
instance,
you
could
zoom
into
certain
geographical
areas,
for
instance,
or,
as
being
said,
you
can,
for
instance,
simulate
things.
G
Now,
if
we
look
a
little
bit
closer
into
into
into
the
portfolio
project
and
portfolio
management,
that
solution
we
brought
to
the
market
roughly
10
years
ago,
and
we
continuously
improved
the
thing
and
is
that
become
a
very
popular
solution?
In
the
meantime,
it
is
really
a
layer
which
we
put
on
top
of
the
typical
project
system.
The
project
system
with
the
wbs
element
is
something
just
about.
Every
oil
and
gas
company
has
in
place
now
with
the
project
and
portfolio
management.
G
We
have
an
overarching
layer,
so
here
you
can
see,
for
instance,
a
project
proposal,
and
we
recently
had
a
very
interesting
talk
with
a
with
a
large
oil
and
gas
company.
It
is
not
always
clear
how
these
decisions
are
made
and
taken.
We
have
a
lot
of
projects
that
are
put
into
a
funnel
that
have
to
be
discussed
and
just
to
provide,
provide
the
same
information
so
from
documents
to
the
right
risk
profile
to
the
milestones
to
the
right
status
to
the
right
dates.
From
start
to
finish.
G
All
of
this
that
we
are
going
to
standardize
these
things
and
that
we're
really
saying
what
project
is
likely
to
to
be
profitable
likely
to
work,
whereas
others
are
maybe
likely
to
fail
so
that
you
have
a
complete
overview
and
that
you
have
a
dedicated
stage
where
you
decide.
Are
you
going
to
proceed
with
the
things
or
not,
and
I
think
the
the
very
interesting
thing
is
at
what
time?
At
what
point?
G
On
top
of
that,
the
nice
thing,
certainly
about
such
an
integrated
solution,
is
that
you
are,
can
use
the
workflows.
So
all
the
hr
configurations,
certainly
taken
over
documents
are
shared,
whatever
you're
going
to
use,
maybe
open
text
or
maybe
the
sap
document
management
system.
All
of
these
things
are
tightly
integrated
and
can
be
used.
G
Now
from
here
on,
you
can
once
assuming
that
such
a
project
has
been
approved.
You
can
have
a
drill
down
to
granularity.
You,
like
you,
think
it's
sensible
and,
let's
say,
for
instance,
on
a
summarized
level:
materials
or
services
are
going
to
be
estimated
through
through
the
years,
those
or
the
those
who
the
the
costs
that
have
already
been
allocated
are
also
displayed
and
again.
This
is
then
tightly
integrated
to
the
underlying
systems.
G
G
Also
things
that
are
coming
naturally
with
the
project
are
the
issues
right
project
issues
that
come
up,
changes
that
are
coming
up
and
then
certainly
the
thing
is
the
versioning
of
a
project,
the
revision
of
a
project.
What
is
going
to
happen
with
such
a
change
is
this
change
approved?
Does
it
have
a
major
impact
who's
going
to
sign
these
things
off?
Where
are
you
going
to
collect
it
right
it
even
up
to
the
payments
of
the
epcs?
G
It
has
many
many
impacts,
so
this
is
another
project
that
has
to
be
embedded
in
such
a
project
management
tool,
again
risk
management,
something
another
very,
very
important
part
that
you
have
really
a
qualified
risk
profile
that
everybody
agrees.
What
is
a
risk?
How
is
it
risk
measured?
What
are
the
characteristics
of
a
risk
and
what
is
the
likeliness
that
a
risk
occurs
on
what
you
can?
What
can
you
do
to
mitigate
such
a
risk?
Well,
this
gives
you
an
impression
how
you
can
work.
G
So
this,
basically
the
systematic
we're
working
on-
and
here
we
have,
I
think,
a
very
nice
customer
case.
Some
may
have
seen
that
who
have
attended
b
park,
the
best
practice
oil
and
gas
conference.
So
valero,
as
the
largest
refiner
in
in
the
us,
is
a
very
welcome
speaker
here
and
the
background.
Valero
is
a
very,
very
old
and
very,
I
would
say,
a
very
intense
sap
user
and
what
they
have
done
is
for
exactly
the
same
reason
has
been
telling.
G
They
also
want
to
look
at
capacities,
resource
management,
as
shown
in
the
presentation
before
also
with
third-party
workers,
and
then
the
integration
open
text.
So
the
document
management,
the
upload,
download
the
change
of
documents,
the
versioning
of
documents
is
signing
off
documents
to
certain
objects
in
the
project
management
system.
All
that
is
very,
very
important
and
again
I
cannot
emphasize
more
enough.
G
The
value
drivers
for
valeo
had
been
current,
create
a
standard
model
for
the
engineering
work
request
right
that
everybody
follows
from
a
certain
size
on
the
same
procedure,
the
same
stage
gates
no
redundant
systems
or
minimized
redundant
systems
and
eventually,
certainly
most
important
for
the
operational
workers
simplify
the
work,
the
benefit,
certainly,
it
has
to
save
costs
at
the
end
of
the
day,
make
make
project
management
far
leaner
here
and
I
screenshot
it
here.
Valeria's
ppm
presentation
from
the
bpoc.
G
Okay,
five
minutes:
okay,
good,
then
I
will
walk
a
little
bit
a
little
bit
quicker
through
these
things.
So
here
you
can
see,
as
being
said,
different
systems
that
had
been
using
engineering
work,
requests
that
are
now
going
to
be
consolidated
into
one
system,
so
here,
for
instance,
the
changes
that
or
work
orders
that
are
going
to
be
integrated
and
open
text
ecm
and
the
the
integration
to
the
open
text
content
server.
All
of
this
has
been
realized
in
the
valero
project.
G
Another
one
is
the
sas
ref
safraf
is
a
joint
venture
of
saudi
aramco
and
shell
and
I'd
like
to
emphasize
here
the
value
drivers
really
to
create
a
link
between
the
plant,
maintenance,
shutdown
orders
and
the
project
system
structures,
and
also
do
the
scheduling
here
you
can
see.
This
is
a
suspect
process
diagram
where
you
have
really
the
portfolio
project
management
on
the
top.
G
Where
you
have
the
project
system
underneath
and
then
you
have
the
possibility
to
multi-resource
scheduling
cockpit,
for
instance,
have
the
planning
here
and
really
have
the
detailed
activities
that
are
going
to
be
scheduled
and
the
nice
thing
really
it
is
tightly
integrated.
So
once
you
do
a
rescheduling,
then
the
timelines
are
going
to
be
updated
on
the
portfolium
project
management.
G
Last
but
not
least,
here
brsf,
which
is
more
or
less
our
neighbor
here
in
the
headquarter
from
sap
similar
thing,
they
wanted
to
have
a
global
cross
project
reporting
wanted
for
the
strategic,
kpis
and
standardize
the
engineering
work.
So
the
benefits
now
is
similar
to
what
you
see
with
valero
a
central
project
repository
a
harmonized
system.
Okay,
now
the
handover,
let
me
in
the
last
few
minutes,
show
a
little
bit
of
the
handover.
G
What
is
one
of
the
very
very
crucial
bits
is:
how
are
we
working
with
the
epcs
and
I've
been
myself
working
in
an
industrial
gases
company
that
had
been
built
korean
plants
such
as
liquefication,
and
it
is
had
always
been
a
challenge?
How
do
you
do
the
hand
of
a
typically
do
paper-based
and
you
have
huge
amounts
of
files
you're
handing
over
now?
It's
certainly
the
time
to
be
to
do
this
a
little
bit
smarter
and
upfront.
G
In
many
cases,
it
just
simply
takes
too
long
so
the
hand
over
to
the
maintenance
organization,
the
training
changing
or
taking
over
the
classifications
education
schemes,
the
replacements,
for
instance,
of
some
of
the
parts,
the
activities,
the
assignments
of
the
course
that
eventually
has
to
has
to
come
into
place
that
and
oftentimes.
It
just
simply
takes
too
long.
G
So
the
discipline
we
call
it
the
intelligent
asset
management,
as
you
can
see
here.
This
really
implies
that
we
open
up
our
tools
in
a
very
intelligent
way
to
our
third-party
workers
and
make
it
possible
to
take
a
look
up
front
into
what
we
are
planning
share.
The
documents
visualize
a
lot
of
things
and
collaborate
with
them,
and
here
you
can
I'd
like
to
show
just
to
give
you
a
little
bit
of
an
impression,
our
project
intelligence
network.
G
I
can
stop
it
here.
As
you
can
see
here.
This
is
the
collaboration
space
for
a
certain
plant.
We
have
here
a
hospital
excuse
for
that,
but
it's
just
something
where
we
want
to
collaborate
on
so
from
the
location
you
can
see
schedules
you
can
see
the
certain
tasks,
things
that
are
overdue,
also
a
financial
view,
things
that
and
by
the
way,
the
certain
the
pin
is
integrated
in
the
back-end
systems,
and
we
are
going
to
open
up
this
for
for
another
for
them
for
another
epc.
G
So
if
we
invite
someone
and
again
here,
all
of
the
security
issues
are
certainly
taking
into
consideration
these
as
a
supplier
and
vendor
these
companies
are
embedded
in
the
sap
system
so
that
we
do
not
have
business
partners
flying
around
that
are
not
part
of
a
part
of
the
core
system
and
for
instance,
in
that
case,
simple
architect.
We
are
going
to
invite
for
this
project
and
we
are
going
to
send
automatically
email
to
him
and
from
that
on
integrated
into
the
back-end
sap
system.
G
G
G
Okay,
so
here
just
to
sum
it
up,
because
I
think
we
are
just
in
time.
This
is
a
landscape
where
we
have
the
project.
Intelligence
network
has
been
shown
as
part
of
the
intelligent,
ss
and
asset
management
and
then
integrate
it
into
the
solutions.
I've
been
shown
before
the
project
management,
the
finance,
the
plm,
the
handover
that's
taking
place,
and
you
can
optionally
certainly
use
like
s3,
for
instance,
for
geo
locations
and
sap
ariba
system
to
really
to
connect
and
exchange
pos
to
your
vendor
and
supplier,
or
something
like
an
open
text
system.
G
G
C
Yeah
thanks
a
lot
peter.
It
was
very
meaningful
and
most
of
the
points
probably
which
our
week
was
trying
to
highlight
you
also
trained
within
the
short
span.
We
covered
it
very
nicely
yeah.
So
if
there's
any
questions,
gentlemen,
you
can
please
put
on
chat
with
now
with
that
now
I
will
invite
colleagues
from
indian
oil
and
they
will
be
speaking
on
we.
C
We
spoke
a
lot
of
the
change
management
and
for
the
digital
projects,
for
which
indian
oil
is
doing
a
lot
of
digital
projects,
how
they
are
able
to
manage
the
change
through
sap
tools,
how
they
are,
I'm
able
to
do
a
fast
testing
and
how
they
are
able
to
quick
do
a
turnaround
of
those
digital
projects.
So,
let's
hear
from
rajan
wahal
and
manish
so
rajan
and
manish,
you
can
start
the
presentation.
C
C
H
It's
okay,
I'll
just
explain
this
four
projects
we've
done
last
year
after
we
have
shifted
to
hana
in
january
2019,
then
we
picked
up
this
full
project,
llama,
active,
active,
tdms
and
charm.
The
reason
for
picking
up
this,
because
our
sap
infrastructure
has
become
quite
complex
and
we
need
some
tools
to
handle
the
administration
and
second
thing:
once
when
we
went
for
hana,
we
have
created
a
dia
site
which
is
hundred
percent
of
the
data
main
site,
and
the
hardware
is
exactly
same.
H
H
Functional
teams
and
all
the
teams
are
rolling
out
projects
very
fast
in
and
around
sap,
and
they
need
this
mock
system
test
systems
and
many
parallel
projects
keeps
on
going
side
by
side
simultaneously.
So
we
have
gone
for
same
thing
for
tdms
charm
was
long
pending
from
at
our
end
and
after
hana
we
are
implementing.
I
What
I
was
saying
is
that
the
motive
for
showcasing
these
four
initiatives
was
with
the
intention
that
all
these
four
initiatives-
or
maybe
you
can
call
it.
These-
are
very
small
initiatives,
considering
the
sort
of
projects
that
we
handle,
but
these
four
initiatives
has
given
us
lot
of
value
it
has
given
simply
put
it
has
made
our
life
very
simple
in
data
center
operations
and
second,
these
all
these
four
functionalities
have
given
us
a
lot
as
far
as
the
investment
was
concerned.
I
So
first
part
is:
I
will
start
with
landscape
management.
Landscape
management
is
a
basically
a
software
lifecycle
tool
being
provided
by
sap
for
to
handle
the
app
and
java
stacks.
So
what
right
now
is
happening
with
us
in?
As
far
as
our
setup
is
concerned,
we
have
got
a
lot
of
systems
in
earlier
days.
I
The
the
number
of
systems
were
quite
less,
but
over
the
period
of
time,
that
systems
have
increased
the
land
and
the
landscapes
are
because
they
have
become
very
huge
and
it
was
becoming
a
huge
task
to
manage
all
these
things.
So,
in
fact,
we
were
thinking
of
to
go
for
some
third
party
product,
or
maybe
we
were
in
touch
with
ibm
accentures,
also
so
what
what
can
be
done
to
basically
optimize
the
data
center
activities.
I
So
as
far
as
we
are
concerned
this
what
this
tool,
which
sap
is
providing
right
now,
that
is,
landscape
management.
It
has
basically
made
our
life
quite
easy
and
and
most
of
the
administrative
processes
that
we
do
from
basis
side
are
basically
being
addressed
by
this
tool,
only
basically
to
start
with.
I
So
these
were
the
challenges,
and
this
is
why
we
chose
sap
lama
and,
on
most
all,
all
the
three.
Whatever
pain
points
were
there.
As
far
as
we
were
concerned,
it
has
been
addressed
by
sap
lama,
and
through
this
we
are
able
to
do
all
the
mass
operations
capacity
planning
shutdown
of
the
instances
across
the
data
center
within
the
data
center
across
the
data
sector
across
the
applications.
I
All
this
stuff
can
be
done
through
this
tool,
and,
apart
from
that,
a
number
of
projects
are
going
on
upgrade
projects
and
number
of
functional
projects
are
also
going
on
there.
The
requirement
is
of
having
a
basically
mock
systems
clone
systems.
So
all
these
things
we
are
doing
it
through
sap,
lama
and-
and
it
gives
you
a
centralized
view
also
of
how
many
databases
you
are
running,
what
are
the
status
of
those
databases?
I
So
I
think
the
motive
for
showcasing
this
was
that
this
small
tool
has
given
us
a
lot
of
value,
and
it
has
basically
made
our
life
very
quite
easy,
so
just
to
drive
to
the
point.
As
far
as
our
erp
system
was
concerned,
we
used
to
take
around
24
hours
to
basically
do
the
system
refresh.
Now
it
has
come
down
to
four
hours,
so
whatever
post
and
pre
and
post
activities
were
there
with
the
system
copy,
that
has
basically
been.
I
That
that
process
itself,
we
have
basically
configured
in
the
that
lamar
tool
and
it
all
it
happens
when,
in
a
sequential
fashion,
some
some
processes
are
parallel.
Some
are
sequential,
so
all
those
stuff
is
being
managed
by
the
llama
and
we
have
seen
that
around
80.
There
is
a
reduction
in
the
amount
of
effort
that
we
used
to
do,
and
most
of
the
manpower
earlier
were
basically
engaged
in
all
these
activities.
I
So
just
to
give
drive
the
point:
these
are
the
basically
the
sort
of
activities,
the
sort
of
capability
that
the
lama
tool
is
having.
So
it
can
manage
your
complete
sap,
hana
landscape
s4hana.
Also,
you
can
do
a
mass
startup
shutdown
and
whatever
activities
you
think
you
can
do
with
all
this
tn
movement,
team
and
creation
team
and
by
copying
moving
all
across
the
databases
that
you
can
do
you.
You
can
go
for
post
copy
of
automation,
also
where
you
create
a
system
copy,
and
then
you
have
got
a
certain.
I
You
have
got
certain
set
of
activities
which
needs
to
be
performed
before
the
activity
or
after
the
activity
so
that
that
can
be
configured
one
time
and
then
again
just
you
run
that
template
and
it
does
the
job
all
these
activities.
It
provides
you
the
dashboards.
Also,
you
can
have
a
consolidated
view
of
all
your
all
your
of
all
the
systems
within
the
data
center
and
across
your
dr
site,
hs
site.
I
In
fact,
you
can
do
a
switch
over
also
through
this,
from
the
active
site
to
your
standby
site,
and
there
are
they
have
given
you
provisions.
Also,
you
can
basically
write
down
your
own
requirements.
If
you
say
if
it's
a
complex,
b2b
system
or
maybe
some
other
system,
then
also
you
can
basically
write
your
own
requirements
to
check
something
is
running
or
not
running
then
do
this.
If
it
is
running,
then,
then
you
do
this.
If
it
is
not
running,
then
you
do
that.
I
So
what
it
does
that
this
tool,
basically
freeze
fences
the
complete
system,
and
that
is
basically,
I
think,
a
major
requirement
from
functional
side.
So
all
these
things
are
basically
being
handled
by
lama
tool,
so
the
sort
of
setup
that
we
are
having
is
that
our
complete
infrastructure
is
based
on
hp
hardware.
I
On
top
of
that,
we
are
using
suse
os
and
the
application
again,
various
other
applications
are
there,
ecc
bpc
gateway,
so
this
complete
abstract
and
this
javascript.
We
are
managing
it
through
this
and
we
that
the
implementation
we
got
it
done
through
sap
dbs
service.
Only
so,
and
the
implementation
took
around
eight
weeks
and
quite
a
good
number
of
people,
I
think,
and
the
person
from
the
product
development
side
from
sap
also
basically
worked
with
us
in
configuring.
I
The
system-
and
I
can
say
that,
yes,
whatever
we
had
basically
anticipated
in
the
initial
stages,
many
of
the
things
we
have
been
able
to
achieve
future
plan.
Yes,
we
basically
as
far
as
lama
is
concerned,
we
would
like
to
go
for
near
zero,
runtime
maintenance
and
dc
operations.
Yes,
in
fact,
we
are
in
working
together
with
sap
and
hp
to
basically
integrate
this
lama
tool
with
our
storage
systems
so
going
forward.
We
we
basically
plan
to
have
these
two
functionalities.
I
To
go
live
on
these
two
functionalities,
so
this
is
the
dashboard
that
you
get
through
the
llama
lumbar
tool,
and
this
gives
you
a
consolidated
view
of
your
data
center,
complete
sap
landscape.
So
as
as
I
told
you
earlier
that
also
through
this
screen,
you
can
do
a
switch
over
also
to
from
the
primary
to
the
secondary
site
and
switch
back
to
again
the
sites.
I
You
can
do
tin,
end
movement
in
and
copy.
So
all
those
operations
are
now
basically
template
based
and
it
gives
it
leaves
little
room
for
any
human
error.
So
that
is
the
major
point,
because
when
you've
got
a
running
setup,
so
the
chances
of
doing
manual
error-
and
that
is
that
we
wanted
to
avoid.
So
this
is
something
that
that's
why
we
are
quite
happy
with
the
implementation
of
this.
I
So
this
is
the
benefits
that
we
have
got
so
centralized
landscape
management.
Is
there
maintenance
near
zero
runtime
maintenance?
Just
we
are
looking
at
this.
We
have
not
done
we
plan
to
do
in
the
next
stage,
phase
two
and
above
pca
functionality,
as
I
told
that
this
is
a
post
copy,
whatever
there
might
be
some
unique
requirement
for
any
for
every
speech
for
each
system
every
system.
So
all
those
unique
requirement
can
be
addressed
through
this
functionality.
I
And
this
llama
has
got
integration
with
active,
active,
read
also
so
this
this
is
a
new
feature
that
they
have
brought
in.
So
the
moment
we
touch
upon
that
active,
active
rate
functionality.
So
the
point
is
that
it,
since
it's
an
coming
from
the
oem
side,
it
gives
you
complete
visibility
and
confined
most
of
the
functionalities
are
getting
divided.
All
those
facilities
are
bringing
in
into
the
store.
I
Second,
one
was
active,
active
read
enable.
So
what
used
to
happen
is
that,
whatever
infrastructure
that
we
were
having
in
earlier,
we
used
to
have
when
it
was
there.
So
most
of
the
standby
systems
were
lying
in
idle
position.
So
100
hardware
we
used
to
provision
at
the
standby
site
at
the
cluster
site
and
the
pain
point
was
that
we
were
not.
We
were
unable
to
use
it
productively,
so
this
is
something
which
they
have
brought
in
with
the
hana
database.
I
So
what
what
the
meaning
is,
that
your
standby
systems,
also
you
can
basically
access
it
for
read
operations,
so
this
functionality
also,
we
have
enabled-
and
right
now
we
have
grow
around
more
than
10
000
concurrent
users,
basically
accessing
our
system.
So
there
was
a
requirement
from
the
business
also
that
you
move
all
the
your
read
operations
to
the
standby
site,
so
this
is
through
active
active.
I
And
I
think
it
is
from
hp8
this
is
this
is
being
so.
This
active
actively
enabled
is
being
supported
on
ecc
soh
and
as
for
ana,
it
is
natively
supported
so
whatever
if
there
is
any
sequel
which
is
going
to
the
which
is
hitting
the
primary.
So
if
there
is
any
read
operation
involved
so
that
that
read
operation
can
be
diverted
to
the
secondary
site
and
all
the
sorting
and
that
select
from
sql
site
can
be
done
on
the
secondary
database.
I
So
it
basically
frees
your
primary
database
for
the
actual
otp
transactions
and
all
reporting
sort
of
things
can
be
moved
to
secondary
site
without
the
user.
Coming
to
know
of
all
these
things.
This
requires
a
tweaking
from
on
the
website.
If
it's
a
yz
or
customized
development,
and
as
far
as
as
for
hana
is
concerned,
it
is
natively
supported,
so
the
that
is
also.
B
I
That
that
gives
you
basically
a
better
roi
and
the
earlier
the
standby
site
used
to
be
idle
most
of
the
most
of
the
time,
and
only
during
dr
drill
or
switchover
we
used
to
access
that
secondary
site.
Otherwise
the
hardware
was
of
no
use
so
with
this
functionality
that
we
are
able
to
utilize
this
secondary
hardware
in
a
much
better
fashion.
I
Third
is
the
tdms
that
this
test
data
migration
server,
so
customers
who
are
having
bigger
size,
erp
systems,
they
will
actually
feel
the
pain.
So
with
numerous
sap
projects
running
parallel,
there
was
always
there
used
to
be
a
crunch
on
our
side
and
on
the
basis
side
that
you
have
to
basically
provide
different
mock-up
mock
systems
to
all
these
different
different
project
groups.
I
So
we
thought
yes,
let
us
go
for
it
and
by
when
we
implemented,
we
are
seeing
the
benefits
and
I
think,
within
one
year
it
has
given
us
the
complete,
whatever
investment
we
have
made
so
complete
returns.
We
have
got
on
this,
so
basically
one
or
two
financial
years
we
take
for
slicing
the
data
and
there
we
have
seen
around
70
to
80
percent
reduction,
that
production
that
size
production
data
size
and
the
data
remains
the
same,
and
it
is
the
fresh
data
that
that
we
get
so
that
is
there
so.
I
So
this
is
how
the
process
is
like,
so
in
tdms
central's.
In
our
case,
we
have
made
solution
manager
as
a
tdms
control
system
and
from
the
production
as
a
keeping
it
as
a
source.
We
create
a
tdms
system,
so
basically
the
slicing
can
be
done
on
two
aspects.
One
is
time
slicing
another
one
is
object,
slicing,
so
time
slicing,
you
can
define
the
time
period
till
which
time
you
want
the
data,
so
we
you
can
have
that
data
set
accordingly
object-wise
you
can
have
based
on
objects.
I
You
can
have
say
suppose
somebody
wants
that
you
want
to
have
a
sales
data
or
says
hcm
data,
so
you
can
have.
Basically,
this
is
the
data
time
slicing.
The
horizontal
slicing
and
object
slicing
is
a
vertical
slicing,
so
you
could.
The
intention
is
that
you
can
create
different
subsets
of
data
and
and
this
tdms
has
got
integration
with
fury
apps
also,
so
you
can
basically
see
the
progress
and
how
much
data
has
been
transferred
or
not
those
things
you
can
do
so.
I
The
process
involved
in
this
is
basically
you
create
a
shell
which,
which
is
basically
the
repository
from
the
production
system,
produce
system.
You
create
you
copy,
the
shell
after
the
shell
is
created.
Then
you
go
for
that
client,
independent
data
and
then
plan
dependent
data
transaction
data
is
ultimately
pushed
to
the
system.
I
So
this
is
how
it
has
been
arranged
and
just
to
show
you
that,
initially
before
tdms,
we,
our
mock
system,
used
to
be
of
11
tv
now
right
now
it
is
3
tb
with
2
with
two
financial
years.
So,
if
I
reduce
it
to
one
financial
year,
the
size
will
come
to
around
1.5
or
2
db.
So
you
can
very
well
anticipate
the
sort
of
leverage
that
it
has
provided
to
us
in
the
same
box.
I
I
can
have
five
around
four
systems
and
if
I
reduce
the
time
window,
then
around
five
to
six
systems,
I'm
able
to
create-
and
basically
we
are
able
to
concurrently
run
five
to
six
projects
at
a
time,
and
this
is
what
is
happening
right
now
at
our
location.
Also,
we
are
right
now
we
are
in
the
midst
of
running
four
or
five.
Very
high
visibility
projects
so
because
of
this
tool
that
within
existing
infra,
we
have
been
able
to
exploit
that.
I
So
these
are
the
two.
This
is
a
brief
overview
of
the
process.
That
is
there,
so
you
can
do
a
shell
creation
and
data
data
scrambling.
I
forgot
the
data
scrambling
part.
Is
that
suppose
you
have
got
an
hcm
data.
You
want
to
protect
a
system
out
of
that,
so
you
can
scramble
the
confidential
data.
You
don't
want
that
people
running
on
that
or
maybe
business
data.
Also,
if
you
want
to
scramble
it
that
you
can
do
it
so
because.
I
I
I
This,
whatever
projects
and
whatever,
actually
just
to
give
you
the
backdrop
on
a
per
day
fashion,
we
move
around
40
to
50
transports
from
development
to
the
production
system,
so
this
happens
on
per
day
fashion.
So
all
those
things
have
been
basically
streamlined
and
this
used
to
be
a
manual
operation
so
everywhere
the
basis
used
to
be
involved,
which
is
guys
so
with
the
implementation
of
this.
I
It
is
basically,
this
has
been
sub
delegated
to
the
function
groups
and
within
that
we
have
created
that
approver
and
requester
levels
and
whatever
changes
are
there
in
the
system
that
basically,
that
requirement
is
getting
captured
and
basically
that
transports
also
happen,
and
you
basically
maintain
the
logs,
also
audit
log,
also
so
this
tool.
Also,
we
thought
that
if
somebody
is
having
a
somewhat
extensive
sap
development
environment
so
better
to
go
with
a
charm
thing,
so
this
is
from
our
side.
So
if
there
are
any
queries,
so
yeah.
C
C
I
I
C
I
C
Thanks
a
lot
manish
and
rajan,
and
if
there
are
questions
I
would
request
everyone
to
post
on
the
chat
and
we
will
share
it
with
manish
and
respond
raj
yeah
thanks
a
lot.
So
with
that,
I
request
nikhil
nikhil
chaturvedi,
who
is
our
vice
president
ib
oil
and
gas,
to
invite
co-panelists
and
and
then
we
will
have
a
panel
discussion
so
nikhil
you
can
please
invite
and
yeah
rajan.
If
you
can
just
unshare
a
presentation,
we
don't
require
a
presentation.
J
So
now
let
me
welcome
our
four
panelists
here.
So
first
of
all,
we
are
running
a
bit
late,
so
we'll
try
to
finish
it
within
30
minutes.
Instead
of
40
minutes
and
with
the
approval
of
mr
manoj
kumar
and
mr
vikas
rahu,
we
may
like
to
take
the
next
presentation
on
whatsapp,
maybe
in
the
next
quarterly
workshop,
if
we
don't
get
enough
time
so
so,
first
of
all,
let
me
welcome
mr
atul
paranshpe.
You
can
see
him
on
the
screen.
J
You
know
mr
gupta
welcome
once
again.
I
remember
you
had
also
participated
in
our
panel
discussion
for
chemicals
industry
during
our
may
workshop.
So
thank
you
once
again
and
last,
but
not
the
least.
You
have
already
listened
to
a
big
chatterjee
partner
and
md
from
bcg
he's
also
online.
So
let's
start
the
discussion.
So,
as
you
know,
today's
theme
is
around
capital
project
management
and
asset
handover
from
epc
companies
to
the
owner
operator,
companies,
which
could
be
oil
and
gas
companies
or
petrochemical
companies
etc.
J
First
of
all,
we
are
clearly
in
a
in
very
turbulent
times
right
now,
not
just
because
of
covid,
but
also
because
of
the
situation
of
oil
and
gas
industry,
but
these
times
will
not
remain
forever,
and
our
objective
here
in
indus
oil
and
gas
events
is
to
talk
about
topics
which
are
of
long-term
interest
and
capital.
Project
management
will
always
be
a
very
significant
activity
for
oil
and
gas
and
petrochemical
companies.
J
What
kind
of
changes
have
you
seen
in
terms
of
digitalization
in
the
oil
and
gas
industry
related
projects,
and
you
know,
for
example,
do
the
the
oil
companies
ask
you
for
a
lot
of
documents
in
a
digital
format?
I
remember
when
I
used
to
work
for
indole.
We
had
all
you
know,
p
and
ids,
pfds,
etc
in
large
paper
format
chart
format.
So
how
has
the
situation
changed?
Please
share
that
information
with
us.
A
Okay,
but
still
I
don't
think
people
have
really
started
asking
for
a
digital
twin
or
you
give
me
a
3d
model
with
full
linkages
and
all
the
documents
and
all
the
operation
and
maintenance
manuals
and
the
test
certificates
and
everything
linked
to
the
3d
model.
You
give
that
that
I
don't
think
people
have
started
asking
that,
at
least
in
the
oil
and
gas
sector.
J
A
No,
even
international
companies,
also
in
fact,
we
recently
completed
a
big
project
for
saudi
aramco,
where
we
were
supposed
to
upload
all
the
documents
onto
their
server
and
they
wanted
us
to
upload
all
the
scanned
pdf
test
certificates.
So
we
said
that
we
will
upload
the
test
theses
what
we
have
received
in
soft
form.
No,
no!
No!
No.
A
They
said
we
want
scanned
with
the
signatures
so
now,
actually
it
doesn't
actually
defeats
the
purpose
of
uploading
a
scanned
document
to
the
thing
so
so
that,
but
that's
how
it
is
so
still
we
are
in
that
mode.
Then,
suddenly,
after
one
year,
they
told
us,
no,
no,
you
ocr
the
scan
documents
and
give
us
so
that
we
can
search
inside
the
documents.
Now
that
is
what
they
realized
afterwards,
when
we
said
that
we
will
give
you
a
soft
digital
copy
and
we'll
also
upload
the
scanned
document
separately.
A
Searches,
you
doing
this,
and
you
do
that
so
realization
to
that
it
takes
time
to
come.
So
international
oil
and
gas
players
also
are
very
much
in
the
same
boat.
I
would
not
say
in
fact
I
think
indian
oil
and
gas
companies
are
because
of
the
digital
drive.
Most
of
the
digital
drive
is
led
by
baby
indians.
A
J
H
H
One
is
the
team
responsible
for
execution
other?
Is
the
team
responsible
for
monitoring?
Third
one,
I
prefer
to
say,
is
the
team
responsible
for
designing
sort
of
thing,
so
we
had
a
provision
where
the
collaboration
between
all
these
stakeholders
happens
online.
But
what
you
said
100
agree
it
didn't
it's
not
that
hundred
percent.
It
happened
through
it
and
in
the
beginning,
because
we
started
eight
years
back
at
that
time.
The
requirement
of
id
the
way
we
interpreted
or
the
way
it
was
interpreted,
was
unless
it
is
distally
signed.
H
Nowadays,
requirement
is
not
extract
and
our
collaboration,
folder
is
still
very
much
active
and
the
response
of
I'll
say
the
business
partners
is
quite
encouraging,
particularly
of
course
in
kovid.
It
is
very,
very
fantastic,
but
even
before
that
it
has
picked
up
a
lot
and
most
of
the
things
were
happening
through
systems
and,
like
atul
said,
paper-based
things
very,
very
rare.
I
think
it's
exceptional,
I
prefer
to
say
it.
H
As
a
matter
of
fact,
they
have
given
us
a
long
term
strategy
which
is
having
digital
strategy
also
as
a
key
enabler.
So
we
are
moving
on
that
path
and,
as
a
matter
of
fact,
we
are
about
to
go
to
the
spot.
The
contact
is
already
finalized
there.
The
key
requirement
is
this:
only
we
don't
want
simply
a
technical
upgrade
from
whatever
database
we
are
having
to
anna
and
then
that
sort
of
thing.
We
want
a
sea
change
in
the
basic
processes
so
that
our
processes
are
broadly
located.
H
Agnostic
person,
agnostic
and
the
department
atmosphere
all
right
it
depending
upon
the
rules.
It
is
broadly
based
on
the
rules,
so
the
sea
change.
We
are
expecting
it,
but
as
if
I
come
back
to
your
original
question,
because
time
is
resolved.
Yes,
we
are
getting
good
cooperation
for
most
of
big
service
providers,
big
business
partners,
but
still
it's
a
challenge
with
I'll
say
medium
to
some
of
the
beginners.
J
Okay,
thank
you.
Thank
you
very
much
person,
agnostic
and
department
agnostic.
That's
very
well
said
I'll
carry
the
same
question
to
mr
sumit
gupta.
Sir.
Can
you
please
share
your
experiences
in
terms
of
digitalization
in
projects
and
how
epc
companies
and
it
companies
have
supported
you.
What
more
needs
to
be
done.
K
K
J
All
right,
thank
you
very
much
now
before
I
move
on
to
a
week,
I
would
like
to
request
the
audience.
If
you
have
any
questions,
please
put
them
in
the
chat
towards
the
end.
We
would
like
to
take
a
few
questions
for
the
panelists,
so
I
think
you
mentioned
in
your
presentation
that
you
know
there
are
there's
almost
175
percent
cost
overrun
and
more
than
60
of
the
projects
were
delayed
in
terms
of
time.
F
So
three
points
number
one
is
see
like
procurement
capital
projects
is
a
is
a
really
hot
button
target
for
saving
and
monitoring,
because
you
just
get
a
lot
of
money
that
comes
together
at
one
go
right,
whether
it
is
executed,
processed,
measured,
etc.
So
why
the
world
talks
about
asset
maintenance,
but
the
ease
with
which
you
can
impact
p.
L
is
very
high
on
procurement
and
capital
x,
okay,
so
that's
number
one.
So
money
is
there?
F
There
is
a
real
complexity
on
the
upstream
part,
and
when
I
say
upstream,
it's
the
it's
the
decision,
part
of
capex
wherein
you're
really
processing
multiple
rows
line,
items
of
inside
drivers,
commercial,
all
pre-feed
type
of
work,
and
then
there
is
a
lot
of
handshake
at
the
execution
level
that
goes
down
later.
So
obviously
digitalization
there
is
a
is
a
big
lever,
a
at
the
upstream
part,
because
that's
a
big
place
where
in
complex
analytics
can
really
play
its
magic.
F
It's
just
about
the
inability
of
larger
organizations
to
just
pull
together
all
the
data
into
a
certain
structure
or
a
format
that
can
that
can
that
can
essentially
process,
and
secondly,
so
which
is,
which
is
almost
like,
tell
me
the
value
and
then
there
is
a
second
part
of
retain
the
value
which
is
in
the
capital
project
execution,
wherein
there
is
third
party
lot
of
contractors,
epcs,
etc
that
are
there
wherein
the
handshake
is
there.
I
think
the
entire
magic
of
digital
to
impact
tracking
monitoring
collaboration.
F
Mr
atul
was
mentioning
about
the
journey
with
saudi
aramco
on
and
and
that
would
really
be
even
base
level
of
digitization,
but
as
a
as
a
trusted
partner,
the
collaboration
today,
the
world
is
getting
into.
For
example,
some
of
the
larger
partners
like
stromboli
baker,
hughes,
etc.
The
partnership
and
the
technologies
that
they
are
using
for
collaboration
are
of
a
separate
nature.
F
F
It
is
really
about
value
leakage
and
value
protection,
which
is
what
you
have
planned
upstream
and
what
you
do
downstream
multitude
of
tools
right
from
control
towers
to
there
are
organizations
who
are
also
trying
to
evaluate
blockchain
and
smart
contracts
to
really
see
how
the
handshakes
between
third
party
fourth
party
etc,
can
happen
in
this
space.
So
a
there
is
value
b.
J
Thanks
a
big,
so
you
expanded
our
scope
of
discussion
and
I'll.
Take
my
next
question
to
mr
paranshway.
Our
objective
is
not
only
to
talk
about
digitization,
which
is
making
the
paper
documents
and
pfds
and
p
and
ids
in
in
electronic
format.
Our
objective
is
digitalization,
which
is
much
more
beyond
plain
digitization,
so
mr
pranche,
we
saw
in
some
presentations.
There
was
a
mention
about
digital
twins.
A
Yeah,
sorry,
I
don't
see
much
insistence
or
requirement
being
specified
by
the
owner
owner
operator
companies
like
ogc
or
iocl
or
hpcl,
or
any
of
these
where
they
say
that
I
want
a
digital
twin.
I
want
the
3d
model
with
everything
linked
okay,
so
that
has
not
happened
in
past
one
or
two
cases
we
had
for
ongc,
given
a
aviva
model
with
some
intelligence
built
in,
but
that
was
not
a
full-fledged
digital
twin.
You
cannot
call
it
a
digital
twitter.
It
was
a.
A
A
So,
actually,
it
has
to
start
at
the
feed
level
and
it
should
be
integrated
from
there,
because
if
the
digital
twin
has
to
be
created
in
between
by
the
engineering
detail,
engineering
contractor
his
focus
is
more
on
execution
and
completing
the
project
on
time
and
handing
over
the
plan.
So
he
might
not
really
spell
out
or
carve
out
everything
what
is
required
by
the
owner
or
operator
for
monitoring
or
maintaining
or
managing
their
plan
for
the
future.
So
this
exercise
has
to
start
even
much
before
the
detail.
A
Engineering
starts
what
all
is
required
in
the
digital
equipment,
specification
of
that
that
should
start
from
the
basic
design.
So
I
don't
think
it
is,
as
of
today
mature
enough
to
do
that.
Maybe
it
is
more
mature
in
maybe
in
automotive
industry,
where,
anyway,
everything
is
3d
based
today,
majority
of
our
3d
is
only
for
visualization.
It
is
not
for
manufacturing.
A
J
Right-
and
we
also
realized
that
it's
still
possible
for
greenfield
projects
for
brownfield
projects,
it's
even
more
difficult
to
implement
digital
twins.
I
met
with
a
company
from
the
from
the
us
who
specialize
in
building
digital
twins.
It's
a
tedious
job.
It
requires
a
lot
of
people
to
build
up
exact
digital
twin
for
the
plant,
which
is
being
proposed.
A
Correctly,
but
for
upgrades
and
upgrades,
maybe
if
you
are
upgrading
a
small
portion
of
the
plant
or
replacing
something
there,
people
do
do
what
you
call
scanning
the
plant
and
converting
that
into
a
3d
model
and
then
making
a
digital
twin.
They
do
that.
But
then
it
is
a
very
small,
limited
scope,
not
for
the
whole
plant.
A
A
J
H
The
key
problem
with
epc
contracts
in
general
and,
let's
take
a
contract,
was
when
it
was
document
based
things.
First
of
all,
lot
of
time
used
to
be
spent
in
validating
and
evaluating
those
documents.
Step
number
one
step
number
two
usage
of
those
information
was
practically
very
limited.
It
was
more
a
milestone
sort
of
thing
than
having
a
real
contribution
towards
the
decision,
so
the
direct
advantage,
if
you
ask
me
of
this
digestion
to
capital
products
particularly,
is
better
transparency.
H
Some
of
the
things
to
the
system,
which
was
quite
time
consuming
and
there
was
chances
of
manual
errors,
so,
for
example,
now
most
of
our
projects.
If
it
follows
that
of
mac
are
the
way
we
collaborative
approach
of
the
projects
are
there,
it
is
based
on
workflows
and
all
these
things,
depending
upon
business
rules
automatically
the
workflows
are
triggered.
H
H
H
And
then
all
these
documents,
whatever
you
generate
majority
of
it,
is
of
extreme
use.
So
now,
once
it
is
digital
moving
it
from
that
project
stage
to
operational
stage
in
our
our
maintenance
schedules
or
operational
things
has
become
very
very
easy
is
the
one
word
second
thing
is
it's
available
I'll
admit
the
state
we
are
in?
H
It
is
not
being
used
as
much,
but
at
least
the
complete
documentation
is
there
and
the
fourth
major
advantage
we
are
getting
is
particularly
during
this
covet
and
low
price
of
crude
states.
Management
has
to
take
a
call
which
products
to
pursue
which
do
not,
and
for
that
a
lot
many
analytics
were
required.
H
J
K
See
everybody
is
talking
about
digital
twin,
you
know
in
terms
of
implementation
board,
in
the
operations
and
in
the
handover
takeover
stage.
I
think
these
are
something
that
I
think
arthur
rightly
said.
You
know
in
automatic,
but
in
oil
and
gas
and
refinery
and
the
petrochemical
industry.
There
is
a
growing
need.
We
are
getting
a
lot
of
failures
from
the
technology
providers,
the
aspen
g's
of
the
world.
They
are
just
coming
up
and
telling
us
to
do
some
pucs
and
all
we
are
in
presently
doing
it.
E
F
F
So
whilst
we
struggle
in
one
thing,
I
think
it's
the
question
for
us
in
india
is
not
around
the.
What
I
think
I
have
a
firm
belief
and
out
of
serving
clients,
not
only
in
india
but
also
in
the
region
is,
is
most
of
us
know
what
to
do.
I
mean
the
fact
that
we
discussed
right
from
ocr
to
common
data
environment,
to,
for
example,
digital
twin.
I
mean
there
is
enough
and
more
knowledge
that
we
can
do
it.
F
In
my
experience,
number
one
is
in
fact
three
points
number
one
is
most
organizations
have
what
they
could
do
with
a
better
digital
or
a
real
technology
strategy,
which
is
what
would
you
do
to
implement
and
obviously
that
is
linked
on
some
hard
facts.
Your
current
maturity,
your
appetite
for
investment,
and
I
am
not
asking
anyone
here
to
invest
the
moon.
I
mean
we
stay
in
india.
F
F
The
scale,
though,
is
a
separate
challenge,
so
in
india
the
challenge
is,
how
can
we
scale
from
pilot
because
we
just
love
celebrating
the
pilot
like
we
have
won
the
icc
world
cup
and
most
of
the
time
we
will
demonstrate
that,
but
rarely
has
it
happened
that
we
have
done
it
for
three
years.
It
has
lasted
in
50
crores.
That
has
gone
to
the
bottom
line
or
top
line.
F
So
I
think
that
is
second
and
lastly,
is
I
think
most
organizations-
and
I
am
speaking
to
a
very
technology-
a
literate
and
a
technology
leading
team
here
in
terms
of
panel
as
well
as
audience,
but
we
struggle
with
technology
sourcing.
The
time
it
takes
us
to
stand
up
a
data
lake
or
a
platform
is
almost
same
or
many
times
more
than
the
time
it
takes
for
you
to
run
an
analytics
pilot
on
asset
maintenance
or
capex.
F
It
takes
you
can
achieve
a
pilot
in
four
months.
Often
the
entire
sourcing
process
is
five
to
six
months
or
even
longer,
and
I
think
organizations
globally.
The
ones
who
have
succeeded
in
scale
have
really
not
only
put
this
strategy
plus
sourcing
guideline,
plus
the
talent
internally
to
support
this
journey.
And,
lastly,
I
would
say
there
needs
to
be
a
good
amount
of
handshake
from
business
to
make
this
successful
I.t
after
a
point
or
digital
after
a
point
can
only
move
certain
parts
of
the
body.
F
I
think
the
entire
body
needs
to
move
when
organizations
who
have
delivered
again,
as
I
say,
value
at
scale,
wherein
there
is
a
wherein
the
cfo
can
sign
off
on
the
on
the
balance
sheet,
saying
that
okay,
through
digital,
I
recognize
xy
chrome,
I
think
there
it's
the
organization
is,
is
has
taken
it.
People
are
using
it
and
learnings
are
generally
on
the
way,
but
it's
a
it's
a
reasonably
literate
digital
literate
organization.
So
four
points
from
my
side
and
sorry
for
the
strongest
answer
to
a
short
question.
J
Problem
thanks
a
lot
avik,
and
that
brings
an
end
to
our
panel
discussion.
I
hope
we've
been
able
to
do
it
in
time,
so
thanks
a
lot
once
again
to
abhik
and
mr
ravi
prakash
mr
paranchway
and
mr
sumit
gupta
for
joining
our
panel
discussion.
These
are
very
rich
insights
and
we'll
love
to
have
you
again
and
again
on
our
panel
discussions
in
future.
So
thank
you
very
much.
C
Yeah
thanks
a
lot
sirs
and
it
has
been
really
a
very
interesting
discussion.
I'll
beat
the
short
time,
because
these
requires
a
little
bit
of
more
time
will
take
care
of
it
in
future.
Now
I
invite
colleagues
psy
to
come
and
demonstrate
on
the
business
process
capability
of
integration,
sap
process,
integration
with
whatsapp
and
more
so.
We
have
selected
this
topic
because
this
we
understand
that
in
the
user
community
this
is
getting.
There
is
an
increased
attention
and
people
have
been
doing
in
multiple
various
ways.
C
B
B
So
that
is
where
we
have
some
of
the
demonstrations
for
today
and
we
would
love
to
work
with
you
for
more
customized
scenarios
as
per
your
actual
requirements
right.
So
this
is
sap
conversational
ai
platform,
which
is
chat
and
voice
bot
based
process
automation,
and
we
have
taken
some
of
the
examples.
I
will
quickly
run
you
through
the
the
storyboard
which
I
will
demonstrate
in
next
few
minutes.
B
So
one
of
the
persona
which
we
have
taken
is
a
dealer
or
retailer
persona
right,
and
he
is
the
owner
of
petrol
station
right
and
his
deliveries
have
been
affected
because
of
current
covet
situation.
So
is
bit
worried
about
maintaining
the
balance
between
demand
and
supply
right,
and
he
wants
to
see
that
will
my
order
reach
on
time.
B
So
he
identifies
a
lockdown
in
an
area
right
and
he
immediately
accesses
the
bot
which
has
been
given
to
him
over
whatsapp
and
web
chat
channel,
and
he
asks
for
the
order
status
and
then
what
will
reply
with
the
status
of
order
right?
The
second
option
is
how
orders
are
doing
in
terms
of
whether
they
are
blocked
or
they
have
been
released
for
the
delivery
aspect
right.
B
So
they
can
also
ask
as
a
dealer
or
retailer
about
order
status
along
with
if
there
are
any
block
orders
and
if
it
is
blocked
due
to
overdue
payments.
That
can
be
also
highlighted
right.
They
can
also
ask
the
bot
about
contract
expiring,
so
if
there
are
any
specific
contracts
which
are
expiring
and
therefore
they
have
to
be
renewed
as
well,
so
that
can
be
done
over
a
bot
in
tight
integration
with
the
backend
sap
systems
right
and
obviously
how
dealer
or
retailer
can
also
do
a
order
management.
B
They
can
look
at
their
account
statement.
They
can
look
at
their
open
invoices
using
whatsapp
channel
or
using
a
web
chat
channel
which
is
embedded
within
the
dealer
portal
or
a
retailer
portal
right.
So
that
is
also
something
which
we
are
going
to
briefly
talk
about.
Another
persona
is
a
transporter,
and
here
the
transporter
is
again
responsible
to
ensure
that
all
the
fleet
operations
are
on
time
and
there
are
no
uninterrupted
scenarios.
B
So
obviously,
as
a
transporter,
I
want
to
check
on
various
operation
aspects,
and
I
can
look
for
what
to
automate
this
process
using
whatsapp
channel.
I
can
ask
various
questions
like:
where
are
my
trucks?
What
is
the
next
payment
right?
What
is
my
payment
status?
Are
there
any
vehicle
licenses
which
are
expiring
right
or
how
I
can
do
better
using
machine
learning
capabilities
which
are
also
embedded
within
our
chatbot
platform
right?
B
How
I
can
get
intelligent
insights
about
my
delivery
time
so
that
I
can
further
rectify
the
bottlenecks
and
then
improve
the
overall
operations
right.
So
this
is
a
quick
architecture,
view
of
sap
conversational
ai,
with
whatsapp
bot
running
on
sap
cloud
platform
right.
So
here
you
can
see
that
there
could
be
various
input
channels
for
the
dealers
or
retailers
or
for
transporters
which
could
be
a
web
chat
which
could
be
a
whatsapp
chat
right
for
whatsapp
channel.
B
We
also
leverage
twilio
package,
which
is
a
package
to
ensure
that
there
is
a
seamless
integration
between
whatsapp
and
sap
conversational
ai
platform.
So
all
these
input
channels,
whether
it's
a
mobile,
app,
whether
it's
a
portal
or
it's
a
whatsapp
channel
right,
they
will
be
integrated
via
bot,
connector
to
sap,
conversational,
ai
platform
and
all
the
inputs
from
the
dealers,
retailers
or
the
other
stakeholders.
B
That
will
be
converted
into
a
specific
format
and
using
the
dialogue
engine
which
includes
natural
language,
processing
right
and
it
includes
all
the
intents
entities
through
which
we
have
trained
the
bot
right.
So
it
will
process
all
the
input
from
the
end
users
within
this
dialog
engine
right
and
then
this
information
will
be
passed
on
to
the
bot
logic,
which
is
which
is
residing
in,
let's
say,
a
application,
runtime
layer,
and
it
will
go
to
the
backend
sap
system
to
fetch
the
necessary
information.
B
So
the
backend
system
could
be
an
erp
system
or
it
could
be
an
s4hana
system
right
and
it
will
get
the
information
and
there
will
be
a
secure
tunnel
between
this
cloud
environment
and
the
on-premise
system
right,
which
is
using
cloud
connector.
The
cloud
connector
will
sit
on
top
of
your
on-premise
landscape
over
and
above
your
dmz,
and
this
will
create
a
secure,
ssl.
B
Vpn
tunnel
between
on-prem
and
cloud
to
ensure
that
entire
identity,
propagation
entire
data
movement
that
happens
through
this
secure
tunnel
only
so
your
business
data
is
residing
in
your
business
systems,
which
could
be
erp
systems
which
could
be
crm
systems
which
could
be
transportation
management
systems,
whereas
the
entire
response
will
flow
in
via
the
secure
tunnel
and
then
again
using
bot
connector.
We
will
deliver
the
response
to
the
respective
channels,
which
would
be
web
channel
or
a
mobile
app
channel
or
a
whatsapp
channel
right.
So
this
was
a
quick
architecture
view.
B
C
B
Absolutely
it
could
be
any
process
procure
to
pay
order
to
cash.
It
could
be
asset
management
scenarios,
it
could
be
procurement
scenarios,
employee,
self-service
scenarios,
so
we
have
many
such
examples
of
customer
deployments
as
well,
which
will
be
happy
to
share
yes.
As
part
of
today's
demo,
we
have
just
taken
dealer
retailer
and
the
transporter
persona
yeah.
B
B
Perfect
perfect
right,
so
as
a
dealer
or
a
retailer,
I
am
using
whatsapp
channel
here
and
I
can
let's
say
start
my
conversation.
You
can
also
have
an
authentication
process
with
one
time
password
approach
or
with
with
the
username
password
kind
of
an
approach
as
well,
wherein
you
can
also
leverage,
let's
say,
native
mobile,
app
capabilities
right
with
face
recognition
or
touch
id
as
a
multi
layer
of
authentication
right.
So
again,
in
this
case
I
am
so
I
have
started
the
conversation.
Bot
has
replied
how
I
can
help
you
today.
B
Do
you
want
to
know
about
your
order,
status,
block
orders
or
order
history
account
balance
or
contract
expiry?
So
I
will
say
that
order
is,
let's
say,
order
status
right.
So
what
will
given
response
order
number?
This
is
scheduled
for
delivery
and
dispatched
on
so
and
so
date.
Similarly
order,
this
is
under
loading
and
another
order
is
which
is
a
return.
Order
is
also
scheduled
so
based
on
the
backend
integration
with
the
erp
system,
it
will
fetch
all
the
details
and,
via
conversational
ai
channel,
the
information
will
be
delivered
on
whatsapp
right.
B
Similarly,
let's
say
I
want
to
look
at
block
orders,
so
I
can
also
put
a
query
on
blog
orders,
so
bot
will
again
reply
with
any
of
the
orders
which
are
blocked
so
with
the
order
number
that
this
is
blocked
for
credit
due
due
to
overdue
checks
and
three
days
overdue
payments
for
x
amount
of
rupees
right.
I
can
also
ask
for
let's
say
any
contract
expiry,
so
I
can
also
do
that.
B
Okay,
so
if
there
are
any
contracts
which
are
getting
expired,
so,
yes,
it
will
fetch
the
record
from
the
back
end
and
say
that
contract
for
furnace
oil
is
getting
expired
on
so
and
so
date.
Would
you
like
to
request
for
an
extension?
I
will
say
yes
right
and
this
will
go
ahead
and
it
will
put
an
extension
request
with
a
specific
sales
office
and
this
will
be
integrated
with
the
backend
erp
system
right.
B
Similarly,
what
I
can
do
is
I
can
also
have
a
quick
view
of
how
I
can
place
the
orders
right.
So
let
me
also
very
quickly
show
you
that,
and
this
we
did
for
one
of
the
automotive
company.
Obviously
this
can
be
done
for
any
industry,
so
let's
say
I
want
to
start
my
interaction
for
placing
the
orders.
Okay,
so
I
have.
I
have
started
the
interaction
here
and
it
will
ask
me
for
one
time:
authentication,
maybe
an
otp
or
a
six
digit
passcode.
B
So
I
can
quickly
enter
that
and
once
I
have
done
with
the
authentication,
I
can
start
entering
the
options
which
are
presented
by
bot.
So
in
this
case
bot
has
given
me
three
options:
place
order,
show
account
statement
and
show
open
invoices.
So
let's
say
I
say,
place
order.
Okay,
so
moment
I
say
place
order.
It
will
give
me
certain
options
like
since
it's
an
automotive
scenario.
It
has
given
me
two
divisions
truck
or
non
truck.
B
B
I
can
say
lug,
okay,
which
is
one
of
the
tire
pattern,
and
then
it
will
further
ask
me
the
fitment
position,
I
will
say
all
wheel,
fitment
number
one
and
with
this
it
can
also
ask
me
for
the
load,
whether
it
is
heavy
load
or
a
moderate
load.
So
you
can
further
customize
this
demo
as
per
your
industry
requirements.
B
This
is
just
an
example
to
show
you
that
how
the
order
placement
can
also
happen
with
the
back
end
sap,
and
I
can
also
specify
the
quantity
now,
let's
say,
two
quantities,
so
it
will
go
ahead
and
give
me
the
rate
from
the
back
end
with
the
pricing
information.
I
say
yes,
please
place
the
order,
and
with
this
it
will
go
ahead
and
place
the
order
in
the
back
end
sap,
and
this
order
information
will
be
visible
in
the
chat
bot
right.
So
you
can
see
the
order.
B
Number
is
two
three
one,
nine
four
one
which
is
coming
from
the
backend
erp.
If
you
want,
you
can
also
go
and
check
in
your
backend
erp
system
and
this
order
will
be
created
right.
Similarly,
I
can
check
for,
let's
say,
show
account
statement
right,
so
I
can
also
check
my
account
statement
as
well,
and
you
can
also
have
a
comprehensive
visibility
of
your
opening
closing
balance,
the
total
credits
or
debits
that
can
be
also
visualized.
B
So
these
are
some
of
the
key
transactions
which
any
dealer
would
want
to
do
on
a
frequent
basis,
and
typically
there
is
a
low
adoption
of
dealer
portal
or
a
retailer
portal.
So
in
such
scenarios,
whatsapp
channel
is
very
helpful
right
wherein
people
can
perform
their
important
transactions.
So
this
bot
has
replied
with
the
open
invoices
that
you
have
10
open
invoices
as
of
today,
and
if
you
want,
you
can
also
include
banking
payment
integration
that
can
be
also
done
with
a
web
link
which
can
be
embedded
within
the
mobile
app.
B
B
So
there
are
certain
passcodes
which
we
have
maintained,
so
let
me
just
very
quickly
log
in
as
a
transporter,
so
I
come
into
a
transporter
persona.
Now,
okay
and
bot
will
give
me
an
response.
How
can
I
help?
Do
you
want
to
know
shipment
status
shipment
history,
payment
status,
contract
status
right?
So
I
can
say
shipment
status,
for
example,
and
in
this
case
it
will
give
me
a
shipment
status
that
shipment
number.
This
is
under
loading.
Similarly,
another
shipment
is
released
from
the
terminal
right,
so
this
information
can
come
from
the
transportation
management
systems.
B
Any
sap
non-sap
systems
can
be
integrated,
conversational
ai.
As
a
platform.
It
is
a
backend
agnostic,
so
you
can
use
it
for
both
sap
as
well
as
non-sap
backends
right
and
similarly
I
can
say.
Let
me
also
look
at
the
payment
status,
for
example,
so
I
can
look
at
the
payment
status
as
a
transporter,
so
there
is
some
accurate,
which
is
there
for
a
given
period,
and
there
are
some
deductions
which
are
there
and
payment
scheduled
run.
Is
there
on
5th
of
august?
So
that
is
how
it
has
responded.
B
I
can
also
look
for
any
vehicle
license
expiry,
for
example
right,
so
it
can
also
help
me
with
any
details
of
why
kill
license
expiry
like
what
two
of
my
vehicles
there
is
a
license
expiry
which
is
coming
on.
That
is
also
something
which
it
has
responded,
and
there
is
a
calibration
certificate,
which
is
also
expiring
on
a
given
date.
So
it
has
also
responded
with
all
the
inputs
which
are
required
on
a
day-to-day
basis
to
a
transporter
right.
B
What
I
will
very
quickly
do
do
is
also
show
you,
the
similar
stuff
or
a
quick
dealer
portal,
so
a
chatbot
which
is
embedded
within
a
dealer
portal.
I
hope
you
can
see
my
screen
sandeep
if
you
can
confirm
yeah,
it's
visible
okay.
So,
as
you
can
see,
this
is
a
dealer
portal,
and
in
this
case-
and
you
you
already
might
have
some
dealer
portal,
which
could
be
running
on
premise
or
on
cloud.
B
You
can
also
embed
sap,
conversational
ai
as
part
of
your
dealer
or
customer
portals
right
and
here
this
can
also
give
you
voice
response,
while
in
whatsapp
it's
a
pure
text
based
chat.
But
if
you
go
to
the
web
chat
scenarios,
you
can
also
enable
voice
bots.
So
I
will
also
very
quickly
show
you
this.
So
let's
say
I
start
my
conversation.
D
B
Right,
so
I
wanted
to
very
briefly
show
you
this:
you
can
continue
on
with
the
voice
bot
with
all
the
or
other
options
like
placing
the
order
looking
at
the
open
invoices
and
so
on.
So
yes,
voice
bot
option
is
also
very
much
feasible
right.
If
you
go
in
web
chat,
channel
or
some
other
channels
with
whatsapp,
it
will
be
a
text
based
input
and
output,
as
we
have
seen
in
the
in
the
previous
demonstration
so
over
to
you
sandeep.
This
is
what
I
briefly
wanted
to
cover.
B
Yeah,
so
we
do
have
certain
capabilities
and
again
they
also
belong
to
some
of
sap's
partners
as
well,
and
we
are
doing
some
of
the
projects
with
a
couple
of
customers
in
india
as
well,
wherein
you
can
also
send
notifications
from
your
backend
erp
via
whatsapp,
channel
or
other
channels.
So
that
is
also
possible
and
there
are
specific
capabilities
like
social
channel
365,
which
helps
you
in
sending
an
sms
or
notifications
alerts
via
whatsapp
channel,
which
are
integrated
with
the
backend
erp
system.
That
is
also
feasible,
yeah.
C
B
We
do
have
some
solutions
around
it.
Obviously
it
will
be
not
addressed
through
the
chatbot
or
voicebot
platform,
but
if
you
want
to
have
document
attachment-
and
you
want
to
automate
your
outbound
communications-
let's
say
it's
a
it's
a
customized
bill
or
it's
a
customized
payment
advices
right,
which
you
want
to
send
to
your
customers,
which
are
automatically
generated
from
the
backend
erp
system
and
then
distributed
via
multiple
channels
like
email
or
sms.
So,
yes,
we
do
have
an
option
for
it.
B
It
is
not
part
of
sap
conversational
ai
platform,
but
I
remember,
I
guess
some
of
our
gas
customers
they
have.
They
have
been
using
this
solution
called
sap
document,
presentment,
okay,
which
basically
helps
you
in
automating,
your
all
outbound
communications
right,
which
could
be
personalized
customer
bills
or
personalized
marketing
offers
right
which
are
generated
from
the
backend
erp
or
the
crm
systems.
And
then
you
can
further
customize
and
you
can
distribute
them
via
sms
email
channel,
which
will
include
attachments
as
well.
B
C
B
B
Conversational,
ai
and
rpa,
as
well
as
machine
learning,
all
work
hand
in
hand,
and
let's
say
I
am
creating
an
order
from
a
chat
bot
which
is
which
could
be
whatsapp
or
a
web
channel,
and
once
I
have
done
the
order
placement,
then
that
order
can
be
ultimately
posted
automatically
into
backend
erp
using
an
rpa
bot
right.
So
that
could
be
one
example.
B
Similarly,
if
you
are
receiving,
let's
say
any
of
incoming
emails,
which
you
want
to
integrate
with,
and
you
want
to
capture
the
data
from
emails
and
post
it
into
your
sap
system,
then
also
you
can
leverage
rpa,
plus
machine
learning
put
together.
So,
yes,
I
mean,
depending
on
the
actual
scenarios,
you
can
leverage
these
three
technologies
hand
in
hand.
That
is
very
much
possible.
C
B
I
think
ravi,
sir,
has
this
question.
I
think
which
you
asked
so
I
have
already
responded,
maybe
ravi,
sir.
What
we
will
do
is
we
will
connect
with
you
on
sap
document
presentment
solution
for
automating,
your
outgoing
communication,
including
attachments,
and
all
we
can
have
one
detailed
session
with
you
on
that
yeah.
C
C
C
A
Okay,
so
I
hope
you
know
we
enjoyed
these
sessions
and
would
like
to
thank
all
the
members
who
participated,
sparing
their
valuable
time
in
our
special
interest
group.
Maybe
I
don't
know
whether
the
next
session
would
allow
us
to
meet
in
person.
Maybe
we
will
try
to
engage
personally
on
the
next
sig.
Otherwise
I
think
after
three
months,
maybe
we'll
conduct
another
virtual
session.